OKR template to complete the Rockefeller Habits Checklist

Tability Templates · Published almost 2 years ago

  • ObjectiveComplete the Rockefeller Habits Checklist
  • Key Result5. Ongoing employee input is collected to identify obstacles and opportunities
  • TaskEmployee input about obstacles and opportunities is being collected weekly
  • TaskThe insights from employee conversations are shared at the weekly executive team meeting
  • TaskAll executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly
  • TaskA mid-management team is responsible for the process of closing the loop on all obstacles and opportunities
  • Key Result1. The executive team is healthy and aligned
  • TaskTeam members understand each other's differences, priorities and styles
  • TaskThe team participates in ongoing executive education (monthly recommended)
  • TaskThe team meets frequently (weekly is best) for strategic thinking
  • TaskThe team is able to engage in constructive debates and all members feel comfortable participating
  • Key Result4. Every facet of the organization has a person assigned with accountability for ensuring goals are met
  • TaskEach 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn't exist
  • TaskThe Function Accountability Chart (FACe) is completed (right people, doing the right things, right)
  • TaskFinancial statements have a person assigned to each line item
  • TaskEach of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them
  • Key Result8. Employees can articulate the key components of the company's strategy accurately
  • Task3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly
  • TaskBig Hairy Audacious Goal (BHAG) – Progress is tracked and visible
  • TaskCore Customer(s) – Their profile in 25 words or less
  • TaskElevator Pitch – A compelling response to the question "What does your company do?"
  • Key Result9. All employees can answer quantitatively whether they had a good day or week
  • Task1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person
  • TaskEach employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight)
  • TaskAll executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes
  • TaskEach individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company
  • Key Result10. The company's plans and performance are visible to everyone
  • TaskA “situation room” is established for weekly meetings (physical or virtual)
  • TaskScoreboards are up everywhere displaying current progress on KPIs and Critical Numbers
  • TaskThere is a system in place for tracking and managing the cascading Priorities and KPIs
  • TaskCore Values, Purpose and Priorities are posted throughout the company
  • Key Result3. Communication rhythm is established and information moves through the organization accurately and quickly
  • TaskThe executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month
  • TaskQuarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions (Strategy, Execution, People, Cash)
  • TaskAll teams have a weekly meeting
  • TaskAll employees are in a daily huddle that lasts less than 15 minutes
  • Key Result7. Core values and purpose are alive in the organization
  • TaskActions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization
  • TaskAll executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands
  • TaskHR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.)
  • TaskCore Values are discovered, Purpose is articulated, and both are known by all employees
  • Key Result2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward
  • Task3-5 priorities (Rocks) that support the Critical Number are identified and ranked for the quarter
  • TaskThe Critical Number is identified to move the company ahead this quarter
  • TaskA Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life
  • TaskQuarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week
  • Key Result6. Reporting and analysis of customer feedback data is as frequent and accurate as financial data
  • TaskThe insights from customer conversations are shared at the weekly executive team meeting
  • TaskAll executives (and middle managers) have a 4Q conversation with at least one end user weekly
  • TaskAll employees are involved in collecting customer data
  • TaskA mid-management team is responsible for the process of closing the loop on all customer feedback
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