ConceptsNest

  We often wonder how successful companies continue to navigate and grow and know exactly what direction to go . The trick seems to be an almost irresponsibly aggressive approach to growing key objectives with a talented group of people.  OKR is an acronym for Objectives and Key Results —  a framework for visioning and setting goals within an organization that was popularized by Google. Today, OKR is used at a seemingly broad variety of companies, from larger established firms like Anheuser-Busch and Deloitte to younger tech companies like Eventbrite and Twitter. Therefore, what are OKRs and how do they work, and — most importantly — do they work. Many leaders ask how they can align their team to the vision and set goals within their team. What is OKR? OKR is a goal-setting methodology originally developed by Andy Grove, former CEO and Chairman of Intel. In his book,  High Output Management , he describes OKRs as being the answer to two questions: We can expand the definitions of each

  Most people fall under either of the two main types of thinking paradigms- big picture or detail-oriented . The big picture thinker usually keeps coming up with ideas of what the ideal world would look like. The detail-oriented thinker on the other hand mostly thinks pragmatically and is organized. A Story: Around 1959 or 1960, Dashrath Manjhi, a laborer in India’s Gehlaur village lost his injured wife because the nearest hospital was about 45 minutes away. 22 years later, the same man had carved a 10-meter long path through the rocky ridge – all with a hammer and chisel – that chopped the travel time to 15 minutes. Manjhi is an extreme example of seeing the big picture — instead of getting overwhelmed by the details of how he was going to get it done, he focused on the broader issue at hand: he didn’t want anyone else to suffer his wife’s fate. So, he worked tirelessly for years to prevent that from happening again. What Is Big Picture Thinking? Big picture thinking is the ability t

  ***Continued from Chapter 01 (Covered previously: Case Studies on Goals going Awry, Inappropriate Calibration of Goals, Impact of Time Horizon on Goals,) Link to Chapter -01 Link to Chapter 01: https://www.blogger.com/blog/post/edit/5539914399812618370/9134115350792616570 Goals Becoming Too Challenging Proponents of goal setting claim that a positive linear relationship exists between the difficulty of a goal and employee performance. Specifically, they argue that goals should be set at the most challenging level possible to inspire effort, commitment, and performance—but not so challenging that employees see no point in trying. This logic makes intuitive sense, yet stretch goals also cause serious side-effects like:- Shifting Risk Attitudes:->   Goal-setting often distorts risk preferences. People motivated by specific and challenging goals adopt riskier strategies and choose riskier gambles than do those with less challenging or vague goals. Related literature has found

  Every single one of us has the potential to be so much more than we are, and throughout our lives, we stumble upon so many amazing ideas and take great initiatives for our growth and well-being, and we also go to great lengths to get started and get things going. So many great ideas and initiatives just get buried in the ground forever. So many people who have the potential to achieve so much never make it, only because of the  lack of consistency . We often have so many positive intentions and thoughts, and we often know what we “should” do to increase the quality of our lives. If only we could consistently follow some of our life’s callings, our lives might transform beyond our imagination. This can also lead to:- 1)       Self Doubt. Doubting our own ability to be consistent and ability to follow through, leading to people’s image of us being inconsistent. 2)       Self Image. This doubting impacts our self-image and self-esteem.  3)       Loss Of Trust. This leads