During my bathroom renovation, I manage to learn a new skill. Autodesk Revit. Thanks to a few found youtube video, I manage to upgrade the design of the old bathroom and re-designing my new bathroom.
The old bathroom consist of a bathtub with separate vanity for some reason, and the shower is on separate room, perhaps a design afterthought. So I extended the shower to accomodate a toilet and a small vanity and turn it. into an on-suite. The bathroom get extended with an upgrade of a new toilet and dual basin vanity as shown in the picture above.
To get a good idea of how it looks lie, I try render the image of the new bathroom. The following is by means not perfect at all, but it gives an idea on how it looks like, which is quite handy when I am showing the tradie on what I want the bathroom to look like.
And finally, it is all done. You can see the final look in the following picture.
Let me know what do you think of the new bathroom.
Writing OKRs isn’t easy, but not impossible, either. Here are the simple rules that Google use:
Objectives are the “Whats.” They:
express goals and intents;
are aggressive yet realistic;
must be tangible, objective and unambiguous; should be obvious to rational observer whether an objective has been achieved.
The successful achievement of an objective must provide clear value to organistaion.
Key Results are the “Hows.” They:
express measurable milestones which, if achieved, will advance objective(s) in a useful manner to their constituents;
must describe outcomes, not activities. If your KRs include word like “consilt”, “help”, “analyse”, or “participate”, they describe activities. Instead, describe the end-user impact of these activities: “publish average and tail latency measurements from six Colossus cells by March 7,” rather than “assess Colossus latency”;
must include evidence of completion. This evidence must be available, credible, and easily discoverable. Examples of evidence include change lists, links to docs, notes and published metrics reports.
In 1960s had been adopted by a number of forward-thinking companies, e.g. Hewlett – Packard, which led to productivity gains of 56%.
Most common trap goals were centrally planned and sluggishly tricked down the hierarchy. Most deadly of all, MBOs were commonly tied to salaries and bonuses.
“What” and “How”
Quarterly or Monthly
Private and Siloed
Public and Transparent
Bottom-up or Sideways (~50%)
Tied to Compensation
Mostly Divorced from Compensation
Aggressive and Aspirational
Andy Grove’s Basic OKR Hygiene
Less is more: “A few extremely well-chosen objectives, impart a clear message about what we say YES to and what we say NO to. Limit three – five OKRs per cycle lead companies.
Set goals from the bottom up: to promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers.
No dictating: OKRs are a cooperative social contract to establish priorities and define how progress will be measured.
Stay flexible: if climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle.
Dare to fail: “Output will tend to be greater, when everybody strives for a level of achievement beyond [their] immediate grasp. Such goal setting is extremely important if what you want is peak performance from yourself and your subordinates.”
A tool, not a weapon: The OKR system is meant to pace a person – to put a stopwatch in his own hand so he can gauge his own performance. it is not a legal document upon which to base a performance review.
Be Patient; be resolute. Every process requires trial and error. An organisation may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.
Here are the 7 steps on how to be a good coach. If you are coaching someone and you want to make sure they are going to get a good outcome and you also get something in return, here are the steps that you can use.
Ask them what is on their mind
Then ask them what else they have in their mind
Ask what is the real challenge
Ask them what do they think the problem is, and what do they look to achieve
How can you help them
What do you say “NO” to
What is the most valuable/useful from the coaching session
I hope the above will help you to be a better Coach.