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2
A Brief History
2012
GSTGoalScienceThinking!
1967 1973 1981 1984 1990 1999
S.M.A.R.T.George Doran’s“S.M.A.R.T. Way”
MBOsThe Effective ExecutiveBy Peter Drucker
3
The Good and Bad of MBOs
The Good The Bad
• Infrequently updated
• Siloed
• Management-driven
• Tied to performance reviews
and compensation
• MBOs ushered in era of
results-oriented
management
4
The Good and Bad of SMART Goals
• Attainable: research has proven that
challenging goals are better
• Focuses on the setting
of goals, not pursuing
• Stifles creative thinking for
knowledge workers
• Specific: absolutely critical
• Measurable: good when appropriate
• Relevant: aligned goals are better goals
• Timely: deadlines boost performance
• Better than no goals
The Good The Bad
5
20121967 1973 1981 1984 1990 1999
S.M.A.R.T.George Doran’s“S.M.A.R.T. Way”
A Brief History
OKRsJohn Doerr introducesOKRs to Google
KPIs
MBOsThe Effective ExecutiveBy Peter Drucker
6
The OKRs Revolution
• Objectives and Key Results (OKRs) are invented at Intel
• KPCB’s John Doerr brings OKRs to Google and more
Benefits
• Quarterly vs. Annual process
• Transparent and aligned
• Aspirational
• Not tied to performance reviews/compensation
7
How High Performing Companies Manage Goals
Open
Transparent and all individuals participate
Frequent
Quarterly and monthly check-ins
Cross-Functional
Horizontal coordination and dependency alignment
8
A Brief History
Today
GSTGoalScienceThinking
1967 1973 1981 1984 1990 1999
S.M.A.R.T.George Doran’s“S.M.A.R.T. Way”
KPIs
MBOsThe Effective ExecutiveBy Peter Drucker
OKRsJohn Doerr introducesOKRs to Google
9
Goal Science Thinking
• A set of principles that helps people
achieve their goals
‒ Better goal-setting and goal-pursuing
‒ Enhances SMART goal-setting
• Not a process like OKRs or MBOs
• Goal Science thinking is based on:
‒ Leading academic research
‒ Consumer engagement techniques
‒ Data from our platform
10
Goal Science Questions
What? Who? When? How? Why?
Concrete and focused
You and your coworkers
Continually Progress and feedback Make an impact
• You know exactly what your goals are, and how theyinterrelate to your business as a whole.
• You focus on 3-5 goals at a time.
• Your goals are quantifiable with clear metrics and milestones.
• Your goals are yours to create and own, but they connect to others too.
• Having a supportive community alongside you increases goal progress.
• The aspirational, future goals you want take time. You have smaller steps along the way to help reach them.
• The workplace is dynamic. Adapting goals when appropriate helps you stay flexible and on track.
• Progress is the positive force motivating you to do your best.
• Achieving small steps makes feedback relevant, which further fuels momentum.
• You want to accomplishchallenging things at work, and make a difference.
• Mastering aspirational, meaningful goals leads to greater engagement, performance, and satisfaction at work.
11
Goal Science™ Thinking
Connected Supported Progress-based Adaptable Aspirational
Transparent and aligned
Social reinforcement and recognition
Frequent and measurable feedback
Flexibility to respond to changing
priorities
Retrospection to encourage excellence
12
• Individuals will achieve more when they are connected and have an internal sense of what they can do to make the biggest impact for the business
• Goals need to be connected in three ways
– Vertical: cascading of goals is challenging at organizational scale, including bottoms-up goals
‒ Only 6% of managers have meetings/discussions to set goals throughout the year
– Company/Mission: An individual can clearly see how his or her goals connect to the company goals and mission, making goals more meaningful
– Horizontal: capturing cross-functional dependencies is difficult has major operational implications
Connected
17
Supported
Top-down, bottom-up,
and horizontal alignment
0
20
40
60
80
100
Goal successMatthews, Gail. "Goals Research Summary." (2013).
No writing
Writing
Writing &sharing
Writing,sharing &feedback
Go
al S
ucc
ess
18
• Transparent goal setting creates a social contract
– Employees are accountable for their goals
– Co-workers are accountable for helping them achieve those goals
• Visibility fosters more recognition and encouragement
– #1 factor for happiness at work: appreciation for your work
• Celebrating success with social gestures is very effective
– 90% of cheers result in a returned cheer or nudge
Supported
21
Follow or add followers to goals
Supported
Working transparently
with social reinforcement
and recognition
22
• Fitbit users
– 43% more steps than non-Fitbit users
– Lose 13 lbs
– After 12 weeks they are up to 30-40% more active
• Quantified self: people want frequent, measurable, and visual feedback
• Progress towards meaningful work is the strongest workplace motivator
Progress-based
27
Adaptable
High agility orgs:
More likely to capitalize on change
High agility employees:
More likely to be top quartile performers
4.5x 3.5x
28
• An annual cadence for goal setting is almost like having no goals at all
• Highly agile or quarterly goal setting organizations like Google:
– 4.5x likely to capitalize on change
– 5x likely to have cultures fostering innovation and trust
– 4x more likely to value creativity
• High agility employees are 3.5x likely to be top quartile performers
• A lack of adaptability has major operational implications
– 66% of managers don’t revise their goals throughout the year
Adaptable
32
• Stretch goals produce the highest levels of effort and performance
• Because goals should be difficult to achieve, they should not be tightly coupled to compensation
– Tight coupling can lead to sandbagging
• Aspirational goals need to be personally meaningful
– Not all goals should come from corporate
– GV partner Rick Klau suggests more than 50% of goals should originate from employees
– Securing employee participation = reaching previously unattainable goals
Aspirational