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What Are OKRs?
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Although the buzzwordOKRs have been around since the 90s, only around༡ href="https://ally.io/blog/new-data-shows-the-future-of-work-is-goal-oriented/">29% of working US adultsࡲe familiar with the term. Interestingly though, of the workforce who are acquainted with the term, a massive 95% believe they have a solid understanding of how their work directly ties into the companyҳ larger business goals.
If youҲe not familiar withOKRs and how they can positively impact your company, then they are certainly worth paying attention to. With the onset of the Great Resignation in recent times, now itҳ more important than ever to start to implement OKRs.
Perhaps youҲe struggling to see growth in your business but are not sure how to achieve it, then bringing inOKRs could be the answer youҲe looking for.
If youҲe looking to༡ href="https://kamyarshah.com/15-effective-strategies-for-increasing-productivity-without-adding-stress/">boost company productivity෨ile improving employee morale, then this article is for you. We answer everything you need to know about OKRs, including what they are, how they can lead to business growth as well as exactly how you can start using them. Read on to find out more.
What Are OKRs?
OKRs is an abbreviation forObjectives and Key Results. Itҳ a goal-setting methodology that can help your team define, set and track measurable goals. The purpose of this goal-setting framework is to help drive your company toward success.
The thinking behind it is that if a company shares its goals, and communicates this to its employees, they will have a better understanding of why their work is relevant. In turn, this leads to increased engagement and a greater feeling of the purpose of the work they are doing.
The History Of OKRs
Objectives and Key Results were first developed in the late 1960s by Intel CEO,ndy Grove.ࠔhe theory held roots in Peter Druckerҳ methodology mentioned in Management by Objectives (MBOs). It was then that OKR was first introduced and used as a framework that helped to define and implement Intelҳ ambitious goals.
In later years, one of Grovesҳ students, John Doerr, went on to write Measure What Matters. This features a pioneering approach based on the foundations of what Grove laid out. In Doerrҳ methodology, he set about pairing objectives with a goal a company wanted to achieve and what the key results were to prove they had achieved this.
Doerr went on to work on the board of Google. This is where he introduced the procedure ofOKRs to Googleҳ founders, Larry Page and Sergey Brin. Because of this, he was credited with helping Google rapidly scale its business from a small team to a major company with over 150,000 employees,
Since then, the approach of OKR has been used by companies all over the world in a multitude of industries. TheyҶe helped to dynamically focus employees and resources on what the businessҳ most important and ambitious goals are to bring out tremendous growth. The technique is used to measure progress and is directly linked to how a teamҳ day-to-day work looks like.
What Are The Components Of An OKR?
The great thing withOKR is that they follow a simple but incredibly flexible template, It has been developed in such a way that it allows users to bend it to fit nearly every purpose. The standard statement is as follows;
I will [objective] as measured by [key result]
In this statement, the Objective refers to the goal you want to achieve. It should be something specific such as driving an щncrease mobile sign-ups or щmprove staff moraleҮ
The Key Result is what youҬl use to measure your progress towards the objective. This is a metric youҬl use to track performance and progress towards meeting your goal. An example could be to redesign and launch a new mobile app or increase staff CPD time by 5%.
When you have completed your key results, you will have taken steps toward fulfilling your objective.
The Difference Between OKRs and KPIs
BothOKRs and KPIs are methods used to manage performance. They are both useful in providing value to a companyҳ progress, however, they provide this value in different ways.
KPIs are an abbreviation forKey Performance Indicators and are a way a team can track performance within a project. They differ from OKRs because KPIs determine the factors needed to achieve success in an organization.
An OKR is a framework used to set and achieve goals. Although they do have some similarities to each other, when it comes to OKRs vs KPIs, they differ because of the relationship between an objective and the key result.
OKRs allow for a more holistic approach and are better at allowing a team to think about how their day-to-day work relates to the company goals. A team may use a combination ofKPIs and OKRs and they can be interwoven.
Also, OKRs are astrategy execution framework, in contrast, KPIs focus more on the operating metrics and are used to track and measure the status of tasks and activities.
OKRs also encourage the discussion around what tasks or activities matter most in a given quarter. OKRs focus more on the companyҳ highest priorities, communicate this across the whole team and dictate the tasks and allocation of resources for the next 90 days.
This differs from the methodology of KPIs which focuses on the progress of a given activity with dozens or hundreds of individual KPIs being tracked across a company to gauge how much progress has been made towards a goal.
Objectives and Key Results (OKRs)
Based on a Strategy Execution Framework
Have 3-5 Objectives and 4-6 Key Results
They are time-bound for 90 days, or quarterly
The task focus on the ӗhatԠand ӗhyԠof work carried out
Results are outcome-oriented
They drive focus to the highest priority outcomes
It enables vertical and lateral alignment
OKRs cascade from the top and are authored locally by the team
They feature leading and lagging measures
Key Performance Indicators (KPIs)
Based on Operating Metrics
They have 100s of measures
The time scale is on-going
Progress measured on activities
Itҳ activity-oriented
Progress is tracked against company activities
Activities donҴ provide context or learning
There is no alignment
Tasks are typically authored and managed from the top-down
Little team intervention
They feature lagging measures
How Do OKRs Give Your Business Clarity And Direction
Traditionally, businesses set high-level company-wide goals at the start of the year. Typically, these are forgotten about by the majority of staff which leads to it being difficult to track and measure the progress their employees are making, along with goal accomplishment.
Static approaches to goal tracking using things like spreadsheets can make it challenging to track progress. Furthermore, static systems arenҴ always visible to everyone in the company nor do they show information in real-time. These are the main reasons businesses adopt an OKR model. However, there are loads more reasons why OKRs give your business clarity and direction.
They help to connect and align your employees to the business goals
They allow the companies vision to be shared
They offer clear tasks to every team and individual
They show how this task fits into the bigger picture
They provide focused goals
They help increase morale, purpose, and productivity
They track real-time progress towards a goal
They allow the whole team to see progress
They can help make more effective and informed decisions
They promote accountability and transparency across managers, teams, and employees
They encourage management to set clear and specific goals
They clearly show which goals or objectives are not being achieved
They allow managers to allocate resources better
They help to boost an individualҳ engagement in work
They allow employees to be involved in the goal-setting process
Who Uses OKRs?
OKRs are is a goal-setting framework that can be utilized by every type of business. They can work for small start-ups, and entrepreneurs right up to large-scale organizations with multiple teams. They can also be used in any sector from marketing to finance or engineering.
As long as you have a company with employees and a business road map with a set of goals, then OKRs can be used. In fact, weҤ go as far as saying OKRs are vital for any leader or manager.
Company CEOs
CEOs can make use of the OKR framework because of its effectiveness in communicating the companyҳ objectives. Targets can be defined every quarter to help with the companyҳ growth.
The CEO can define the big, aspirational long-term goals to their staff in a transparent way with the aim of inspiring teams. CEOs will be able to use the KRs to measure progress in real-time toward the Objectives.
Frontline Managers
Frontline managers can utilize OKRs because it makes reviewing the companyҳ Objectives much easier. They can use the information to set their own teamҳ Objectives so that they align with the OKR defined by the CEO.
It enables frontline managers to see with transparency what tasks need to be prioritized to meet the businessҳ goals and helps them to distribute resources within the team.
Do OKRs Work With Agile?
If youҲe currentlyusing Agileࡳ a way to track progress within your teams, then itҳ useful to know that OKRs wonҴ work with them.
Indeed, both OKRs and Agile can both be used to measure progress as well as plan tasks. However, OKRs strategy is based on an execution framework, and Agile works on an iterative productdevelopment framework.
OKRs specifically measure the progress a specific team has made towards achieving objectives, and in comparison, Agile doesnҴ provide full-cycle visibility of how task drives business outcomes.
Essentially, OKRs, are tied to the businessҳ results. They provide more opportunities for teams to step back, analyze and scrutinize Key Results and look at how these work with the companyҳ Objectives. They enable staff to see directly how their work contributes to fulfilling the࣯mpanyҳ strategy.
Will Adopting OKRs Require New Project Management Tools?
This very much depends on the structure of your company, and the needs of a༡ href="https://kamyarshah.com/16-top-tips-for-building-company-culture-from-scratch/">small business੮ a single building will be very different from a large-scale multi-team company spread across various buildings and departments.
If youҲe looking at implementing OKRs within your organization, youҬl need to consider your current technology stack, and of course, any anticipated needs. This may require adapting a new project management tool.
Setting OKRs
Having a clear set of goals is a bit like having a north star. They are what guide your team and what helps them to make relevant decisions on what work to prioritize and focus on. If your employees donҴ have a clear understanding of how their work impacts and contributes to the company goals, it will cause problems.
Problems can happen if a team who is responsible for setting the worker tasks is unsure of what the company objectives are. They may be set tasks or assignments that arenҴ aligned with the business goals, and this lack of knowledge and understanding is filtering down to other workers.
Another issue of workers not having a clear understanding of the relevance of their work is due to what tool is being used to set and track the OKRs. There is little point in setting OKRs and the related tasks if no one is referring back to them regularly.
To combat this, the tool you use for your goal-setting framework should live in the same place work happens rather than a separate application altogether. The software should be intertwined into how work is carried out so that employees are actively reminded of why the work they are doing is relevant, helping them to actively work towards the goals every day.
Using An OKR Template
By using an OKR template, you can efficiently set objectives and key results that your team can use. Although there are several ways of doing this, it should be clear to see the information and intuitive to use.
Rather than starting from scratch at the beginning of each business quarter, itҳ easier to use an OKR template and fill in the predefined fields for each of the objective and key results.
This helps you to standardize the OKR goal-setting process and will help form a roadmap for success. By following the same format, it becomes much quicker to fill in, but also, employees know exactly where to find the information they need.
You could create an OKR template using a static document like Excel or Google Sheets, however, these do have their limitations and can be difficult to see visually how well a goal is progressing.
We advise using one of the project management tools below to create your OKR template. This should be a tool that can integrate into other areas of your business as opposed to a stand-alone application that has to be logged in to.
Benefits Of Using Project Management Software
They can show progress towards initiatives in real-time
Itҳ easy to update timeframes if priorities change
A template can be saved and reused every time new goals are set
The goal-setting process can be standardized across the entire team and the company
It ensures that goals donҴ get lost as they are created
They use a live platform that saves as you go
It makes it easy to share relevant documents
It keeps all your information in one place as opposed to sifting through emails
Tasks can be assigned quicker to different staff in the case of an emergency or absence
By using an application that integrates seamlessly into the daily lives of your employees, they will have a much clearer and more transparent view of why the work they are doing is relevant, and how it fits into the overall goal.
Everyone can track progress in real-time.
OKR-Friendly Project Management Software
Although there are lots of project management software and apps out there, not all of them are geared up as well to help manage OKRs. The best OKR software will streamline the OKR process for you.
They should let you easily set, track, and measure your goals and results as well as provide a visual overview of how well a goal is making progress in real-time.
Below are our top choices of OKR-friendly project management software. They all help the project managers to assign tasks and to track their progress and performance. They will also help managers to align an individual or team with the relevant OKRs to meet the company goals.
ClickUp
This is one of the top-rated productivity and OKR tools and is used by small teams right up to large companies. It has some advanced features, one of which includes team management. This may be particularly useful if a large portion of your workforce doesnҴ work in a single office.
ClickUp allows you to set goals and targets for larger teams as well as personal OKRs. In ClickUp you can assign a due date, the team member responsible for the goal, plus a breakdown of the goal that has been assigned. It also clearly states what the measurable targets are in the key results. You can also assign more than one target for a goal.
Once your targets and goals have been༡ href="https://clickup.com/">set up in ClickUp, you can then select an option to track progress to see how close, or far away, you are from achieving each target. Progress is displayed on bold and easy-to-see charts on the Dashboard. Goals can be assigned to folders, so itҳ easy to organize which team or department is responsible for a particular goal.
Thereҳ also a nifty little feature that sends out weekly scorecards. This can help productivity as it shows teams what goals have been achieved each week, what goals are still in progress, and also do a shout-out to team members who are contributing the most to the companyҳ OKRs. This helps to boost team morale and keep teams motivated.
Profit.co
This is a great app for helping businesses prioritize their goals, assess their progress, and achieve better outcomes. Once you sign up, one of their in-house onboarding specialists will assist you with the setup process, if you need it. They will walk you through how to create powerful OKRs with different hierarchical structures. If you prefer to work it out yourself, this app also comes with several guides and OKR templates.
Their dashboard gives an entire company an overview where your employees can see not only the companyҳ overall vision but clear graphs of how the objectives assigned to them are doing. As a project manager, one of the useful features of Profit.co is the ability to customize specific OKR performance periods and review cycles.
Progress charts are updated weekly and thereҳ the option of filtering and exploring specific team or departmental information to assess their performance. Profit.co also makes use of real-time heatmaps to see what team members are looking at and working on.
Aha!
This is a multipurpose OKR management app that brings together goal-setting for cross-functional teams. It does this by helping them to capture ideas, plan and set schedules, as well as track progress. Aha! is a popular software solution for product and marketing teams as it allows both customers and non-Aha! users to submit product ideas via an ideas portal.
Aha! Allows project managers to build strategic roadmaps, visualize progress and specify clear OKR targets in real-time and with measurable results. It also allows for the customization of workflows so they can be tailored to how different teams work.
This app also features real-time document editing, which is a useful attribute if you have different teams in a meeting who need to build on ideas together
Weekdone
Weekdone is another dedicated OKR software that focuses on setting clear structured goals with real-time measurable outcomes. One of the nice features of Weekdone is that itҳ one of the top OKR management apps for boosting employee morale.
Any team member can upvote another team member. This is transparent to the rest of the company, who can see which team member did the upvote, and to who the upvote was given. This is a great way to make employees feel valued and encouraged.
This is an intuitive platform where itҳ easy to track and share goals among the team, with weekly check-ins to track what has been achieved. Weekdone also has a great feature of being able to organize one-on-one meetings within the software as well as feedback-giving functions.
Also, if you need to set yourself a reminder, there are private notes functions to let you jot down personal messages to yourself.
15Five
If you liked the employee morale features in Weekdone, then similarly 15Five allows for this. 15Five is another great performance management software thatҳ known for its High Five feature and one-on-ones.
Like the other management software weҶe mentioned, 15Five has excellent OKRs goal-setting capabilities. It also makes use of heat-mapped dashboards so project managers can see what individuals are looking at.
15Five makes use of detailed reporting insights with weekly check-ins for༡ href="https://kamyarshah.com/giving-feedback-15-ways-to-keep-it-constructive/">team performance and feedback. This is one of the most employee-centric apps thanks to the15Five having 30 evidence-based surveys that you can send out to employees.
How To Use OKRs
It can be confusing knowing when and how to use OKRs. When done badly, they wonҴ have the desired impact youҲe after, but if you use them correctly, they can transform your companyҳ growth and goal achievement.
Essentially, any objective you set should be aimed at༡ href="https://www.moore-na.com/news/march-2020/positive-participant-feedback-as-moore-ambition-ki">encouraging your employeesയ prioritize and align the work they are doing with the goal of the business. You should be asking yourself if your staff understands the set objectives, and can see how they contribute to the company.
OKRs can be used at any point in the business year, most commonly they are used at the start of a new calendar or tax year, and then dived into quarterly goal-setting strategies. You can also use OKRs on a project basis.
Setting Objectives
The Objective is a statement of intent. This is where the organization or team wants to go. It doesnҴ necessarily need to be the end or final result, but it should be something thatҳ on the companyҳ roadmap to success. An Objective is not meant to describe or explain how the team will get there. When youҲe thinking of Objectives, they should meet the following criteria.
Aspirational
An Objective should describe the future state of the company. Although a company might have ambitious plans, in the long term, itҳ a good idea to break these down into stages. This is called the road map. The Objectives should aim to inspire and motivate your staff and give them a sense of purpose.
Objectives that are either too ambitious, or vague wonҴ give enough structure or appear unachievable. They need to motivate your team.
Not Measurable
Objectives are not meant to have numbers or data in them. They arenҴ supposed to be measurable. This is the purpose of the Key Result
Short or Long-Range
Although you can have Objectives that are months or years down the line, these can appear a bit lofty. Itҳ a good idea to have these on your roadmap, however, itҳ also important to have shorter-term Objectives that can be achieved within a matter of weeks, months, or quarters.
Aim for 5 or Less
It can feel overwhelming if employees are bombarded with a great long list of objectives, and it can distract them from whatҳ important. As a loose goal, stick to between 3-5 objectives per quarter to keep the focus laser-like.
If you find yourself with a list reaching double figures, then itҳ probably a sign that you need to enlist another team to delegate some of the objectives.
Setting Key Results
Setting ambitious Objectives༯a>and sharing these with your employees can help to inspire your teams to reach high. But you might be wondering how to work out if theyҶe successfully achieved an Objective. A Key Result is a measurable outcome that helps to move the associated Objective forward.
Measurable
Key results should have a number associated with them. This is a target that clearly defines the completion of a task.
Defined Quarterly
We mentioned earlier that Objectives can be at any time point in the future. Unlike Objectives, Key Results are designed to be completed every quarter. You may need several Key Results to complete an Objective.
4-6 per Objective
Like thereҳ a limit to the number of Objectives you should give to a team, thereҳ also a limit to the number of Key Results linked to an Objective. The purpose of this is to focus peopleҳ energy, time, and resources. Aim for between 4 and 6 Key Results per Objective.
Outcome-Focused
It might feel more natural to think of a Key Result as a single specific activity. However, a great Key Result describes the outcome achieved by completing that activity.
Examples of OKRs
While youҲe learning about the methodology of OKRs it can be a bit confusing to get your head around. WeҶe just talked about the components of an OKR and what they should and shouldnҴ be. In this section, weҲe going to look at an example to put this into context.
Objective
уreate an employee experience that allows all members of the team to attain their greatest potentialҼ/p>
This is an aspirational objective because it describes a goal
Goals will inspire and motivate the team
The objective is not measurable
The objective doesnҴ attempt to define how reaching this goal will be measured
This objective works without a time frame
This objective could last several months or even years taking several quarters to achieve
Key Results
For the Objective weҶe exampled above, these could be four possible Key Results.
80% of staff understand our company strategy and goals and they feel confident about how their work contributes to them
Participation in group strategy sessions increases from 8% to 16% for employees to build relationships with other departments
Each of the Key Results is measurable with a numerical target associated with it
The team can immediately identify when a target has been achieved
These Key Results describe what will be worked on in the current quarter
These KRs should be achieved in 90 days and no longer
There are 4 Key Results for the one objective
It meets the guideline of between 4-6 KRs which makes it easier to focus peopleҳ time and resources
The Key Results are outcome-focused
The KRs clearly define and describe an outcome and not a specific activity
Who Leads The Implementation Of OKRs In A Company?
Depending on your company size and structure, you might be wondering who will lead the implementation of OKRs within a company.
Ideally, it will be most effective if itҳ led by team members who are responsible for company strategies. This could be the CEO or a managerial role.
The most important step in adopting an OKR strategy successfully is by getting the go-ahead of the top executives. Whoever is on the Executive Leadership Team will be the ones who validate the value of what OKRs can bring to the company.
The Importance Of Connecting OKRs With Monthly Business Reviews
Itҳ important to connect OKRs with Monthly Business Reviews (MBRs) as well as weekly status reports. They provide teams with valuable opportunities to realign any targets and to measure progress towards a goal.
Reviews should be scheduled into weekly and monthly meetings to ensure thereҳ no disconnection between what work should be a priority, and what work is actually being done. This also helps to account for any strategic conversations that have taken place during the week. These༡ href="https://www.accountmanager.tips/quarterly-business-review-meeting/">review meetings༯a>should purely focus on the OKRs and have a strategic emphasis.
MBRs should feature reliable and tangible data that can accurately display KR progress so that team leaders and CEOs can make efficient and well-informed business decisions.
Connecting OKRs to MBRs ensures that the relevant people attend the meetings with a clear understanding and any relevant data on current progress towards the Objectives. They should also know whether or not they are on track to meet the KRs, or if any risks or problems have arisen.
The Best Practices For Setting Great OKRs
To use OKRs effectively, organizations and teams need to define their strategy. One way of doing this is to determine where to allocate their teamsҠresources. Here are some other things you should be conscious of when you are setting OKRs.
OKRs should ideally be set by the end of the first week of a quarter
OKRs should be set not any later than the third week of the quarter
OKRs should allow the teams to have enough time to achieve each KR
Keep on track by dedicating ample time for reviewing KR and progress
Reviews should happen at the end of each quarter
OKRs should be focused on what the most vital outcomes are for that specific quarter
Remember that having 15 KRs does not equate to 15 activities a team has to do, it refers to 15 outcomes
Any KRs set should be linked to moving the Objective forward
Do You Set OKRs Quarterly Or Annually?
Objectives are designed to be aspirational goals. They should describe a future state and be written and shared to motivate employees with a sense of purpose.
These aspirational goals may take multiple quarters and even years to reach, therefore an Objective is not time bound as they will frequently take over one quarter to complete.
In contrast Key Results, are specifically created every quarter and should state what can be achieved in that period. Therefore, every 90 days a team should set new KRs.
Can OKRs Fail And Why?
No matter how much time and care has been taken over adopting OKRs within your organization, on occasions, they can fail. It can take time, practice, and continual iterations over several quarters to see results. If done properly, you will be rewarded for your efforts. Here are some reasons why OKRs might not work.
New Name, Same Process༯strong>
You may already have a process in place for goal-setting, but are still doing the same old thing but calling it the OKR method. Your team should fully understand the framework and strategy so you can successfully implement OKR. Just renaming something that youҲe already doing as яKRsҠis a recipe for failure.
Using the Acronym Without the Intent
If you fail to communicate the purpose of switching to OKRs, then the likelihood is that itҳ not going to be adopted by the greater organization. You should communicate the reasoning behind it.
Set It and Forget It!
With many things, the intent is there, but the continuity and perseverance arenҴ. Itҳ the same with OKRs. YouҶe invested the time to set up your OKRs at the beginning of the quarter, and thereҳ a buzz and excitement at first. However, this excitement dwindles as the quarter goes on, and everything is forgotten about until the last week of the quarter when it comes to measuring progress.
To ensure successful OKRs, you need to keep chipping away at the KRs and not just ѳet it and forget it and hope that somehow the magic will work.
Hire a Fractional COO
If youҲe looking for more business advice, including using OKRs, you could enlist the help of aFractional COO. Services can include
Research and execution of business strategies, and SOPs
Determination of KPIs
Long-term strategy planning and execution
Daily oversight of operations in all departments
Evaluation and implementation of productivity SOPҳ
Data analysis and creation of a data-driven plan of action
Manage partners/vendors
What Does Your Business Strategy Look Like?
Are you ready to start using OKRs and see how they can transform your businessҳ growth?
Hiring abusiness advisor is a major decision in any business, no matter how established you are, and shouldnҴ be taken lightly. If youҲe thinking of utilizing the knowledge and expertise of a business consultant, then contact our experienced staff at Kamyar Shah.
Speak to one of our advisors, who will guide you through the most up-to-date methods and strategies from a༡ href="https://kamyarshah.com/fractional--coo/">Fractional COOയ help improve your business leadership capabilities and organization
Each of our consultants has their own specific field of expertise and will work with you on a growth strategy. Whether youҲe a༡ href="https://kamyarshah.com/how-to-treat-your-customers-like-humans-13-tips-for-startups/">start-up company෩th a small team or an established business with a multi-faceted team, we can supercharge your growth.ïntact us todayയ arrange an appointment.
The postWhat Are OKRs? first appeared onFractional COO - Fractional CMO - Kamyar Shah.
Intermediate Process Management
ballwegbernard81 Software process management https://kamyarshah.com/intermediate-process-management/
Imagine that youҲe training for a new role in another department. You have their SOPs, and youҲe following them to the letter. The issue is that everyone else is not. What do you do when the processes are there, but thereҳ still something missing?
Now that youҶe moved beyond the basics, itҳ time to look at the deeper concepts at work. Not surprisingly, these involve psychology, sociology, and in some instances, even computing. Why do people choose not to follow the rules? And how can you create watertight processes to keep your business afloat even in the most challenging times?
What does a poorly managed process look like?
YouҶe certainly met the person who lives life by the adage, Ӊf it ainҴ broke, donҴ fix it.ԠWhile this might work if youҲe striving to be ӧood enough,Ԡthis isnҴ the model for a successful business.Business process management looks critically at processes and asks if the current way is, in fact, the best way.
In 2016, astudy by ukasz Tartanus showed that 69% of the businesses he studied had documented their processes. However, only 4% had taken measurements of those processes and improved them after recording them. How do you know what is working if you donҴ keep track of your progress?
The costs of poor monitoring are straightforward. When flawed procedures are repeated, these processes can cost you thousands of dollars, hundreds of hours, and result in a significant reduction in your companyҳ growth without having an apparent reason why.
How do you know what processes are hurting your company? The hallmark of a poorly managed process is that itҳ not followed as itҳ written. Companies grow, technology changes and procedures need to be updated. If a method is not used as intended, then itҳ a good candidate for optimization.
To picture the effects a little deeper, imagine that youҲe looking at thestandard operating procedures to post on your companyҳ social media. How could you work with them if they covered platforms that havenҴ been used in years? Processes that are outdated or poorly maintained leave companies vulnerable to knowledge gaps and incomplete training. Old instructions donҴ reflect the current or efficient method.
Why do processes fail?
There is no one reason why processes fail. They can fail due to technology, inadequate knowledge, lack of incentive, or culture of non-compliance within your company.
The first few reasons have relatively simple fixes. If your staff isnҴ using the technology that your design requires, ask them why. It may not be intuitive, require extensive manual input, or be inferior compared to other options. Teams can address problems resulting from a lack of knowledge with adequate training. Managers can adjust ineffective incentives to learn to align closer with their employeesҠvalues (think recognition, time off, or opportunities to develop professionally in addition to your usual financial rewards).
The last issue is a little more complex. How do you change a culture that says, Ӑrocesses are only followed when itҳ convenient?ԠStart-ups, companies experiencing high-speed growth, and those with small teams are most frequently the victims. So how do you fix a cultural issue?
Often, this starts with a fresh pair of eyes. The best person to identify cultural issues affecting compliance is someone from outside your organization. They can help upper management set the example and lead the team in embracing efficient procedures.
When good processes go bad
Letҳ clarify for a moment; itҳ not that the processes themselves are flawed. Even methods that work perfectly on paper can change once applied in the real world. This phenomenon is primarily because of human nature.
You may remember being asked as a kid if you would jump off a bridge if your friends did it too. Would you sacrifice the right choice for the popular choice? Straying from the path youҶe forged for success carries a similar risk. However, if deviance from the norm is part of your companyҳ culture, you may find yourself teetering on the edge of the bridge even when you know what you ӳhouldԠbe doing.
Sociologist Diane Vaughan first explained this concept. She called it the normalization of deviance, a phrase used to describe a root cause underlying significant disasters.
One example of a disaster caused by the normalization of deviance is the failed Challenger launch. In this instance, the contractor tasked with building the solid rocket boosters had ongoing quality issues with the putty used to seal the O-rings. Despite replacing it with a putty that performed slightly better, it still showed problems.
However, the reason it was allowed to pass was that the company deemed it ӷithin the bounds of acceptable risk.Լ/p>
What is an acceptable risk? Plainly, it is the amount of inefficiency that your organization is willing to tolerate. If this seems like a loose threshold, it is. Your organizationҳ overall values can define its views towards perfectionism, measurements of quality, or simply what is and is not accepted within the company.
How do you fix a culture of non-compliance?
A cultural problem needs a cultural fix. If you find that even your best procedures are not being followed, take a look at what is happening. Do your top-level executives follow the procedures as much as entry-level employees? Are your team members even aware that these processes exist?
Thankfully, a simple approach creates a new culture valuing quality at every stage of the process. Letҳ take a look at how one company made quality a core value.
Toyota and the Andon Cord
ӁndonԠwas originally a Japanese word used to describe a paper lantern. It was adopted by Sakichi Toyoda, pioneer of the Japanese industrial revolution, to indicate shining a light on an issue.
Early in industrial Japan, a problem early on in the production line would affect quality in every following step, resulting in an overall inferior product. For example, in textile mills, if the needle broke while weaving the fabric, every step from then on would foremost be dealing with a fragile material full of runs.
Sakichi Toyoda first invented the automatic power loom in 1924, which shut off the machine when it sensed the broken needle, allowing it to be replaced and fixed before weaving defective cloth.
Later, this concept grew when implemented at the Toyota System Corporation. In the auto-making plant, there was a physical cord hung from the ceiling that, when pulled, would stop the entire assembly line and indicate which station had pulled it. Why? Much like the textile mills, one minor defect in one production stage would create a cascade of problems resulting from that mistake.
Naturally, when buying cars, safety is a foremost concern. While many would gawk at the idea of one assembly line worker stopping the entire production floor, this created a company-wide culture that valued speaking up about issues, even if it turned out to be nothing at all.
When the cord was pulled and the line shut down, a supervisor would come to the station where an employee pulled it, investigate the issue, and either fix it or confirm that nothing was wrong. This original concept was called Jidoka. The mindset behind Jidoka is that a system that an opportunity to resolve an issue prevents problems from happening in the first place.
This mindset was created by the ӫataԠof finding and resolving errors. A kata is a pattern of behaviors that goes on automatically. By repetition, rewarding the behavior even when it was a false alarm, and consistency from all company parts, the Toyota name became synonymous with quality.
Why your Andon cord doesnҴ get pulled
Auto manufacturing plants have since tried to implement the Andon cord but often fail to see the same results. The key to the lack of results is that the solution involved more than a cord; it involved an entire culture.
If you find that your company still experiences frequent errors despite your best processes, look at what motivates your employees to highlight and fix their mistakes.
Naturally, we are human beings. Our reactions are not perfect, and we experience emotions like fear, apprehension, and anxiety upon noticing something is wrong. A careful manager will look deeper than the surface issue and reward an employee with what THEY value upon seeing the error. Why? If they feel risk Ӱunishment,Ԡdirectly or indirectly, and only get a pat on the back on other occasions, any person would choose to take the safer route. A good organization knows that highlighting and fixing its flaws IS the safer route.
Creating Bullet-Proof Processes
Whileprocess management inherently involves trial and error, there are tested steps that help you avoid mistakes and prioritize success. There are many different approaches and software options available for your processes, but donҴ get overwhelmed. At the heart of it, the process is simple.
Regardless of the technology or specific process you use, the underlying concepts are the same. All modeling programs, methodologies, and software are designed to let you complete the five stages of business process management. Those stages are process design, process modeling, process execution, business activity monitoring, process optimization, and re-engineering. These steps help a company understand what is happening at a granular level and take calculated risks for more growth.
Process Design
The first step ofprocess management involves creating a visual representation of the different parts involved in your task. While it is possible to do this with low-tech options, like post-its or drawings, it is strongly advised not to use them.
While non-digital options may be tempting, they limit how much you can get out of your process management. For example, everyone that needs to use this process will need access to a physical copy of the diagram. Also, product owners cannot make changes affecting all users efficiently. Business process modeling software allows this to happen within seconds.
Process Execution
This is where the results from your first step are put to the test. The procedure is repeated as designed to ensure it includes all the moving parts of a given task. Here, you will see if the process is missing information or includes unnecessary steps. Then, you can tweak it until it works as designed.
Business Activity Monitoring
How can you define success if you canҴ measure it? This step involves identifying what pieces of information you will look for to track your progress. If youҲe shipping clothes to your customers, you might look at the time it takes for an order to be delivered or the percentage of goods that get returned.
Process Optimization
Now that youҶe measured your data, you can see which parts are the most and least efficient. The above company may have noticed that one of their shipping services takes longer to deliver packages than another or that a particular shirt has higher return rates than their other pieces. The current information lets them test hypothetical changes to see where they can improve.
Now that the changes have been made, the company can implement tracking and monitor the health of its operations. They can have their system update an orderҳ status as ӤeliveredԠwhen the delivery person scans the package upon dropoff. Then, employees can view the average delivery time with a visual dashboard in their software.
Once the best options for improvement have been identified, the company can implement the change and test the new step. For example, after switching to a new shipping service and using a more durable fabric in their shirts, the company sees faster shipments and fewer returns, leading to a better customer experience.
Re-Engineering
Now that an organization has a clear view of what is happening on a granular level, it can take bigger, calculated risks to boost its success. If they want to redesign their delivery process, they could try hiring their own drivers who use more efficient routes for faster delivery. Or, if a project isnҴ reaching its goals after changes to one part of its process, the person responsible can redesign the process to get the desired result.
Summary
It is tempting to get discouraged when your initial processes donҴ work. Thankfully, this is part of process management. The attention devoted to fixing errors yields rich results for business owners who are not afraid to take a critical look.
The most valuable thing you can do as a company is foster a culture where improvement is rewarded, opinions are valued, and changes happen. Regardless of how well your processes are documented now, using sound business process management techniques sets them up to improve. Take a look at the ways that good internal and externalcommunication within a company yields tangible benefits.
The postIntermediate Process Management first appeared onFractional COO - Fractional CMO - Kamyar Shah.
Employee Growth: Further tips for employers
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Investing in your employeesҠgrowth is more than providing raises and promotions. The goal is to find out whatҳ important to each person on your team and give them ways to develop in those areas. According to Mary MeekerҳInternet Trends 2015, millennials valued training and development more than any other job perk, including flexible hours and cash bonuses. EmployeesҠvalues in the workplace are shifting now more than ever. Investing in their growth within your company helps retain and engage your staff.
Even teams with fewer resources can build out a plan for employee growth. Focus on what you have available, like experienced senior staff and learning resources, to design your approach. The only thing that every company must have is the desire to help their employees grow. The rest is unique to you.
Why invest in employeesҠgrowth?
Growth opportunities at work have a direct correlation with retention. A 2016 study byDeloitte showed that 71% of employees who wanted to leave in the next two years show dissatisfaction with developing their leadership skills in the workplace. 63% of all people surveyed noted that these skills were not being fully developed. That means over half of all employees were dissatisfied with their development, and some of the most likely to leave cited it as a reason.
Investing in your employeesҠgrowth pays off by:
Creating talent you can promote
Reducing turnover rates
Staying up-to-date in your industry
Create promotable talent
When you need someone for a new leadership role, promoting internally is often safer than hiring externally. Internal promotions give your team an opportunity they can strive for well, encouraging them to develop their skills. While promotions are not the end-all-be-all goal of growth, they do provide an incentive. You know how someone performs when faced with pressure, new challenges, collaborative projects. Investing in the development and training of your staff prepares them for these roles. Then, you reduce the time and effort needed to fill openings.
Reduce turnover rates
Speaking of training time, hiring new employees is a time and resource-heavy endeavor. Not only do you have to consider the direct costs incurred by your teamҳ latest addition, but also the lost productivity and project time from the rest of your team. Often, new hires will ask why theyҲe hiring for the position in the interview process and will be apprehensive of companies with high turnover rates. On the other hand, if you create a team with high retention rates and job satisfaction, they will advocate for your company and funnel higher quality talent into your team.
Stay current in your industry
Your teamҳ overall skills are not as critical as their ability to learn. Every industry will experience significant changes in its technology and knowledge over time. Rather than making sure your team knows todayҳ industry, prepare them to continually step outside of their comfort zone and learn new skills. This way, theyҬl be on the lookout for new insights and techniques that help you stay ahead rather than trying to catch up with the inevitable change.
How to design your plan
Naturally, helping your employees and their personal development benefits them as well as the company. However, when you design your plan to help, you need to structure it around your employee. Remember that even though it benefits the rest of the team, the goal is to know whatҳ important to each person and find a harmonious way to structure their learning plan.
Start with a survey asking your employees about their interests. You can include areas like technology, current events, and even their interests outside of work. See what theyҲe passionate about, even if it doesnҴ seemingly have anything to do with their work life. For example, consider a team member who enjoys playing music in their free time. You may not have many opportunities for them to play guitar at work. Still, they may want extra training on public speaking or presentations to become a better performer outside of work. Then, you get a person whoҳ invested in their job and trained for opportunities like presentations for clients.
The critical component to an employee development plan is consistency. Set regular training schedules, be consistent in your promises, and encourage feedback from your employees so you can improve. If your mission statement says that you value learning, but itҳ difficult in practice, employees will become disillusioned with the gap between your words and our actions. Pay employees for their training time and make sure that thereҳ room in their schedule to do it. The benefits for you are worth far more than the initial investment.
What to include in your plan
Ultimately, what you include in your employee development plan depends on your available resources. Some of these may be obvious, like your training budget and existing programs. Others may be less apparent but equally beneficial. Take into consideration some of the following factors.
1.ࠠSoftware
First, look at the software your organization uses. Often, the technology you use has knowledge base certification courses that employees can use to boost their experience. They also develop a higher level of proficiency in the software you already use, which increases their productivity and helps them train newer team members. As their overall skill level rises, so will their confidence, and they will be more prepared to take on new challenges.
2.ࠠTalent
Next, take a look at who you have in your organization. For example, you may have a team member who worked in event planning for a previous job to train newer staff in that skill. Consider having your team fill out a survey about their strengths and what skills theyҤ like to learn. Then, you can match your more experienced staff with those looking to learn their skills in a mentorship program. This also builds a collaborative dynamic that encourages your team to work together when approaching the new subject matter.
3.ࠠIndustry
Your resources are not limited to what you have as a company. Take a look at how the leaders in your industry get ahead. Are there networking events that you can send your team to? Are there mentorship opportunities outside of your business? Have your employees identify their main professional goals and someone they can look up to in the industry. Then, they can understand how they got to their place and ways to replicate their success in a way that works for them. Letting your team identify their opportunities builds trust within your organization and their investment in professional growth.
Ideas for investing in your employeesҠgrowth
Now that youҶe got the fundamentals start planning out exactly how your growth plan will look. This should include a list of how you will train your employees and what kind of structure it will take. Apart from the training, imagine ways your team can put their skills to use. Here are a couple of ideas that you can incorporate into your employee growth plans.
1.ࠠCreate a training ӭenuԼ/h3>
While itҳ important to let people drive most of their own training initiatives, you will need to create its overall structure. For example, once your employee has identified their training goals, use these to build a calendar and resource ӭenuԠfor their plan. You could let them choose one training goal per month and the tools theyҬl use to reach it. This could include courses available through your teamҳ software, mentorship opportunities, events, and projects. Make this list of resources readily available to whoever wants to learn. This way, you can vet the resources theyҬl use for quality and steer them towards the best options.
2.ࠠSet challenging goals
The point of learning a new skill is to apply it. Though certifications matter, you want to see the results of their unique knowledge in action. Have management sit down with their team members and identify ways to use their new skills in their department. These goals should be challenging and involve resources that they have not used before. Take a moment to plan out who they can go to for help and what resources are available if they get stuck. The best opportunities for these projects are low risk and high reward. Ensure that there is room for failure and that itҳ documented and used to add to the learning experience if or when it happens. Even knowing what doesnҴ work helps you find out what does.
3.ࠠOffer cross-departmental collaboration
Some employees donҴ want to stay in their niche forever. If theyҲe looking at a career change, help them explore their options within your company. For example, if you have a software developer who would like to learn some marketing, consider letting them sit in with your marketing team and participate in some of their projects. By now, you can trust that they have a learning mindset if theyҶe been following through on their personal development goals. Regardless of whether they choose to stay with your company long-term, their experience will be a positive one. If you need a new marketing team member, you already have one on hand. Or, if they do leave, they will advocate for your companyҳ growth culture.
4.ࠠThink with a long-term plan
Remember when you asked your employees to identify their long-term goals? Hereҳ where that comes into play. When you structure out each monthҳ activities, set them up to build on each other and culminate in the skillset they want. For example, if somebody wants to become a manager, identify which skills theyҬl need and what software theyҬl have to use. Then, break down month by month goals starting with the most straightforward and approachable tasks. Over time, include progressively more challenging goals until they have the skillset and experience required for a management role.
5.ࠠDemonstrate your trust
Learning is not a straightforward process. There is no instance in which people will not make mistakes. What matters is that when mistakes are made, the person does their best to learn from them and make sure it will not happen again. If you have the skills that an employee is looking to grow and notice that something is wrong, put yourself first in their place and imagine how you can turn this into a constructive conversation. However, if the risks are low, allow the employee to learn on their own and ask questions that make them think about their choices. Most importantly, do not hover over your staff as they build their knowledge. Trust that they are doing the best they can and that by hiring them, you saw that they would add value to your company.
Closing thoughts
Employees invest themselves in companies that invest in them. Show genuine interest in your staff and youҬl create a company culture that attracts top talent. Not only will you see benefits such as lowering turnover rates and creating talent that you can promote, but youҬl create a reputation as a great place to work. Even without significant financial resources, you can still find ways to show interest in your employeesҠlives in and outside of work.
Expert management sets an example that the rest of your team can follow. Some examples of who can help includefractional CMOs,fractional COOs, andsmall business advisors. A fractionalCMO orCOO assists on a part-time basis as a c-suite professional so you can get the knowledge and leadership your team needs without the commitment of a full-time addition. A fractionalCOO or fractionalCMO uses their knowledge to mentor your staff and create procedures designed for your companyҳ growth.
While the goal of this endeavor is to help your employees learn, remember that part of learning is using their skills. You invited each of these individuals to be part of your team because you saw something valuable in them. Even when things donҴ go as planned, show the trust you have in your employees by allowing them to experiment in structured ways and learn from their mistakes. Eventually, this experience will mean far more than what they could have learned without applying what they know in the real world. The result? Talent that carries your company further.
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