"dual tracking": quartalsweise OKRs und jährliche OKRs gleichzeitig
kein Instrument zum Performance Review, sondern Mittel zur Reflexion
1-on-1s: subordinate’s meeting, with agenda & tone set by him
Vor 1-on-1: What behaviors/values do I want him to continue/stop?, How can I help?
Während 1-on-1: What are you working on? How are you doing? How are your OKRs?,
What's in your way? What do you need from me to be more successful?,
What helps you achieve your career goals?
Project Aristotle (internal Google study of 180 teams): standout performance correlated to ...
Structure and clarity: Are goals, roles, and execution plans on our team clear?
Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
Meaning of work: Are we working on something that is personally important for each of us?
Dependability: Can we count on each other to do high-quality work on time?
Impact of work: Do we fundamentally believe that the work we’re doing matters?
Youtube, 2016: 1 bn hours of daily watch time war 4-Jahres-Objective
John Doerr:
"Ideas are easy. Execution is everything."
"If those habits aren’t ingrained early on, one of two things happens: Unsuccessful companies
scale beyond the leadership team’s capacity, and they die. Successful companies scale beyond
the team’s abilities and the team gets replaced. Those are both sad outcomes. The better way is to
train people to think like leaders from the start, when their departments have a staff of one."
Google-OKR-Pitch: Objective: Planungsprozess für die Firma aufsetzen; KR #1: John beendet Präsentation pünktlich;
KR #2: Beispiel-Quartalsziele für Google erstellt; KR #3: Entscheidung für 3-monatigen OKR-Versuch.