betterworks goal summit 2015: putting goal science into practice with alex moffit and ciara peter

GOAL SUMMIT 2015 Putting Goal Science into Practice

Alex Moffit, BetterWorks Ciara Peter, BetterWorks April 16, 2016

2

A Brief History

2012

GSTGoalScienceThinking!

1967 1973 1981 1984 1990 1999

S.M.A.R.T.George Doran’s“S.M.A.R.T. Way”

MBOsThe Effective ExecutiveBy Peter Drucker

3

The Good and Bad of MBOs

The Good The Bad• Infrequently updated• Siloed• Management-driven• Tied to performance reviews

and compensation

• MBOs ushered in era of results-oriented management

4

The Good and Bad of SMART Goals

• Attainable: research has proven that challenging goals are better

• SMART only focuses on the settingof goals, not the pursuing

• Specific: absolutely critical• Measurable: good when

appropriate• Relevant: aligned goals are

better goals• Timely: deadlines boost

performance• Better than no goals

The Good The Bad

5

A Brief History

20121967 1973 1981 1984 1990 1999

S.M.A.R.T.George Doran’s“S.M.A.R.T. Way”

MBOsThe Effective ExecutiveBy Peter Drucker

OKRsJohn Doerr introducesOKRs to Google

6

A Brief History

• Objectives and Key Results (OKRs) are invented at Intel

• KPCB’s John Doerr brings OKRs to Google and more

Benefits• Quarterly vs. Annual process

• Transparent and aligned

• Aspirational

• Not directly tied to performance reviews/compensation

7

How High Performing Companies Manage Goals

Open

Transparent and all individuals participate

Measurable

Metrics and milestone based

goals

Frequent

Quarterly and monthly check-ins

8

A Brief History

Today

Goal ScienceGoal ScienceThinking!

1967 1973 1981 1984 1990 1999

S.M.A.R.T.George Doran’s“S.M.A.R.T. Way”

MBOsThe Effective ExecutiveBy Peter Drucker

OKRsJohn Doerr introducesOKRs to Google

9

Goal Science Thinking

• A set of principles that helps people achieve their goals

‒ Better goal-setting and goal-pursuing

‒ Enhances SMART goal-setting

• Supports Operational Excellence

• Goal Science thinking is based on:

‒ Leading academic research

‒ Consumer engagement techniques

‒ Data from our platform

10

Goal Science™ Pillars

Connected Supported Progress-based Adaptable Aspirational

11

Goal Science™ Pillars

Connected

Transparent and all individuals participate

12

How we do it

Flexible goal contribution structure allows top down, bottoms up, and horizontal collaboration

13

Stats

Do people care about other people’s goals?

27% of @mentions are made by someone other than the goal owner

14

Stats

How important are top company goals?

People view their manager’s goals 20% more often than their own

15

Stats

How does manager engagement influence behavior?

Managers who check in to a goal bi-weekly increase child goal check ins by 63%

16

Supported

Working transparently with social

reinforcement and recognition

Goal Science™ Pillars

17

How we do it

Dashboard StatsDisplay dashboard statsto promote engaging behaviors

18

Work ProfileWorking transparently with social reinforcement and recognition

How we do it

19

Which social actions are most effective?

@mentions, comments, follows have the highest open rates

Stats

20

Progress-based

Relevant feedback and frequent wins

Goal Science™ Pillars

21

How we do it

Design for primary use cases on mobile, reduce friction to check in and check on team

22

How we do it

Company DashboardsReal time company, department, and team progress stats

23

Stats

Does the frequency of check ins really matter?

Goals updated in the first month are 3x more likely to be updated

Goals that have between 6-10 are in the goldilocks zone

Less than monthly Greater than monthly Weekly

97.20

93.75

82.53

24

Goal Science™ Pillars

AdaptableFlexibility to respond to changing business

needs

25

How we do it

Editable goals are adaptable but accountable

Goals are edited twice as often as they are created

26

Stats

88% of stall points are within the control of the company

High agility orgs:

More likely to capitalize on

change

High agility employees:

More likely to be top quartile performers

4.5x 3.5x

27

Aspirational

Greater achievement and encourage

excellence

Goal Science™ Pillars

28

How we do it

Self-assessment via scoring allows user to note insights about the goal’s achievement

29

Stats

Do people with aspirational goals really know how they’re doing?

70% of users downloaded goal summary in Q1

30

Stats

Aspirational goal setting using BetterWorks

Top-performing department at an industry leading energy company

Average progress: 82%

Average score: 97%

31

Goal Science Questions

What? Who? When? How? Why?

Concrete and focused

You and your coworkers

ContinuallyProgress and

feedbackMake an impact

• You know exactly what your goals are, and how they interrelate to your business as a whole.

• You focus on 3-5 goals at a time.

• Your goals are quantifiable with clear metrics and milestones.

• Your goals are yours to create and own, but they connect to others too.

• Having a supportive community alongside you increases goal progress.

• The aspirational, future goals you want take time. You have smaller steps along the way to help reach them.

• The workplace is dynamic. Adapting goals when appropriate helps you stay flexible and on track.

• Progress is the positive force motivating you to do your best.

• Achieving small steps makes feedback relevant, which further fuels momentum.

• You want to accomplish challenging things at work, and make a difference.

• Mastering aspirational, meaningful goals leads to greater engagement, performance, and satisfaction at work.

Questions