How To Run An OKR Setting Meeting - The Design Thinking Way

Edited by Ben.
Get the knowledge flowing and circulating! :)

有效学习~

  • It involves taking a hard look at your company.

  • Here’s how I run an OKR setting meeting with execs.

  • Schedule the Meeting

  • Set aside 4.5 hours to meet with the team.

  • Plan for a two-hour session.

  • A few days before the meeting, solicit all empolyees to submit the Objective they think the company should focus on that quarter.

  • 24 hours is plenty.

  • You don’t want to slow down your process, and in a busy company, later means never.

  • Have someone (a consultant or the department heads) collect and bring forward the best & most popular objectives.

  • Write these out on sticky notes, preferably larger ones, prior to the meeting.

  • Gather your supplies.

  • Cramped writing is hard to read.

  • Take away phones and computers if at all possible.

  • Have the objectives from employees already up on a board or wall.

  • Give the team slightly less time than seems needed, to encourage focus and fast work.

  • 5 minutes is a good start, you can always extend it if needed.

  • Debate. Fight. Stack rank. Pick.

  • Have the team combine duplicates, and look for patterns that suggest people are worried about a particular goal.

  • Finally, narrow them down to three.

  • Conduct the Meeting cont.

  • Freelist Metrics.

  • Freelisting is a Design Thinking technique.

  • Affinity Map and Select

  • All it means is you group sticky notes with like sticky notes.

  • DAU, MAU, WAU are all engagement metrics, and you can put them next to each other.

  • I tend to write the KRs as X first, i.e. “X revenue” or “X acquisitions” or “X DAU.”

  • It’s easier to first discuss what to measure, then what the value should be and if it’s really a “shoot for the moon” goal. “One fight at a time,” is my motto.

  • As a rule of thumb, I like a usage metric, a revenue metric and a satisfaction metric for my KRs, but obviously that won’t always be right.

  • Focusing only on revenue can lead to employees gaming the system and developing short term approaches that can damage retention.

  • Is someone sandbagging? Is someone playing it safe? Is someone foolhardy?

  • Now is the time for debate, not halfway through the quarter.

  • Is the objective aspirational and inspirational?

  • Do the KRs make sense?

  • Can you live with this for a full quarter?

  • Tweak until they feel right. Then go live them.

  • What is your company mission?

  • OKRs are like trains running in the tracks of the mission.

  • Without a mission, they can go all over the place (or more likely, they can go nowhere).

  • If you have one (mission), write it here as a refresher.

  • If you are a big company and have many very different business lines (think Google: if you have essentially unrelated businesses like search and social and self-driving cars), then you will have a set of OKRs for each unique business model.

  • What are three metrics that would tell you that you had indeed succeeded in that objective?

  • Reminder: a metric is not a task you mark done, it is numerical metric that moves up and down depending on how effective a task is at creating change.

  • For example, a good KR would read, “Sign-up is up 10%.” A bad KR would read, “launch new sign up flow.”

  • Is the Objective inspirational and challenging? Are these tough KRs?

  • Does it tie together everyone’s efforts?

  • Successful OKRS are set together, not handed down.

  • Division/Dept. OKRs cont.

  • You don’t want to have your OKRs tanked by someone else.

  • Launch a pricing page vs launch a pricing page that has 12% conversion to contact.

  • Examples might include learning a new skill, hiring good people, results on a project you alone are doing.

  • DO NOT enforce individual OKRs on everyone.

  • Now you’ve set goals, you can begin to focus on tactics to make the goals happen.

  • This becomes your roadmap. Here is where those pesky tasks go.

  • OKRs don’t change (strategy) but projects and priorities do (tactics). Here is a good way to validate the projects’ value.

  • What steps are taken to make projects happen (priorities) this week!

  • This part goes into your weekly status meeting and email reports.

  • I hope this worksheet helps you structure your thinking around objectives and key results!

It involves taking a hard look at your company.
它包括仔细审视你的公司



involve

v.牵涉，涉及；包含，需要；使陷入，使卷入；（使）参加，加入；使承担，使面对



take a hard look

认真审视：仔细、认真地考虑或分析某事物，以便更好地理解或解决问题。
Here’s how I run an OKR setting meeting with execs.
run a meeting

主持会议：负责组织和管理会议的过程，确保会议目标的实现和参会者的有效沟通。



The manager is well-prepared to `run a meeting` efficiently.

经理为有效主持会议做好了充分准备。



exec

n.  执行，执行程序；主任参谋，副舰长

abbr. 实行（execute）；实行的（executive）



executive

adj. 行政的，有执行权的；高档的，豪华的；供主管人员使用的；（有关）经营管理的，领导的

n. 主管，经理；行政部门，执行委员会
Schedule the Meeting
schedule

n.计划（表），进度表；<美>（公共汽车、火车等的）时间表；（价目、费用等的）清单，一览表；（电视或电台的）节目表；<美>（学校的）课程表；<法律> 附件（尤指表格、单据等）；（英国所得税制的）报税单

v.安排，预定；列入，收进（正式目录、清单等中）；<英> 把（建筑物）列为文物保护单位
Set aside 4.5 hours to meet with the team.
set aside

1、搁置，暂时不考虑：把某事物放在一边，暂时不去处理或考虑。

2、留出，预留：为某个特定目的保留或预留一部分时间、金钱或空间。
Plan for a two-hour session.
session

n.（某项活动的）一段时间，一场；（议会等的）会议，（法庭的）开庭；学年，上课时间；（酒吧中）演奏会（尤指演奏爱尔兰音乐）；（尤指录音师的）灌录音乐时间；<非正式>酗酒期；基督教长老会的管理机构

adj.（音乐家）伴奏的
A few days before the meeting, solicit all empolyees to submit the Objective they think the company should focus on that quarter.
solicit

v.请求，索求，征求（意见）；<美>兜售，推销；拉（客），卖淫



quarter

n.四分之一；一刻钟，十五分钟；（美国和加拿大的）二十五分硬币；（重量单位）夸特，四分之一磅（常衡等于四盎司）；四分之一英担（英国为28磅，美国为25磅）；<英>八蒲式耳谷量；（尤指财务往来）季度，三个月；<美>学季，四分之一学年；（城镇中的）区，地区；（做出反应或行动的）某位人士，某个团体；（士兵、服务人员等的）营房，宿舍（quarters）；上弦（或下弦）月；（某些分四节进行的体育比赛的）一节，一局；<文>（对掌控中的敌人或对手的）慈悲，同情；（包括一条腿或一个翅膀的）四分之一畜体（或鸟身）；（马的）腰腿，臀部及后腿（quarters）；（罗盘上四个点之一所指的）方向，方位；船侧后部，船舷后部；（纹章）盾的四分之一（或更小的部分）；（盾的）上部侧面方形图记

v.将……四等分，将……分为四部分；<史>把（死刑者）肢解成四部分；（为突出纹理）径锯，四分周锯割；把……降至原先的四分之一，把……减少四分之三；给……提供食宿（be quartered）；强行让（某人）到（他人家里）做房客（quarter someone on）；在（某处）来回移动（或四处走动）；（成一定角度）移动，斜向（或之字形）行进；展示，炫耀（盾的四分之一部位上的不同纹章）；将（盾）纵横划为四（或更多）部分
24 hours is plenty.
plenty

n. 富裕，充裕

pron. 大量，众多

adv. 大量，很多；<非正式>非常，十分；<非正式>足够有余

det. <非正式>很多，大量
You don’t want to slow down your process, and in a busy company, later means never.
later means never.

随后意味着永远不会做。

consultant

n. 顾问；高级顾问医师，会诊医师；咨询者
Write these out on sticky notes, preferably larger ones, prior to the meeting.
sticky note

便利贴：一种小型的纸质便笺，通常带有一侧具有粘性的背面，可以轻松地粘贴在其他表面上，用于记录信息或提醒。



prior to

在......之前：表示在某个时间或事件之前发生。
Gather your supplies.
supply

n.供给量，储备；（商品、服务的）供应量；供应，补给；生活必需品，日用品（supplies）；供应（的）；临时替代者（尤指代课教师）；<英>议会拨给政府作开支的款项（supplies）

v.供应，提供，供给；补充，填充；满足要求（或需要）；提供援助；替代
Cramped writing is hard to read.
cramped

adj. 狭窄的；难懂的；难辨的

v. 用夹钳夹；约束（cramp 的过去分词）
Take away phones and computers if at all possible.
if at all possible

如果可能的话：表示在某种情况下，尽量去做某事。
Have the objectives from employees already up on a board or wall.
让员工的目标已经挂在黑板或墙上。

（我的理解是，使得员工的目标被挂出来，让大家看到了~）
Give the team slightly less time than seems needed, to encourage focus and fast work.
slightly

adv.稍微，轻微地；（指某人身材）纤弱地，瘦小地
5 minutes is a good start, you can always extend it if needed.
if needed

如果需要：表示在某种情况下需要时，可以采取某种行动或措施。
Discuss. Debate. Fight. Stack rank. Pick.
Stack rank

堆栈排名，按照顺位排序
Have the team combine duplicates, and look for patterns that suggest people are worried about a particular goal.
duplicate

v.复制，复印；（无必要地）重复（某事）；使成倍增加

adj.完全一样的，复制的；二重的

n.完全一样的东西，复制品
Finally, narrow them down to three.
narrow down

缩小范围：减少选择或可能性，使范围更小或更具体。
Conduct the Meeting cont.
cont.

abbr.合同（contract）；内容（content）；大陆（continent）；继续（continue）

【这是个非常值得借鉴的用法，上一段讲的是Conduct the Meeting，但是没讲完，需要在下一段继续，就可以在下一段（一般在下一页）重复用上一段的标题，后面加上contine的简写：cont.】
Freelist Metrics.
freelist

自由列表；自由列举（我的理解，更偏向于动词：自由列举）
Freelisting is a Design Thinking technique.
freelisting

自由列表（我的理解是，这里强调的是名词，或者说的是“自由列举-freelist”的动名词形式）



design thinking

设计思维：一种解决问题和创新的方法，强调以用户为中心，通过迭代、实验和原型制作来发现和满足用户需求。
Affinity Map and Select
关联映射和选择



affinity

n.喜好，喜爱；类同，密切关系；亲近感，亲和；适应性，匹配度；（与血缘关系相对的）姻亲关系；亲和力，亲和性
All it means is you group sticky notes with like sticky notes.
它的意思是你把便利贴和同类便利贴组合在一起。
DAU, MAU, WAU are all engagement metrics, and you can put them next to each other.
DAU、MAU、WAU都是参与度指标，你可以把它们彼此放在一起。



engagement

n. 婚约，订婚；约会，约定；交战，战斗；演出任务；聘用，雇用；参加，从事；(与……的)密切关系，(对……的)了解；啮合；（与……的）密切关系，（对……的）了解
I tend to write the KRs as X first, i.e. “X revenue” or “X acquisitions” or “X DAU.”
我倾向于先将kr写成X，即“X 收益”或“X 收购”或“X DAU”。



tend to 

倾向于：表示某人或某事物有做某事的趋势或习惯。



revenue

n.（企业、组织的）收入，收益；（政府的）税收；税务局，税务署（the revenue）



acquisition

n.学得，习得；（金钱、财物等的）获取；购买，添置，增添物；收购，购置的产业
It’s easier to first discuss what to measure, then what the value should be and if it’s really a “shoot for the moon” goal. “One fight at a time,” is my motto.
shoot for the moon

射向月球：比喻追求很高的目标，即使不能实现，也能取得较好的成果。



One fight at a time

同一时间只能开展一场搏击



motto

n.座右铭，格言，警句；格言主题
As a rule of thumb, I like a usage metric, a revenue metric and a satisfaction metric for my KRs, but obviously that won’t always be right.
根据经验，我喜欢使用指标、收益指标和满意度指标来衡量我的kr，但显然这并不总是正确的。



as a rule of thumb

根据经验法则：一个简单的、通常可靠的经验法则或原则，用于做出快速决策或估计。
Focusing only on revenue can lead to employees gaming the system and developing short term approaches that can damage retention.
只关注收入可能会导致员工钻制度的空子，发展出损害员工留存率的短期方法。



game the system

利用制度漏洞：通过熟悉和利用规则或制度的漏洞来获得不正当的优势。



short-term approach

短期政策，短期方法



retention

n.保持，保留；保存，存放；保持力，持续力；记忆力；（热量的）阻滞，（液体的）潴留；（对物质的）吸收和保持
Is someone sandbagging? Is someone playing it safe? Is someone foolhardy?
sandbag

n.（用于防洪、防爆等的）沙袋

v.用沙袋封堵；用沙袋打；粗暴对待，胁迫；（比赛中）故意表现不佳



play it safe

谨慎行事：在做决定或采取行动时，选择较为保守、风险较小的方式。



foolhardy

adj.有勇无谋的；蛮干的
Now is the time for debate, not halfway through the quarter.
halfway through sth.

在某事过了一半时
Is the objective aspirational and inspirational?
aspiration

n.渴望，抱负，志向；送气音；吸引术，抽吸



inspiration

n.灵感；启发灵感的人（或事物）；鼓舞人心的人（或事物）；（突然想到的）好主意，妙计；吸气，吸入
Do the KRs make sense?
make sense

讲得通，有道理：指某个观点、说法或解释在逻辑上是合理的，容易理解。
Can you live with this for a full quarter?
你能忍受整整一个季度吗?



live with

1、与......共同生活：指与某人或某物共同生活在一起，可以是家人、室友或宠物等。

2、忍受：指接受并适应某种不理想的情况，如病痛、困难或缺陷等。
Tweak until they feel right. Then go live them.
不断调整，直到感觉合适为止。那就去生活吧。



tweak

v.扭，拧；稍稍调整（机器、系统等）；轻微拉伤，轻微扭伤；<美>批评，取笑；<非正式>激动，兴奋（尤指在安非他命等兴奋剂作用下）

n.扭，拧；微调，稍微调整；轻微的拉伤（或扭伤）



go live

推出

（系统）启动

上线

（电脑系统）开始运行

转活
What is your company mission?
mission

n.（尤指赴他国的）使命，重要任务；职责，天职；（军用飞机或航天火箭的）飞行任务；军事行动；（一个组织的）目的，宗旨；外交使团，代表团；驻外机构，使馆；（尤指在海外的）传教，布道；传教团，布道团；布道所，传教所

vi.作艰苦的长途旅行（尤指去许多地方）；派遣；向……传教
OKRs are like trains running in the tracks of the mission.
okr就像在任务轨道上运行的火车。



in the tracks of

在……的途中

在轨道上
Without a mission, they can go all over the place (or more likely, they can go nowhere).
没有任务，他们可以去任何地方(或者更可能的是，他们什么都去不了)。
If you have one (mission), write it here as a refresher.
refresher

n.可提神的人或物；补习课程；清凉饮料；增加报酬

adj.专业性复习进修的
If you are a big company and have many very different business lines (think Google: if you have essentially unrelated businesses like search and social and self-driving cars), then you will have a set of OKRs for each unique business model.
business lines

业务线：指企业或组织内部的各种业务部门，这些部门负责不同的产品或服务。



essentially

adv.本质上，根本上；大体上，基本上
What are three metrics that would tell you that you had indeed succeeded in that objective?
indeed

adv.确实，的确；实际上；真正地；<非正式> 真的吗（表示惊讶或觉得某事物荒谬）
Reminder: a metric is not a task you mark done, it is numerical metric that moves up and down depending on how effective a task is at creating change.
提醒：指标不是你标记完成的任务，它是数字指标，根据一项任务创造变化的有效程度而上下移动。
For example, a good KR would read, “Sign-up is up 10%.” A bad KR would read, “launch new sign up flow.”
例如，一个好的KR应该是:“注册率上升了10%。”一个糟糕的KR应该是“启动新的注册流程”。



launch

v.发动，发起；上市，发行；使（船或舰）下水；发射（武器或宇宙飞船）；启动（计算机程序）；投出，用力扔出；使投身于（事业等）；起飞，出海

n.（航天器的）发射；（产品的）上市；（事件的）发起；汽艇，游艇；（新产品，出版物）发布会，推介会
Is the Objective inspirational and challenging? Are these tough KRs?
inspirational

adj.启发灵感的，鼓舞人心的；绝妙的



tough

adj.（物质，物体）坚韧的，坚固的；（政策或行动）强硬的，严厉的；吃苦耐劳的，坚韧不拔的；顽固的，固执的；困难的，棘手的；艰难的，困苦的，难熬的；（食物）老的，不易切开的，嚼不动的；（人）粗暴的，粗鲁的；（地区）充满暴力与犯罪的；不幸的，倒霉的，活该（表示不同情）

n.恶棍

v.坚持，忍受，忍耐

adv.坚强地，坚定地
Does it tie together everyone’s efforts?
tie together

捆绑在一起：将两个或多个物体用绳子、线等紧密地连接在一起。
Successful OKRS are set together, not handed down.
hand down

传递，传承：将物品、知识或技能从一个人传给另一个人，通常是从长辈传给晚辈。
Division/Dept. OKRs cont.
division

n.分开，分配；除法；部门；分歧，不和；分界线；（军队编制中的）师；（英国议会的）分组表决；（足球等体育运动中联赛的）级



dept.

abbr.议员（deputy）；部门（department）
You don’t want to have your OKRs tanked by someone else.
你不想让你的okr被别人糟蹋吧



tank

n.（储存液体或气体的）箱，罐，缸；一箱，一罐（的量）；坦克；人工蓄水池；<美，非正式> （警察局或监狱的）牢房；（养鱼、蛇等用的）玻璃容器，玻璃缸；水柜机车（tank engine 的简称）；紧身背心（多为羊毛的外罩）（tank top 的简称）

v.彻底失败，破产；故意输掉比赛；给车辆加油；<英，非正式> 喝醉；<主苏格兰，非正式> 使惨败；把······贮放在柜（或箱，缸，罐）内；<英，非正式>乘车快速行进
Launch a pricing page vs launch a pricing page that has 12% conversion to contact.
发布一个定价页面vs发布一个有12%转化率的定价页面。



conversion

n.转变，转换；（宗教或信仰的）改变，归附；侵权行为，非法挪用（或侵吞）；改建的房屋；（达阵后的）附加得分
Examples might include learning a new skill, hiring good people, results on a project you alone are doing.
例子可能包括学习一项新技能，雇佣优秀的人，完成一个你独自完成的项目。
DO NOT enforce individual OKRs on everyone.
enforce on

实施：对某事物或某人采取强制性措施，以确保遵守规定或法律。



individual

adj.单独的，个别的；个人的；独特的，与众不同的

n.个人，个体；与众不同的人，有个性的人；某种类型的人
Now you’ve set goals, you can begin to focus on tactics to make the goals happen.
tactic

n.策略，手法；战术，兵法（tactics）

adj.按顺序的，依次排列的
This becomes your roadmap. Here is where those pesky tasks go.
roadmap

n.路标（同 road map）；计划，策略



pesky

adj.讨厌的，麻烦的
OKRs don’t change (strategy) but projects and priorities do (tactics). Here is a good way to validate the projects’ value.
OKRs不会改变(战略)，但项目和优先级会改变(战术)。这是一个验证项目价值的好方法。



validate

v.批准，确认……有效；证实，确认；使生效，使具有法律效力；证明有……价值，认可
What steps are taken to make projects happen (priorities) this week!
priority

n.优先事项，最重要的事；优先，优先权，重点；<英>优先通行权

adj.优先的
This part goes into your weekly status meeting and email reports.
status meeting

进度会议：一种定期召开的会议，用于讨论项目或工作的进度，以确保团队成员了解任务的当前状态和未来计划。

· The project manager scheduled a status meeting for the team to discuss the progress of the project.

项目经理安排了一次进度会议，以便团队讨论项目的进展情况。
I hope this worksheet helps you structure your thinking around objectives and key results!
我希望这份工作表能帮助你围绕目标和关键结果构建你的思维!



worksheet

n.(学生的)活页练习题