High-performing managers create simple goals, make sure they are clear and transparent, and revisit them regularly. Google, for example, uses an agile goal-setting process called OKR (objectives and key results), which was originally developed at Intel. The process is simple and effective: Each individual (from CEO down) sets ambitious and measurable objectives (like “launch Gmail version X by year end”) and are asked to define “key results” that monitor their progress. Everyone’s OKRs are public, so it’s easy to see what the CEO or your peer is holding himself or herself accountable for. At Google, this creates alignment because employees can see who is dependent on their work. People feel comfortable that they know what to do, they see what others are working on, and the measurement of their performance is clear.
Source: “Becoming Irresistible: A New Model for Employee Engagement”
Original Publication: Deloitte Review
Subjects: Human Resources, Management