|
|
Measure What Matters:
To inspire true commitment, leaders must practice what they teach. They must model the behavior they expect of others.
|
73 |
|
|
Measure What Matters:
Research shows that public goals are more likely to be attained than goals held in private. Simply flipping the switch to ‘open’ lifts achievement across the board.
|
77 |
|
|
Measure What Matters:
A lack of alignment, according to a poll of global CEOs, is the number-one obstacle between strategy and execution.
|
79 |
|
|
Measure What Matters:
According to the Harvard Business Review, companies with highly aligned employees are more than twice as likely to be top performers.
|
79 |
|
|
Measure What Matters:
To avoid compulsive, soul-killing overalignment, healthy organizations encourage some goals to emerge from the bottom up.
|
87 |
|
|
Measure What Matters:
Innovation tends to dwell less at the center of an organization than at its edges.
|
87 |
|
|
Measure What Matters:
Micromanagement is mismanagement.
|
88 |
|
|
Measure What Matters:
A healthy OKR environment strikes a balance between alignment and autonomy, common purpose and creative latitude.
|
88 |
|
|
Measure What Matters:
In business… there is rarely a single right answer. By loosening the reins and backing people to find their right answers, we help everybody win.
|
88 |
|
|
Measure What Matters:
The cure [to dependencies] is lateral, cross-functional connectivity, peer-to-peer and team-to-team.
|
89 |
