1. Exec Team Khorus Onboarding
© 2017 Khorus Software

2. Success today looks like
Answer why Khorus
Learn how to use the Khorus platform (3 main goal workflows)
Discuss and agree on Company Goals
Discuss steps to create Exec Team’s Department Goals
Clear understanding of Next Steps and schedule to onboard entire company
© 2017 Khorus Software

3. Your Khorus Customer Success Team
Philip Parker Customer Success Manager

4. Introductions
Name
Title
What area are you responsible for?

5. Khorus Overview

6. Strategy Execution
“Approximately 5% of all organizations implement their strategies successfully, and 70% of strategic initiatives fully fail to meet their objectives.”
Randy Ottinger is an EVP at Kotter International, a firm that helps leaders accelerate strategy implementation in their organizations. John Kotter is the Chief Innovation Officer at Kotter International, and is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School.

7. Organizational Alignment
“The workforce feels largely disconnected from strategy. We found that, on average, only 21% of the workforce is actively aligning their efforts with company goals.”
Corporate Executive Board

8. Khorus: The What and the How
Khorus is an Organizational Leadership Platform that helps your CEO and Leadership Team execute the strategic plan and drive organizational performance
Aligns the entire organization around the organization's strategy
Engages employees creating a culture of accountability, transparency and purpose
Creates an Agile, Predictive organization that can adapt quickly to changing business environments
Methodology + Software

9. Khorus: Two Powerful Parts
Methodology
Software
Khorus
Want a copy?

10. 4 Khorus Goals Workflows1 3
Create Quarterly Goals
Run Weekly Team Meetings
The Performance Dashboard provides a framework for each team’s weekly meetings, identifying the status of all team goals and drawing attention to ones that need focus and support.
The CEO creates organizational goals each quarter. Managers and employees create their own goals that may cascade from the top-level ones. 2 4
Predict Performance Weekly
Finalize Results Each Quarter
At the end of each quarter, all employees identify which goals have been completed, along with evaluating the quality of results.
Every week, employees update the status of each goal, on scales for both Likelihood and Quality. They can also add comments on progress and obstacles.

11. Aligning the Organization:
creating quality goals in Khorus

12. 1: Create Quarterly Goals - Key Concepts
Agility: Goals are set on a 90-day cadence.
- Throughout the period, goals can be modified, reassigned, shelved or deleted.
Alignment: Goals are meant to cascade; lower-level goals aligned to higher-level goals
Start with the CEO’s “company” goals
Then Leadership team goals
Then let everyone else create their goals when ready…level by level not required
Goals can be created and aligned to higher-level goals later
Most goals should link to higher-level goals…but not required
Most goals will align with their managers…but not required
Goal types:
Company – organization’s goals owned by the CEO
- Set by CEO, no approval required
Individual - set and owned by Managers and Individual Contributors
- All approved by direct manager
- Can stand alone or align to a parent goal
- Others can cascade from these goals

13. 1: Create Quarterly Goals - Alignment
Goal relationships are separate from the organizational structure. Most often a person’s goals link directly to their manager’s goals.
All goals are “aligned” throughout Khorus in a series of “parent” and “child” relationships.
Company Goal
Individual Goal
Individual goal
“parent”
“child”
Individual goal
Individual Goal
CEO VP
Manager
Director
Individual Contributor

14. 1: Setting Quarterly Goals - Outcomes vs. Actions
Focus your goal-setting in Khorus on the Measureable Outcomes you want to achieve rather than the Actions you will take to achieve them.
Ex. Outcome: Decrease marketing outbound bounce rate by 3%.
Ex. Actions: Publish new marketing campaign content by June 12th.
Track day-to-day work and plans in other tools.
Think about outcomes that are going to have an impact on higher- level goals or the corporate strategy.

15. 1. Create Quarterly Goals - Details
Every goal requires a Title and Measurement. It is encouraged to use the Description field to add context for the goal.
Most goals should be linked to a parent goal.
Most goals are linked to the goal owner’s manager…but not required.
Every goal creation and changes to a goal are submitted to the manager for approval.

16. 1: Create Quarterly Goals - Taxonomy
Title: Concise aspiration of what this goal is achieving, easily recognized by the rest of company
Ex: Increase new business sales
Ex: Generate marketing leads
Ex: Launch new product

17. 1: Create Quarterly Goals - Taxonomy
Description: Additional context about what the goal is achieving and why it matters.

18. 1: Create Quarterly Goals - Taxonomy
Measurement: How progress and success of this goal will be specifically measured.
Ex: $10M sales orders
Ex: 5,000 qualified leads
Ex: Product available to quote, sell, and use in production with live customers.
* Target date is end-of-quarter unless indicated otherwise with mm/dd/yyyy.
* For goals that extend beyond the quarter, put the measurement of success for this quarter only.

19. 1: Create Quarterly Goals - Taxonomy
What’s a Private Goal?
Private goals are a way to create goals that are only visible to you and your upward management chain.
Goals cannot be cascaded to and from private goals.
Private goals should only be used when the information in the goal should not be shared with the entire company. - Goals around mergers - Goals around personnel issues - Goals where NDAs dictates
Private goals should be used sparingly as the objective of Khorus is to build a culture of transparency.

20. Reminder – Selecting Quarters
When creating new goals in Khorus, the platform always defaults to the CURRENT quarter.
If you intend to create goals for the coming quarter, be sure to SELECT that quarter from the pull-down selector.

21. Annual Goals vs Quarter Goals
If you want to capture annual goals in Khorus:
Put Annual Goal details in the Title field
In the Measurement field clearly define where you want to be at the end of the quarter.
Examples:
Title (Annual): Grow engineering team by 10% (20 new hires) by end of 2017 to support company’s new server product development initiative.
Measurement (Quarterly): Hire and onboard 5 engineers in Q1’17.
Title (Annual): Grow 2017 sales by 30% over 2016 in support of company’s 2017 financial targets.
Measurement (Quarterly): Close $3M in sales in Q1’17.

22. 1: Create Quarterly Goals – Example #1
Title:
Is it concise?
Will people know what this goal is about by reading the title?
Description:
Enough context to answer WHY this goal matters?
Measurement:
Could there be any confusion on
whether the goal is achieved or not this quarter?
Grow business profitably
Previous focus on top line growth for the past few quarters has impacted overall profitability. Goal is continue revenue growth but not as aggressive while achieving 15% EBITDA by end of 2017.
Grow revenues by 5% Q-Q and achieve 12% EBITDA.

23. 1: Create Quarterly Goals – Example #2
Title:
Is it concise?
Will people know what this goal is about by reading the title?
Description:
Enough context to answer WHY this goal matters?
Measurement:
Could there be any confusion on whether the goal is achieved or not this quarter?
Increase marketing
It is important that we continue to focus on growing MQL pipeline to hit our annual business plan.
+12%

24. 1: Create Quarterly Goals – Example #3
Title:
Is it concise?
Will people know what this goal is about by reading the title?
Description:
Enough context to answer WHY this goal matters?
Measurement:
Could there be any confusion on whether the goal is achieved or not this quarter?
Production release of product XYZ
To achieve the 2017 revenue plan it is critical that Product XYZ releases for production on schedule with all key features enabled, no major quality issues, marketing and channel ready.
Standard production release for end customer purchase by November 15th.

25. The Stretch Goal Paradox
“Stretch goals are not only widely misunderstood but widely misused. Organizations that would most benefit from them seldom employ them, and organizations for which stretch goals are probably not a good strategy often turn to them in a desperate attempt to generate breakthroughs. Neither approach is likely to be successful. By examining recent performance and resources, executives can assess how feasible stretch goals are for their organizations.“
2011 award-winning Academy of Management Review article
Michael Lawless and Andrew Carton
Failing but grasping
Discouraged but capable
Confident but constrained
Thriving but complacent
Avoid stretch goals
Pursue small wins
Consciously build slack resources
Plan for small losses
Stretch Goals?
Organization Status
Consider stretch goals

26. Khorus…Building a Predictable Organization
“Shoot for greatness. But greatness doesn’t always come from dramatic leaps. Sometimes it comes from small, persistent steps.”
Michael Lawless and Andrew Carton

27. Focus the Organization: Setting “Company” Goals

28. Customers
CEO
Balance
shareholders
employees

29. Product
Sales
Marketing

30. Corp Goals

31. Sales – Revenue, Bookings, Collections, Pipeline
Marketing – Leads, Meetings, Awareness, Markets
Product – Launches, Features, Delivery
Employees – Hires, Engagement, Productivity
Customers – Satisfaction, Retention, Expansion
Shareholders – Profit, Cash, Valuation

32. Key Questions During Goal Setting
What should the measurement be?
What other measurements could we consider?
Who can contribute to this goal?
If all the sub goals are successful will we reach the corporate goal?
Why, why, why are we doing this goal?

33. Cascading Quarterly Goals

34. Perfect metric

35. Predictive or at Least Real-Time Comparable to the Competition
Easily Measurable
Directly Correlated
Predictive or at Least Real-Time
Comparable to the Competition
Only Dependent Upon thing Being Measured

36. S M A R T Specific Measurable Attainable Relevant Time-bound
Significant, stretching, simple
Motivational, manageable, meaningful
Appropriate, achievable, agreed, assignable, actionable, adjustable, ambitious, aligned, aspirational, acceptable, action-focused
Result-based, results-oriented, resourced, resonant, realistic
Time-oriented, time framed, timed, time-based, timeboxed, time-specific, timetabled, time limited, trackable, tangible

37. Best Practices Don’t Let Perfect be the Enemy of Good
Ask Why Until it Makes Sense
Think About Alternative Measurements
Manage for Predictability
Thank People for Bringing Up Issues

38. Best Practices for Setting Company Goals
5 to 7 company goals (focus for next 90 days)
Touch multiple strategy quadrants
Use 80 / 20 rule (<20% of focus is on new initiatives)
Select set of goals that can include 100% of employees
Consider an “Operational Excellence” or ”Continuous Improvement” or “Personal Development” catchall goal

39. Company Goals Copy Company Goals and Measurements Here 1. Goal #1

40. Organization “Company” Goals
How do they align with the strategy?
Do they meet the best practice criteria?
Are the measurements clear?
Are they achievable this quarter?
If the Leadership Team goals are achieved, will the Company goals be achieved?

41. Rally Cry Akdjo;waif adk af eaf
“a word or phrase that is used to make people join together to support an idea, cause, etc.”
Webster
Copy Company Rally Cry Here
Akdjo;waif adk af eaf

42. Start to Align:
Setting Department Goals

43. Goals: What to Expect In the beginning…
People don’t really like setting goals and being accountable.
Then something special happens, a transformation…
Goal setting becomes natural, comfortable.
Employees begin to enjoy the transparency, they like having a voice, they understand their purpose, they need to see their impact, they like understanding their manager’s expectations, and they are driven to deliver results!

44. Your Evolution with Khorus1:
Understanding
Visibility & Exposure
Vertical
Normalized & Insightful 2:
Alignment
Focus & Cohesion
Horizontal
Streamlined & Timely 3:
Predictability
High Performance & Adaptability
Playbook
Proactive & Healthy
Phase
Value
Goal-setting
Meetings
CEO & Executive Commitment, Implementation Team Capability, Culture

45. Progress… not …Perfection
Your Evolution with Khorus
Progress… not …Perfection

46. Leadership Team Goal Discussion
Review the set of Company Goals.
What top few priorities will give your team the biggest impact on the Company Goal(s)?
Which Company Goals do your priorities map to?
How will you measure of success? (Quantitative>Digital>Qualitative) How will you know you are winning?
What are the critical dependencies (think about other teams you are dependent upon...are they setting aligned goals)?

47. Updating Goals Weekly

48. 2. Predict Performance Weekly
Every week, every employee updates their goal status: Example timeline
Individual Contributors – 10:00am Friday
Managers & Directors – 5:00pm Friday
Executive Leadership – Before Monday morning
Weekly updates include:
How likely are you to achieve this goal?
How do you feel about the quality of work done so far?
Comments on progress, barriers, other concerns
Managers can see the status of all child goals while updating their own.
In just minutes provides complete, up-to-date status on all goals with company-wide transparency

49. Why ask goal owners for likelihood and quality instead of % complete?
2. Predict Performance Weekly
Why ask goal owners for likelihood and quality
instead of % complete?
Hint: The goal is to develop into a “predictable” organization.

50. 2. Predict Performance Weekly
% Complete - Historical
- Data centric; destroys/spreads accountability
- Destroys trust by asking for data so manager can interpret
Likelihood - Forward-looking
- Insights centric; creates personal accountability
- Demonstrates trust for each employee by asking for their insight

51. 2. Predict Performance Weekly
In his acclaimed study “The Iceberg of Ignorance”, consultant Sidney Yoshida concluded:  “Only 4% of an organization’s front line problems are known by top management, 9% are known by middle management, 74% by supervisors and 100% by employees…”

52. Transparency: Everyone can see your update and comments in Khorus

53. Run Efficient:
Use Khorus to run the business

54. 3: Run Weekly Team Meetings
Discuss these!

55. 3: Run Weekly Team Meetings
A Performance Dashboard shows the status of all goals linked to a higher level goal
Discuss issues (reds, oranges, yellows) and decide on course-corrective actions - re-prioritization? resource re-allocation?
Review dependencies - which other goals may be at risk? Decide on any needed course adjustments
Review trends - compare last week’s dashboard to this week’s; are things moving up and to the right? What can be done to nudge things in the right direction?
Assign Actions and Follow up – assign action items in Khorus and ensure that agreed course corrections are taken, new resources are allocated, extra support is applied, etc.

56. Your role as a leadership team
Get your goals into Khorus early (usually before quarter starts).
Help your team create goals (and then approve them quickly).
Expect weekly goal updates from every employee. Show the team your commitment by consistently providing your own updates.
Use your team’s insights to operate the business. Run your weekly meetings using the Khorus Performance Dashboard.
If anyone “raises their hand” (via a Red, Orange, Yellow), help them get their goal back on track.
Model “healthy” coaching behavior (i.e. a “red” isn’t always a poor reflection of the employee)

57. Goal Setting Timeline Customize this based on CEO Kickoff meeting
Determine key dates:
Q1’17
Executive team goals entered and submitted for approval - ?
Executive team goals approved by CEO – ?
Khorus Performance Dashboards used in CEO staff meeting - ?
Q2’17
Executive team goals approved by CEO - ?
Rest Of Company (ROC) goals entered and submitted for approval - ?
ROC goals approved by managers - ?
Khorus Performance Dashboards used in every staff meeting - ?
Customize this based on CEO Kickoff meeting

58. Khorus Demo Khorus home page Invite your team members Create a goal
Update a goal
Use the Performance Dashboards
Misc

59. Resources Your Khorus Implementation Owner
Periodic s from Khorus on how to take advantage of specific features
Reading
Product videos
How I Use Khorus
Data for the CEO
Khorus Help menu
Khorus s and in-app notifications
Insert

60. Questions?

61. Executive Team Next Steps: Getting Started
Accept your invite
Enter your weekly predictions for your goals
Review Getting Started Resources
Managers: Ensure direct reports are entering weekly predictions
View the Company’s Goals this quarter
Managers: Run your first meeting with the Performance Dashboard
Work with your CEO to draft goals and enter into Khorus
Managers: Invite employees to Khorus and discuss goals
Contact your KIO for any assistance

62. Reminder – Selecting Quarters
When creating new goals in Khorus, the platform always defaults to the CURRENT quarter.
If you intend to create goals for the coming quarter, be sure to SELECT that quarter from the pull-down selector.

63. Feedback
Please help us help you by taking the Khorus Exec Team Onboarding Survey
…to be ed in next few days

64. Thank You!