1. Local Government Operational Excellence through Better Execution
July 2016

2. We First Want to Determine…
Where are we going?
What do we do?
How we will treat others?

3. We Stand in the GAP Day-to-Day Activity G A P VISION Strategic Goals
Key Focus Areas
Annual WorkPlans G A P
Goals powered by vision and strategy
Action powered by urgency and focus
Progress powered by communication and reporting systems
Day-to-Day Activity

4. The Tension The flurry of day-to-day activities.
This is where we live!
Implementation of new initiatives / workplan.
This is what we want!
DEFAULT

5. Execution Requires FOCUS
Number of Goals
2-3
4-10
11-20
Goals Achieved with Excellence
2-3
1-2
Focus, leverage, engagement, accountability
The 4 Disciplines of Execution- by Chris McChesney, Jim Huling, and Sean Covey

6. OKR Scorecards
A discipline for clarifying exactly what we’re doing and if we are making progress.
Based on the OKR (Objectives and Key results) method developed by Intel and made popular by Google.

7. What the goal is precisely. (clarity)
What the objective aligns to. (council)
Who’s responsible
(accountability & communication)
Exactly what needs to be done. (focus)
Place for status. (staff meetings)
When things are due. (urgency)

8. Benefits of OKR Scorecards

9. Four Part Process
Training
Workshops
Coaching
Refinement

10. END GOAL A Culture of Excellence What We Want What We Don’t Want
Consistency
Disorder
Accountability
Finger-pointing
Focus
Scattered
Urgency
Sluggish / Status Quo
Communications and unity
Operating in Silos
Positive Encouragement
Negativity
A Culture of Excellence

11. Bill Stark, InnerComm bstark@innercomm.net
Thank you!
Bill Stark, InnerComm

12. Includes Incremental Steps
MBOs versus OKRs
MBOs
OKRs
Timing
Annual
Quarterly or Monthly
Detail
High Level
Includes Incremental Steps
Target
Usually Self Focused
Team Focused
Inspiration
Sets Bar Low
Sets Bar High
Creator
Management
Individual & Manager