Good to Great,

john@whatmatters.com.

Google divides its OKRs into two categories, committed goals and aspirational (or “stretch”) goals. It’s a distinction with a real difference.

With an Intel manager coaching me through the process, I developed more discipline, more constancy. I relied on OKRs to communicate more clearly and help my team get our most important work done. None of this came naturally. It was a second, deeper level of learning objectives and key results.

CFRs (chapters 15 and 16): The failings of annual performance reviews have sparked a robust alternative—continuous performance management. I will introduce OKRs’ younger sibling, CFRs (Conversation, Feedback, Recognition), and show how OKRs and CFRs can team up to lift leaders, contributors, and organizations to a whole new level.

First, said Edwin Locke, “hard goals” drive performance more effectively than easy goals. Second, specific hard goals “produce a higher level of output” than vaguely worded ones.

welcome give-and-take on key results from frontline contributors.

“Measure What Matters takes you behind the scenes for the creation of Intel’s powerful OKR system—one of Andy Grove’s finest legacies.” —Gordon Moore, cofounder and former chairman of Intel

span of four years, the mission was to reach a billion hours of people watching YouTube every day—to