The GAMeplan - Principles: Setting & Crushing Goals S11Ep2


Manage episode 287622090 series 1517494
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Setting goals, meeting & surpassing goals, assessing progress: these are clearly important to all organizations and people. But, let's be honest, some of these terms-OKRs, KPIs, etc.--are a bit corporatey. There's a bit of a jargony, gobbly gook element that turns people off to what is essentially goal-setting, breaking up the goal to specific actions, and measuring progress. Enter the GAMeplan. Barbell Logic has taken the principles of the OKR & KPI and turned it into something that's easily understood: the GAMeplan. G is for Goals, which replaces objectives. A is actions, which replaces Key Results. M is metrics, which replaces KPIs. Finally, you have 3 terms that are easily understandable without needing to understand business jargon and it creates another word - GAMeplan - which is understood and relevant to setting goals. What's your GAMeplan for losing weight or increasing your squat? Barbell Logic sets yearly, quarterly, and monthly GAMeplans. They fall under tenets, which are essentially core values, and each person establishes a GAMeplan. This allows each employee to not only see her or his role in the company but to help form that role and have a voice in setting goals and how to measure it. This leads to what in the military is called battle rhythm: what is the organization doing daily, weekly, monthly, quarterly, annually? How are decisions at the top getting communicated down to the lowest employees? How is information coming up and being communicated to the CEO? Which reports are due, who is writing them, and when are they do? How much time do they take to read? How much time do they take to write? How often does the organization have meetings? Who attends them? What is the purpose of the meetings? These questions have to be asked and answered if business will spend time efficiently and improve their effectiveness. Barbell Logic has developed and implemented a monthly battle rhythm that involves decisions being made, communicated down, subordinates and supervisors meeting with each other, and then a process of reporting goals up. It ultimately creates both a top down and bottom up process that is continual and allows for conversation and improvement.

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