by Tom Gilb & Kai Gilb
"All your subordinate’s objectives
must clearly support
You will agree that clarity of responsibility, about how they support your objectives, is necessary.
This has some implications:
However, once you have made your objective excruciatingly clear, your support team can and should be held accountable, in various ways:
Product Design Productivity:
Type: CTO Level Objectives.
Scale: Average number of New Product Variations per Lab Employee, per Year.
Goal [in 3 years] 5 <- Estimated by Jens Jensen.
Result Responsibility: CTO.
Value Decision-Impact-Estimate: Planned Product Volume [G2020]: by 50% <- Est. JJ.
Example: The ‘Value Decision-Impact-Estimate’ statement, for the Goal, claims that if it is fulfilled (5) in 3 years, it will contribute about 50% of the planned improvement towards the Goal ‘G2020’ for the objective ‘Planned Product Volume.’
Expressing the planned improvement towards the Goal contribution is a means of expressing the assumed relationship between two levels of objectives. It is ‘Value Decision,’ without the Table format.
1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination."
2. "When setting expectations, they define the right outcomes ... not the right steps."
3. "When motivating someone, they focus on strengths ... not on weaknesses."
4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.”
― Marcus Buckingham
Ask yourself, and ask others:
Any element of support for your objectives should
Why? - So we know what to expect, and who is responsible.
What do you do to 'even more' clearly express your objectives to your support team? Please share it with us?
Do you pay or reward your support team on their ability to support you in achieving your objectives? How?
Do you pay your support team based on activity, not delivering results? Why?
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