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Warm Gun: Accomplish Big Goals With Objectives & Key Results

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Christina Wodtke has devoted her career to tackling monumental tasks. She’s helped grow companies like LinkedIn, Yahoo, and the New York Times. Nowadays she works with startups and entrepreneurs, sharing her strategies for success and inspiring them to pursue big goals and outlandish dreams.

Christina knows how to inspire diverse teams to work together, going all out in pursuit of a single, ultra-challenging goal. Hint: It’s not about to-do lists and accountability charts. How do you get your team to commit to bold goals? How do you stay motivated despite setbacks and disappointments? And is failure ever a viable option?

Christina Wodtke will demonstrate how she uses objectives and key results to help teams tackle and realize big goals in a methodical way, leaving nothing to chance. You’ll learn the beauty of a good fail and how regular check-ins can keep you on track to success.

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Warm Gun: Accomplish Big Goals With Objectives & Key Results

  1. 1. Accomplish Big Goals With Objectives & Key Results @cwodtke | cwodtke@eleganthack.com www.eleganthack.com
  2. 2. I have worked many great places and done many impossible things. Along the way, I have learned important lessons I’m here to share, including…
  3. 3. Don’t get sued
  4. 4. Once upon a time there was a start-up.
  5. 5. Hanna
  6. 6. Jack
  7. 7. Restaurant Suppliers
  8. 8. Restaurant Suppliers? Hell no Let’s talk to Jim
  9. 9. JimLet me tell you a story
  10. 10. “I looked out the window at the Ferris wheel of the Great America amusement park revolving in the distance, then I turned back to Gordon and I asked, “If we got kicked out and the board brought in a new CEO, what do you
  11. 11. Gordon answered without hesitation, “He would get us out of memories.”
  12. 12. “Why shouldn’t you and I walk out the door, come back and do it ourselves?” Andy Grove
  13. 13. Jim “let’s pretend we’ve already decided”
  14. 14. Hire a sales guy? Change the website… Hire a sales team.
  15. 15. Restaurant Suppliers! Restaurant Suppliers!
  16. 16. But wait, there’s more!
  17. 17. OKRs Objectives and Key Results
  18. 18. OKRs Objectives Key results
  19. 19. OKRs O: Dream KR: Success criteria
  20. 20. “Google did more than adopt it,” says Doerr. “They embraced it.” OKRs became an essential component of Google culture. Every employee had to set, and then get approval for, quarterly OKRs and annual OKRs.”
  21. 21. OKRs O: Qualitative Shoot for the moon dream
  22. 22. Objective: Establish epic value to Northern California Restaurant Suppliers as the best tea provider
  23. 23. OKRs KR: Quantitative “How do we know we met the objective?
  24. 24. KR: Hire a sales guy KR: redo the website KR: Place ads in Restaurant supply magazines
  25. 25. Jim Those are tasks. Not results.
  26. 26. KR: Reorders at 85% KR: 20% of reorders self-serve KR: Revenue of 250K
  27. 27. Jim You want flexibility in the how, not the what.
  28. 28. Your turn! Objective: KR KR KR
  29. 29. OKR Test Objective: Is it aspirational & qualitative? KRs: Is it a result or a task? Is it measureable? Does it take a full quarter to achieve? Is it really hard? 50% Confidence?
  30. 30. Objective: Establish epic value to suppliers AND delight existing customers with a responsive customer service team AND new order flow online to support reorders, reducing calls by 50%
  31. 31. Team reluctantly agrees Hell no
  32. 32. Team Wiffed ALL
  33. 33. I want you to meet…
  34. 34. Raphael
  35. 35. You’re doing it WRONG
  36. 36. FOCUS
  37. 37. objective
  38. 38. UNITES EFFORTS
  39. 39. Key Results
  40. 40. DEFINES SUCCESS
  41. 41. IT’S NOT EVERYTHING YOU DO
  42. 42. IT’S WHAT YOU HAVE TO DO
  43. 43. CADENCE
  44. 44. Commitment Mondays are for promises
  45. 45. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Priorities this week Next 4 weeks - Projects OKR Confidence Team Health: Distributor satisfaction Health: Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change 3 solid sales candidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Spec’d
  46. 46. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Priorities this week Next 4 weeks - Projects OKR Confidence Team Health: Distributor satisfaction Health: Org Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change 3 solid sales candidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Spec’d Commitment!
  47. 47. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Priorities this week Next 4 weeks - Projects OKR Confidence Team Health: Distributor satisfaction Health: Org Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change 3 solid sales candidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Spec’d Commitment! Heads up!
  48. 48. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Priorities this week Next 4 weeks - Projects OKR Confidence Team Health: Distributor satisfaction Health: Org Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change 3 solid sales candidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Spec’d Commitment! Heads up! Discussion & Support!
  49. 49. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K Priorities this week Next 4 weeks - Projects OKR Confidence Team Health: Distributor satisfaction Health: Org Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change 3 solid sales candidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Spec’d Commitment! Heads up! Discussion & Support! Protect what matters
  50. 50. DEDICATION TO YOUR GOALS TO YOUR TEAM
  51. 51. Fridays are for Wins & Wine (or beer)
  52. 52. Engineering demos
  53. 53. Engineering demos Design demos
  54. 54. Engineering demos Design demos Sales & Bizdev shares wins
  55. 55. Engineering demos Design demos Sales & Bizdev shares wins Beer
  56. 56. Everybody needs bragging time • Motivates team to have something to share • Makes you feel like part of something special • Show progress
  57. 57. Back to the Team We’re doomed
  58. 58. You didn't make your OKRs…
  59. 59. "I don't think we're marketing right" "We had to deal with wrong orders and late deliveries to Los Gatos" "We didn't hire a second salesperson!" "We had some problems with the performance of the site"
  60. 60. Hold on! Most companies fail the first time they try OKRs
  61. 61. It’s OK. We’re trying again… but this time One OKR for quarter
  62. 62. One OKR for quarter Weekly check-ins It’s OK. We’re trying again… but this time
  63. 63. It’s OK. We’re trying again… but this time One OKR for quarter Weekly check-ins Friday Celebrations
  64. 64. Team made 2 of 3 KRs!
  65. 65. Metrics are growing!
  66. 66. Series A
  67. 67. Happily ever after?
  68. 68. BUT WAIT THERE’S MORE
  69. 69. GOODBYE RATRACE
  70. 70. OBJECTIVE: BE FINANCIALLY STABLE, PRESERVE HEALTH DO WORK I LIKE.
  71. 71. KR: EARN 30K OVER THREE MONTHS DOING WORK I’D DO EVEN IF I WASN’T PAID
  72. 72. KR: HAVE A MANAGEABLE BUDGET TO PREDICT EXPANSES
  73. 73. KR: ZERO ACID REFLUX, ZERO BACK PAIN
  74. 74. HELLO, DREAMLIFE
  75. 75. Thanks to my awesome students in my Designer as Founder class. Especially An, Justin, and Jack for their lead roles. They were paid in pizza, just like a real startup.
  76. 76. Thank You @cwodtke www.cwodtke.com I coach teams and individuals to make dreams into realities. New Book coming soon! Get notified at alert.theexecutionerstale. com
  77. 77. WHY CAN’T WE GET THINGS DONE?
  78. 78. RADICAL FOCUS
  79. 79. Objective: Establish epic value to suppliers AND delight existing customers with a responsive customer service team AND new order flow online to support reorders, reducing calls by 50%
  80. 80. Objective: Establish epic value to Northern California Restaurant Suppliers as the best tea provider
  81. 81. Wait! We can’t just forget about RevenueCodeHeal thCustoemrSatisfa ctionSalesHiring
  82. 82. PUSH VS PROTECT Team Health: Distributor satisfaction Health: Org Health Yellow Green Team struggling with direction change Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 OKR Confidence
  83. 83. COMMUNICATION
  84. 84. “WHEN YOU ARE TIRED OF SAYING IT, THEY ARE STARTING TO HEAR IT” – JEFF WEINER
  85. 85. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Key Risk Factors: Need new self-serve system up in first month Priorities this week Next 4 weeks - Projects OKR Confidence Team Health: Distributor satisfaction Health: Org Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change # solid sales canidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Monday
  86. 86. Restate that goal! It’s a conversation Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Key Risk Factors: Need new self-serve system up in first month OKR Confidence
  87. 87. Do these efforts more us closer to the goal? Keep a backlog of ideas Experiment with what impacts the OKRs FIGHT! ARGUE! Priorities this week P1 P1 P1 Close deal with TLM Foods # solid sales canidates in for interview New Order flow
  88. 88. What are we doing next toward that goal? Make sure everyone know what’s happening Ask for help Track trains that never arrive Next 4 weeks - Projects Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head
  89. 89. Is our goal hurting anything we care about? Team Health Code Health Customer Satisfaction Revenues Team Health: Distributor satisfaction Health: Org Health Yellow Green Team struggling with direction change
  90. 90. STATUS EMAILS
  91. 91. OKRS rewritten, reevaluated in every status
  92. 92. FRIDAYS
  93. 93. Restate the Goal in Wins • Engineering demos • Design shows • Sales brags • Customer service stories • Business Development crows • Everybody SHARES WINS TOWARDS GOAL
  94. 94. “WHEN YOU ARE TIRED OF SAYING IT, THEY ARE STARTING TO HEAR IT” – JEFF WEINER
  95. 95. Important Unimportant Urgent Not Urgent DO now! Drop itPLAN it Delegate
  96. 96. TOMORROW NEVER COMES
  97. 97. MAKE IT URGENT
  98. 98. PLAN
  99. 99. JUST DO IT
  100. 100. LIES!
  101. 101. MISSION Start here
  102. 102. Google to organize the world‘s information and make it universally accessible and useful
  103. 103. Amazon “to be Earth’s most customer- centric company, where customers can find and discover anything they might want to buy online, and endeavors to offer its customers the lowest possible prices”
  104. 104. Philz mission is to “Better Peoples Day.”
  105. 105. All Are • Short (or have a mini-version) • Clear • Inspirational • Memorable
  106. 106. SET YOUR OKRS WELL
  107. 107. Examples • Product is embraced by the marketplace • Platform delights developers and users • Become the community online for creatives
  108. 108. All Are • Short (or have a mini- version) • Clear • Inspirational • Memorable
  109. 109. Does your objective make you jump out of bed in the morning?
  110. 110. OBJECTIVE IS A MISSION FOR THREE MONTHS
  111. 111. GOOD KEY RESULTS
  112. 112. HOW DO YOU KNOW?
  113. 113. HOW DO I KNOW? Ratings? Sales? Reviews? Blog posts? Articles? Tweets? Likes?
  114. 114. RESULTS vs TASKS
  115. 115. O: Book is available and generating buzz • Kr: Publish book on amazon • Kr: Contact a PR person • Kr: Give a keynote on book topic
  116. 116. O: Book is available and generating buzz • Kr: Review copies out to beta customers and 100 influencers resulting in 5 reviews of 4< stars • Kr: Dec sales of 1K • Kr: 5 cold leads for talks/workshops from book
  117. 117. “WHAT GETS MEASURED, GETS MANAGED“ PETER DRUCKER
  118. 118. PREPARE TO FAIL
  119. 119. SAND- BAGGING
  120. 120. OVER REACHING
  121. 121. NO CADENCE
  122. 122. FAIL & LEARN
  123. 123. know your Mission set your Objectives choose your Actions learn from your Results
  124. 124. do MOAR
  125. 125. Tips on OKRS • Set only 1 OKR for the company, unless you have multiple business lines. It’s about focus. • OKRs are not the only thing you do, they are the one thing you must do. Expect people to keep the ship running • Give yourself 3 months for an OKR. How bold is it if you can do it in a week? • Keep the metrics out of the • In the weekly check in, open with company OKR then do groups • OKRs cascade; set company OKRs, then groups/roles, and then individual’s. • Weekly OKR check in is a conversation. Be sure to discuss change in confidence, health metrics and priorities • Encourage employees to suggest company OKRs.Learn more: http://www.eleganthack.com/the-art-of-the-okr/
  126. 126. FUNDAMENTALS
  127. 127. MISSION Find your North Star
  128. 128. Google to organize the world‘s information and make it universally accessible and useful
  129. 129. Amazon “to be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online, and endeavors to
  130. 130. Philz mission is to “Better Peoples Day.”
  131. 131. Eatclub Bring Joy to Work through Food
  132. 132. All Are •Short (or have a mini- version) •Clear •Inspirational
  133. 133. WHAT’S YOUR MISSION?
  134. 134. SET YOUR OKRS WELL
  135. 135. Examples • Product is embraced by the marketplace • Platform delights developers and users • Become the community
  136. 136. All Are • Short (or have a mini- version) • Clear • Inspirational • Memorable
  137. 137. Does your objective make you jump out of bed in the morning?
  138. 138. Is it hard to do (but possible with effort) in one quarter?
  139. 139. GOOD KEY RESULTS
  140. 140. HOW DO YOU KNOW?
  141. 141. HOW DO I KNOW? Ratings? Sales? Reviews? Blog posts? Articles? Tweets? Likes?
  142. 142. RESULTS vs TASKS
  143. 143. O: Book is available and generating buzz • Kr: Publish book on amazon • Kr: Contact a PR person • Kr: Give a keynote on book topic
  144. 144. O: Book is available and generating buzz • Kr: Review copies out to beta customers and 100 influencers resulting in 5 reviews of 4< stars • Kr: Dec sales of 1K • Kr: 5 cold leads for talks/workshops from book
  145. 145. “WHAT GETS MEASURED, GETS MANAGED“
  146. 146. Rule of thumb for product OKRs KR 1: Revenue KR 2: Adoption or usage (users) Kr 3: Satisfaction
  147. 147. ARE MY GOALS DIFFICULT?But not impossible
  148. 148. PLANNING WITH OKRS
  149. 149. THE CONE OF UNCERTAINTY I can predict what will happen tomorrow I can guess about next month I’m lying to myself if I say I know what’s happening next year
  150. 150. 4 O, 3 KRS
  151. 151. O: POSITION BOOK IN MARKETPLACE Kr: book published digitally on amazon Kr: review copies out to beta customers and 100 influencers resulting in 5 reviews of 4< stars Q1 Q2 Q3 Q4O: EPIC BOOK ADOPTION O: OKR CONFERENCE O: SECOND BOOK IN MARKETPLACE
  152. 152. Act as if it were true Until it’s proven wrong Then adjust
  153. 153. COMMIT WEEKLY
  154. 154. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Key Risk Factors: Need new self-serve system up in first month Priorities this week Next 4 weeks - Projects OKR Confidence Team Health: Distributor satisfaction Health: Org Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change # solid sales canidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Mondays each team lead shares: • Week’s Priorities ( to get help & make commitment) • Near term roadmap (heads up!) • OKR confidence • Key health indicators
  155. 155. SLOT IN EFFORTS TOWARD OBJECTIVE Keep a backlog of ideas Experiment with what impacts the OKRs Priorities this week P1 P1 P1 Close deal with TLM Foods # solid sales canidates in for interview New Order flow
  156. 156. HEADS UP Make sure everyone know what’s happening Ask for help Track trains that never arrive Next 4 weeks - Projects Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head
  157. 157. IS CONFIDENCE UP OR DOWN? It’s a conversation Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Key Risk Factors: Need new self-serve system up in first month OKR Confidence
  158. 158. Health Metrics Team Health Code Health Customer Satisfaction Revenues Team Health: Distributor satisfaction Health: Org Health Yellow Green Team struggling with direction change
  159. 159. PUSH VS PROTECT Team Health: Distributor satisfaction Health: Org Health Yellow Green Team struggling with direction change Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Key Risk Factors: Need new self-serve system up in first month OKR Confidence
  160. 160. STATUS EMAILS
  161. 161. CELEBRATE
  162. 162. Who celebrates? • Engineering demos • Design shows • Sales brags • Customer service stories • Business Development crows • Everybody SHARES WINS
  163. 163. LEARN
  164. 164. SAY DO ] Why?
  165. 165. WHY?
  166. 166. “WHEN YOU ARE TIRED OF SAYING IT, THEY ARE STARTING TO HEAR IT”
  167. 167. HOW TO
  168. 168. ARE MY GOALS DIFFICULT?But not impossible
  169. 169. Timeline 2 weeks before the end of the quarter, your know how you’ve done with your OKRs
  170. 170. Timeline 2 weeks before the quarter, start setting OKRs
  171. 171. Timeline EoQ 1. Review OKRs, and call them 2. Write out accomplishments
  172. 172. Timeline B0Q 1. Gather company input 2. Execs set company goals 3. Teams set goals
  173. 173. Team goals •Pick as aspect of the company OKRs you can own •Make new OKRs from it
  174. 174. PERFORMANCE
  175. 175. Performance Reviews Don’t • Wait until he end of the year • Base them on OKR completion (leads to sandbagging) • Dawdle or procrastinate • Try to be a buddy Do • Have them quarterly • Have the employee write a 500 word essay on her accomplishments • Be quick, light and frequent • Be fact based • Be compassionate
  176. 176. Thanks to my awesome students in my Designer as Founder class. Especially An, Justin, and Jack for their lead roles. They were paid in pizza, just like a real startup.

Editor's Notes

  • Once upon a time there was an old farmer who had worked his crops for many years. One day his horse ran away. Upon hearing the news, his neighbors came to visit. “Such bad luck,” they said sympathetically.
    “Maybe,” the farmer replied.
    The next morning the horse returned, bringing with it three other wild horses. “How wonderful,” the neighbors exclaimed.
    “Maybe,” replied the old man.
    The following day, his son tried to ride one of the untamed horses, was thrown, and broke his leg. The neighbors again came to offer their sympathy on his misfortune.
    “Maybe,” answered the farmer.
    The day after, military officials came to the village to draft young men into the army. Seeing that the son’s leg was broken, they passed him by. The neighbors congratulated the farmer on how well things had turned out.
    “Maybe,” said the farmer.
  • When I joined Linkedin, many people said “huh, that’s interesting.” Many did not know why I’d join a resume site.
    When I joined Myspace, they said good luck. It looked hard, but possible.
    When I joined Zynga they all congratulated me on landing in one of the hottest spots in the valley.
    I’ve learned to say “We’ll see.”
    But one thing I did learn
  • Once upon a time there was a start-up.
  • Once upon a time there was a start-up.
  • This start-up has a vision to bring delicious artisinal loose-leaf tea to  fine dining restaurants and discerning cafes.  
    There were two founders.
  • Hanna was first-generation Chinese, and loved the tea she grew up with at her parents house. She despaired of getting a nice cup of green dragon well after a fine meal.
  • Jack was British, and equally miserable at cafes that could poach an egg perfectly yet thought earl grey was a who and not a what. They knew there were plenty of great tea producers. So they decided they would connect great tea with fine restaurants and cafes that were snobbish about coffee but ambivalent about tea.
  • And because they went to Stanford and could do math, they managed to raise a little money to make a go at it.
  • After a happy six months decorating and office and hiring engineers and making a very pretty website where buyers could find tea producers and order tasty tea and giving away tea at tech meet-ups and even closing a few deals they started to feel a little uneasy. While they had another 18 months of runway, they wondered what was going on. They had many many little tea producers signing up, but only two buyers. A lopsided market is not a profitable market. Like good little founders, they decided to go out and sell more tea themselves, to learn more about the market! 
  • One day, Hann came back with a very big order from a distributor. This distributor sold tea to all kinds of restaurants, big and small, as well as canned good and dry goods and coffee.  Jack was both happy and alarmed! He was happy to see so much money about to come into the business, yet this was not TO PLAN. They were here to connect fine dining and fine tea!
    A few days later, Hann used her connections to close another deal with another distributor. It was a lot of money, but Jack was even more alarmed. This distributor did not want to use the nice self-serve website they built. Hann had to enter in their information by hand... and would every time they wanted to order! How would that scale? But it was soooo much money. and then she did it again and again.
  • Then, a few weeks later, Hann pulled Jack into their conference room. They had to kick out their lead programmer, as he liked to hide there to code quietly. Hann pointed out to Jack that they were doing better connecting to distributors seeking to up-scale their offering than cafes. That a single sale with a distributor resulted in more money per sales call. The restaurants didn&amp;apos;t like like evaluating tea producers using the site either.  Perhaps it was time to rethink their market focus. They went back and forth for awhile, but Jack, because despite being a designer he could also do math, realized this might be a good choice. But before uprooting everything and telling new stories to the employees and hiring a salesperson, he suggested they talk with Jim Frost.
  • Jim Frost was the first angel who gave them money. He was a valley veteran, and had seem many companies go under as well as a few succeed.
    He was wise and insightful and could surely help the figure this out.
    They had to meet at a Starbucks near his office, which always made Jack have small quiet meltdowns inside. By the time they had finished talking Jim and math had them decided that selling to distributors that had relationships with retailers was the answer. They achieved product/market fit when they weren&amp;apos;t even paying attention!
  • “I looked out the window at the Ferris wheel of the Great America amusement park revolving in the distance, then I turned back to Gordon and I asked,
    “If we got kicked out and the board brought in a new CEO, what do you think he would do?” Gordon answered without hesitation,
    “He would get us out of memories.” I stared at him, numb, then said,
    “Why shouldn’t you and I walk out the door, come back and do it ourselves?” Andy Grove
  • Jim Frost was the first angel who gave them money. He was a valley veteran, and had seem many companies go under as well as a few succeed.
    He was wise and insightful and could surely help the figure this out.
    They had to meet at a Starbucks near his office, which always made Jack have small quiet meltdowns inside. By the time they had finished talking Jim and math had them decided that selling to distributors that had relationships with retailers was the answer. They achieved product/market fit when they weren&amp;apos;t even paying attention!
  • Then, a few weeks later, Hann pulled Jack into their conference room. They had to kick out their lead programmer, as he liked to hide there to code quietly. Hann pointed out to Jack that they were doing better connecting to distributors seeking to up-scale their offering than cafes. That a single sale with a distributor resulted in more money per sales call. The restaurants didn&amp;apos;t like like evaluating tea producers using the site either.  Perhaps it was time to rethink their market focus. They went back and forth for awhile, but Jack, because despite being a designer he could also do math, realized this might be a good choice. But before uprooting everything and telling new stories to the employees and hiring a salesperson, he suggested they talk with Jim Frost.
  • Jim Frost had another piece of advice
  • Now Hann and Jack were ready to focus the company on growth. And Jim had given them a little tool to help them with it.  It&amp;apos;s called OKRs. 
  • Used at google
    Popularized form john doer
  • Then, a few weeks later, Hann pulled Jack into their conference room. They had to kick out their lead programmer, as he liked to hide there to code quietly. Hann pointed out to Jack that they were doing better connecting to distributors seeking to up-scale their offering than cafes. That a single sale with a distributor resulted in more money per sales call. The restaurants didn&amp;apos;t like like evaluating tea producers using the site either.  Perhaps it was time to rethink their market focus. They went back and forth for awhile, but Jack, because despite being a designer he could also do math, realized this might be a good choice. But before uprooting everything and telling new stories to the employees and hiring a salesperson, he suggested they talk with Jim Frost.
  • Then, a few weeks later, Hann pulled Jack into their conference room. They had to kick out their lead programmer, as he liked to hide there to code quietly. Hann pointed out to Jack that they were doing better connecting to distributors seeking to up-scale their offering than cafes. That a single sale with a distributor resulted in more money per sales call. The restaurants didn&amp;apos;t like like evaluating tea producers using the site either.  Perhaps it was time to rethink their market focus. They went back and forth for awhile, but Jack, because despite being a designer he could also do math, realized this might be a good choice. But before uprooting everything and telling new stories to the employees and hiring a salesperson, he suggested they talk with Jim Frost.
  • Jim Frost was the first angel who gave them money. He was a valley veteran, and had seem many companies go under as well as a few succeed.
    He was wise and insightful and could surely help the figure this out.
    They had to meet at a Starbucks near his office, which always made Jack have small quiet meltdowns inside. By the time they had finished talking Jim and math had them decided that selling to distributors that had relationships with retailers was the answer. They achieved product/market fit when they weren&amp;apos;t even paying attention!
  • Then, a few weeks later, Hann pulled Jack into their conference room. They had to kick out their lead programmer, as he liked to hide there to code quietly. Hann pointed out to Jack that they were doing better connecting to distributors seeking to up-scale their offering than cafes. That a single sale with a distributor resulted in more money per sales call. The restaurants didn&amp;apos;t like like evaluating tea producers using the site either.  Perhaps it was time to rethink their market focus. They went back and forth for awhile, but Jack, because despite being a designer he could also do math, realized this might be a good choice. But before uprooting everything and telling new stories to the employees and hiring a salesperson, he suggested they talk with Jim Frost.
  • Jim Frost was the first angel who gave them money. He was a valley veteran, and had seem many companies go under as well as a few succeed.
    He was wise and insightful and could surely help the figure this out.
    They had to meet at a Starbucks near his office, which always made Jack have small quiet meltdowns inside. By the time they had finished talking Jim and math had them decided that selling to distributors that had relationships with retailers was the answer. They achieved product/market fit when they weren&amp;apos;t even paying attention!
  • Dind’t make OKRS
  • Dind’t make OKRS
  • Jim Frost had another piece of advice
  • Tough guy but
  • Dind’t make OKRS
  • &amp;quot;We had some problems with the performance of the site&amp;quot;&amp;quot;We had to deal with wrong orders and late deliveries to Los Gatos&amp;quot;&amp;quot;I don&amp;apos;t think we&amp;apos;re marketing right&amp;quot;&amp;quot;We didn&amp;apos;t hire a second salesperson!&amp;quot;
  • Dind’t make OKRs
    &amp;quot;We had some problems with the performance of the site&amp;quot;&amp;quot;We had to deal with wrong orders and late deliveries to Los Gatos&amp;quot;&amp;quot;I don&amp;apos;t think we&amp;apos;re marketing right&amp;quot;&amp;quot;We didn&amp;apos;t hire a second salesperson!&amp;quot;
    RS
  • &amp;quot;We had some problems with the performance of the site&amp;quot;&amp;quot;We had to deal with wrong orders and late deliveries to Los Gatos&amp;quot;&amp;quot;I don&amp;apos;t think we&amp;apos;re marketing right&amp;quot;&amp;quot;We didn&amp;apos;t hire a second salesperson!&amp;quot;
  • Once upon a time there was a start-up.
  • Then, a few weeks later, Hann pulled Jack into their conference room. They had to kick out their lead programmer, as he liked to hide there to code quietly. Hann pointed out to Jack that they were doing better connecting to distributors seeking to up-scale their offering than cafes. That a single sale with a distributor resulted in more money per sales call. The restaurants didn&amp;apos;t like like evaluating tea producers using the site either.  Perhaps it was time to rethink their market focus. They went back and forth for awhile, but Jack, because despite being a designer he could also do math, realized this might be a good choice. But before uprooting everything and telling new stories to the employees and hiring a salesperson, he suggested they talk with Jim Frost.
  • Jack was British, and equally miserable at cafes that could poach an egg perfectly yet thought earl grey was a who and not a what. They knew there were plenty of great tea producers. So they decided they would connect great tea with fine restaurants and cafes that were snobbish about coffee but ambivalent about tea.
  • communication
  • time
  • http://regionmap.info/show-image?img=/wp-content/uploads/2014/06/real-treasure-maps-pirates-real-treasure-hunts--cryptic-treasures--treasure-map-coloring-pages.png
  • What is a north star? It is the goal, the thing you are aiming for, and when you arrive, you can launch.
    http://www.boxesandarrows.com/view/building_a_vision_of_design_success,
  • https://www.flickr.com/photos/smithsonian/2550351665/in/photolist-4TndGr-aiCpQX-6eR2Du-8ajWMa-7JTjKr-5AHoic-5qcQAo-cA7iqb-77pxWi-5qcShf-4Trqvq-d1zLy7-aiCqgx-5TyDbW-77pxRX-dk33FP-aiCq8r-8agRrU-aiFdSG-7Xksmk-djL8wx-9Q2qSc-77pqzi-dk59fj-4idfpS-pmudLY-c9wKUN-c9wL27-8m5Hh9-8phfJv-fuozat-61CimS-cc8nHy-gc8gqW-hySEHr-7DL1mN-8m2xo4-e4A8HQ-do6HPD-do6HRX-8m2xii-nQGhJx-7ZanHM-e7XQDy-e4umwi-dhZSb4-8m2xoF-mwvcNK-77tmfS-dk2WuF
    https://www.flickr.com/photos/nlireland/5730990316/in/photolist-9JqPKS-cmjn99-eR3aQA-bv8CYD-arMXZf-arMXYN-arMY29-4TndGr-aiCpQX-6eR2Du-8ajWMa-7JTjKr-5AHoic-5qcQAo-cA7iqb-77pxWi-5qcShf-4Trqvq-d1zLy7-aiCqgx-5TyDbW-77pxRX-dk33FP-aiCq8r-8agRrU-aiFdSG-7Xksmk-djL8wx-9Q2qSc-77pqzi-dk59fj-4idfpS-pmudLY-c9wKUN-c9wL27-8m5Hh9-8phfJv-fuozat-61CimS-cc8nHy-gc8gqW-hySEHr-7DL1mN-8m2xo4-e4A8HQ-do6HPD-do6HRX-8m2xii-nQGhJx-7ZanHM
    https://www.flickr.com/photos/nationaalarchief/3018262533/in/photolist-5AHoic-5qcQAo-cA7iqb-77pxWi-5qcShf-4Trqvq-d1zLy7-aiCqgx-5TyDbW-77pxRX-dk33FP-aiCq8r-8agRrU-aiFdSG-7Xksmk-djL8wx-9Q2qSc-77pqzi-dk59fj-4idfpS-pmudLY-c9wKUN-c9wL27-8m5Hh9-8phfJv-fuozat-61CimS-cc8nHy-gc8gqW-hySEHr-7DL1mN-8m2xo4-e4A8HQ-do6HPD-do6HRX-8m2xii-nQGhJx-7ZanHM-e7XQDy-e4umwi-dhZSb4-8m2xoF-mwvcNK-77tmfS-dk2WuF-hw2ioJ-8m2xS4-89fPz6-fZNiy5-fZNq8D
  • What is a north star? It is the goal, the thing you are aiming for, and when you arrive, you can launch.
    http://www.boxesandarrows.com/view/building_a_vision_of_design_success,
  • time
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