GOAL SUMMIT 2015 Putting Goal Science into Practice

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

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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

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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

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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

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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

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How High Performing Companies Manage Goals

Open

Transparent and all individuals participate

Measurable

Metrics and milestone based

goals

Frequent

Quarterly and monthly check-ins

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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

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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

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Goal Science™ Pillars

Connected Supported Progress-based Adaptable Aspirational

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Goal Science™ Pillars

Connected

Transparent and all individuals participate

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How we do it

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

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Stats

Do people care about other people’s goals?

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

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Stats

How important are top company goals?

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

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Stats

How does manager engagement influence behavior?

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

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Supported

Working transparently with social

reinforcement and recognition

Goal Science™ Pillars

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How we do it

Dashboard StatsDisplay dashboard statsto promote engaging behaviors

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Work ProfileWorking transparently with social reinforcement and recognition

How we do it

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Which social actions are most effective?

@mentions, comments, follows have the highest open rates

Stats

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Progress-based

Relevant feedback and frequent wins

Goal Science™ Pillars

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How we do it

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

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How we do it

Company DashboardsReal time company, department, and team progress stats

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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

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Goal Science™ Pillars

AdaptableFlexibility to respond to changing business

needs

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How we do it

Editable goals are adaptable but accountable

Goals are edited twice as often as they are created

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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

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Aspirational

Greater achievement and encourage

excellence

Goal Science™ Pillars

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How we do it

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

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Stats

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

70% of users downloaded goal summary in Q1

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Stats

Aspirational goal setting using BetterWorks

Top-performing department at an industry leading energy company

Average progress: 82%

Average score: 97%

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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