Although the goal management method introduced earlier is effective, in many cases it is still managed through external conditions. If the team cohesion is not strong, it is easy to lead to a high team turnover rate and cannot be maintained for a long time. Therefore, if there is no rigid requirement for performance goals in the short term and the team’s operational capabilities are relatively outstanding, you can try to use the OKR work method to achieve a more humane and efficient management model.
First of all, O stands for Objective, which refers to the long-term goal determined after collective discussion by the team; KR stands for Key Results, which refers to the quantifiable indicators that need to be achieved in order to achieve this goal. The most important thing about OKR is the goal, so the goal itself is required to be correct. When determining the goal, the first thing to do is to ensure the atmosphere of discussion. Only when the task is agreed upon within the team can everyone’s work enthusiasm be fully mobilized, and then opportunities for sales growth can be discovered.
For example, a seller’s performance in the first half of the year reached an average of US$5,000 per day, and the manager hopes to set a goal of doubling sales in half a year. After internal discussions with the team, it is believed that there will be a chance to achieve this goal when the peak season comes in the second half of the year, but it is difficult to maintain supply chain resources and the inventory risk is too high. Therefore, the goal is adjusted to stabilize daily sales of 8,000 US dollars. After store analysis, it is found that the current store has 2 hot summer models, which contribute 3,000 US dollars in sales per day, and the sales of autumn and winter models are gradually increasing. At this time, the key results are formulated as pushing the 2 winter models to an average of 5,000 US dollars per day before Black Friday, pushing the spring and autumn models to an average of 2,000 US dollars per day, maintaining the summer models at an average of 500 US dollars per day, and appropriately promoting the Halloween and Christmas models to an average of 1,000 US dollars per day.
It is worth noting that the use of OKR does not mean giving up KPI assessment. As a manager, you are still responsible for the performance of the team and play a leading role in the process of achieving the goal.