OKR template to complete the Rockefeller Habits Checklist
Tability Templates · Published almost 2 years ago
Complete the Rockefeller Habits Checklist
5. Ongoing employee input is collected to identify obstacles and opportunities
Employee input about obstacles and opportunities is being collected weekly- The insights from employee conversations are shared at the weekly executive team meeting
- All executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly
- A mid-management team is responsible for the process of closing the loop on all obstacles and opportunities
- 1. The executive team is healthy and aligned
- Team members understand each other's differences, priorities and styles
- The team participates in ongoing executive education (monthly recommended)
- The team meets frequently (weekly is best) for strategic thinking
- The team is able to engage in constructive debates and all members feel comfortable participating
- 4. Every facet of the organization has a person assigned with accountability for ensuring goals are met
- Each 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn't exist
- The Function Accountability Chart (FACe) is completed (right people, doing the right things, right)
- Financial statements have a person assigned to each line item
- Each of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them
- 8. Employees can articulate the key components of the company's strategy accurately
- 3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly
- Big Hairy Audacious Goal (BHAG) – Progress is tracked and visible
- Core Customer(s) – Their profile in 25 words or less
- Elevator Pitch – A compelling response to the question "What does your company do?"
- 9. All employees can answer quantitatively whether they had a good day or week
- 1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person
- Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight)
- All executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes
- Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company
- 10. The company's plans and performance are visible to everyone
- A “situation room” is established for weekly meetings (physical or virtual)
- Scoreboards are up everywhere displaying current progress on KPIs and Critical Numbers
- There is a system in place for tracking and managing the cascading Priorities and KPIs
- Core Values, Purpose and Priorities are posted throughout the company
- 3. Communication rhythm is established and information moves through the organization accurately and quickly
- The executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month
- Quarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions (Strategy, Execution, People, Cash)
- All teams have a weekly meeting
- All employees are in a daily huddle that lasts less than 15 minutes
- 7. Core values and purpose are alive in the organization
- Actions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization
- All executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands
- HR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.)
- Core Values are discovered, Purpose is articulated, and both are known by all employees
- 2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward
- 3-5 priorities (Rocks) that support the Critical Number are identified and ranked for the quarter
- The Critical Number is identified to move the company ahead this quarter
- A Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life
- Quarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week
- 6. Reporting and analysis of customer feedback data is as frequent and accurate as financial data
- The insights from customer conversations are shared at the weekly executive team meeting
- All executives (and middle managers) have a 4Q conversation with at least one end user weekly
- All employees are involved in collecting customer data
- A mid-management team is responsible for the process of closing the loop on all customer feedback
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