John Cutler Profile picture
May 5 9 tweets 4 min read
Now that OKRs are a checkbox item in many digital transformation efforts, I wanted to share some observations from working with customers/future customers at @Amplitude_HQ

1/n: You can't OKR your way into a strategy. OKRs aren't a strategy. They "deploy" a strategy
2/n

You can't OKR your way into contextual awareness.

OKRs are a time-bound goal setting framework. Not a framework for surfacing assumptions, beliefs, hypotheses, etc.

They are an *output* of those things. Not an input. Image
3/n

It is very important to distinguish between "persistent models" and time-based goals. They are complimentary, however. One creates the foundation for the other.

So many teams are tacking OKRs on to roadmap items, vs. *starting* with a sense of what is important. Image
4/n

Here is a graceful example of an OKR that spans context and Bet.

This team wants to capture key goals in an onboarding workflow.

Note how one of the Rs refers to the Bet. Another R relates to Project Matching Success Rate which is stable/persistent. Image
5/n

Say this team wants to improve Activated Accounts (AAs) and focus on Onboarding Efficacy (OE).

They dream up a Bet to surface charts during onboarding.

The OKR can be:
* movement in AAs
* movement in OE
* Bet specific metrics (Chart Interactions) Image
6/n

Starting with OKRs is a bit like working backwards into practices and good habits. I mean it can work. People figure things out. But they also risk stalling.

Another approach is to work forwards with The Basics

Get the basics in place.

cutlefish.substack.com/p/tbm-1252-the… Image
8/n

Each team should have a
* mission
* some sense of a persistent model
* some core dashboards that cover that model
* a roadmap of bets (ideally not PRDs)

And dedicated time to REVIEW what's happening. Image
9/n

It's important to keep in mind what OKRs are for ... and not for.

They are FOR:
Alignment
Focused ambition
Shared understanding
Collective commitment
Learning & reflection

Not FOR:
Perf. management
Individual commitment
Bolted on to projects
Avoiding communication Image
10/n

OK, rant over.

Here's the webinar I did on this topic
info.amplitude.com/growth-series-…

And the Miro board
miro.com/app/board/o9J_…

And if it takes days/weeks to create a basic dashboard for your Bets and team (let alone tweak the dashboard), consider @Amplitude_HQ. It helps.

• • •

Missing some Tweet in this thread? You can try to force a refresh
 

Keep Current with John Cutler

John Cutler Profile picture

Stay in touch and get notified when new unrolls are available from this author!

Read all threads

This Thread may be Removed Anytime!

PDF

Twitter may remove this content at anytime! Save it as PDF for later use!

Try unrolling a thread yourself!

how to unroll video
  1. Follow @ThreadReaderApp to mention us!

  2. From a Twitter thread mention us with a keyword "unroll"
@threadreaderapp unroll

Practice here first or read more on our help page!

More from @johncutlefish

Apr 29
let's talk about "dependencies"

when a leader talks about a "lack of ownership" or "too much consensus", I immediately focus on dependencies.

there are
1) hard dependencies
2) mushy dependencies

people see the hard ones, but not the mushy ones.

here's why it matters 1/n 🧵
Imagine you have a leader who pops their head up once and a while to provide "context".

...and a team that "can't be decisive"

What looks like a "lack of ownership" from the outside, is a persistent fear of the leader popping up. Of not having context.

Mushy Dependency

2/n
Or say that you technically "own" something, but there are a tons of people you need to "check in" with. Technically, they are not in your way. But you generally to keep them informed and are expected to "influence" them.

Mushy dependency

3/n
Read 6 tweets
Apr 23
Here's a helpful way to think about...

segmentation
personas
and model building in general

1/n
Use your imagination and imagine a product that could serve every human on the planet. Image
2/n Well that is extremely difficult. Companies are limited in terms of the “motions” they can support.

Let’s think about WHY people segment

Say you are onboarding new SDRs. They are just starting ... you could get away with something very simple. Image
3/n
Or maybe you are the product team (left) who thinks about product decisions.

Or the sales team where experiencing with different "motions" is a critical part of hiring (right)

Each "model" has a job... ImageImage
Read 14 tweets
Apr 21
Some tips for giving INCLUSIVE career advice on Twitter. I fail often at these.

1/n: Assume that ppl have had "pop" management, leadership, and self-help advice/memes imposed on them from an early age. One person's casual, truthy, wisdom, is another person's trigger.
2/n: Don't assume that the power dynamics you have enjoyed, are the same power dynamics that other people have enjoyed.

Similarly, don't assume that your struggles necessarily make you a great arbiter of other people's struggles.
3/n: Leave "tough love" and "I hate to break it to you" advice for 1:1 high safety discussions. Twitter is not the place for one person to dispense their "tough love" on people they don't know.

Imagine if you walked up to a stranger in an airport and dispensed tough love...
Read 7 tweets
Apr 20
I facilitated a discussion on "don't bring me problems, bring me solutions" today, and it was so amazingly interesting.

Some paraphrased quotes:

"I've never had the luxury to bring problems. What is it like?"

1/n
"Ultimately, if you want to get ahead, you are going to need to bring solutions. There's no other way"

"There is complaining, and then there is trying to get a conversation going. People think I'm complaining. But I'm not. Can I get better at that?"

2/n
"I've never liked presupposing that my solution was right. I'm kind of jealous of people who can do that. Is it confidence? How did they get so confident?"

"As a kid, I was told not to whine and create a fuss. I felt invisible. So for me, both are hard."

3/n
Read 5 tweets
Apr 4
For years the phrase "we just need the right people in the right roles" has annoyed me to no end.

I've reflected a bit on why. Here goes...

1/n - It tends to accompany extreme overconfidence in the ability to judge the "right" person (and "right" role).
2/n - It tends to ignore implicit biases, and systemic discrimination.

"Right" = "someone I can identify as right".

"Someone I can identify as right" = "Someone who matches my pre-programmed perception of what is good/effective".
3/n - If environments work when they have all the right people in all the right roles...then it de-facto means that when something is broken, we can blame someone. It seeks a single root cause.

Things are rarely that clear cut (as much as some ppl want the opposite to be true)
Read 6 tweets
Mar 27
Imagine if you could only go to a doctor if you knew your diagnosis..

..or a therapist if you knew what to do.

..or a trainer, if you knew how to structure your workouts?

Crazy, right?

But that is EXACTLY how many "shared" teams operate.

Here's why it is broken. 🧵(1/n)
When people CAN figure out what they need, it makes sense to create a "request form" and have people fill it out.

But when they can't, doing so can be damaging.

Either they:
1) avoid asking out of fear/embarrassment
2) prematurely converge on an ask

(2/n)
The "don't come to use until you've figured out what you want" thing is particularly dangerous.

Instead of engaging the shared team as a collaborator and getting them involved...

The requesting team will lock things down early. Often without the much needed perspective. (3/n)
Read 5 tweets

Did Thread Reader help you today?

Support us! We are indie developers!


This site is made by just two indie developers on a laptop doing marketing, support and development! Read more about the story.

Become a Premium Member ($3/month or $30/year) and get exclusive features!

Become Premium

Don't want to be a Premium member but still want to support us?

Make a small donation by buying us coffee ($5) or help with server cost ($10)

Donate via Paypal

Or Donate anonymously using crypto!

Ethereum

0xfe58350B80634f60Fa6Dc149a72b4DFbc17D341E copy

Bitcoin

3ATGMxNzCUFzxpMCHL5sWSt4DVtS8UqXpi copy

Thank you for your support!

Follow Us on Twitter!

:(