Doug Gray

Objectives + Key Results (OKR) Leadership

Leaders practice leadership, just as physicians practice medicine and attorneys practice law.  Objectives and Key Results (OKRs) are the secret sauce that drives the largest migration of financial assets and technological innovation ever recorded in human history to Silicon Valley, California, USA, since the 1970s.  OKR Leadership — the process for managers and leaders to practice what matters — is the secret sauce that drives transformational leadership, employee engagement and the next generation of management consulting. Join the OKR Leadership movement. See details at  or This practical and valuable book will help you practice OKR Leadership in your career, team or organization immediately.
186 printed pages
Original publication

Related books



    How did you like the book?

    Sign in or Register


    jurnal369has quoted2 months ago
    How do you keep track of what’s important when you watch sports? Well, you use a scoreboard. Or a timer. Or a finish line. You use numbers to measure what matters.
    Olya Glinkinahas quoted10 months ago
    What if you collected and distributed data on the following 23 human capital measures into these 9 categories?
    1. Ethics (number and type of employee grievances filed; number and type of concluded disciplinary actions; percentage of employees who have completed training on compliance and ethics).
    2. Costs (total workforce costs).
    3. Workforce diversity (with respect to age, gender, disability, and “other indicators of diversity”; and diversity of leadership team).
    4. Leadership (“leadership trust,” to be determined by employee surveys).
    5. Organizational safety, health, and well-being (lost time for injury; number of occupational accidents; number of people killed during work).
    6. Productivity (EBIT/revenue/turnover/profit per employee; human capital ROI, or the ratio of income or revenue to human capital).
    7. Recruitment, mobility, and turnover (average time to fill vacant positions; average time to fill critical business positions; percentage of positions filled internally; percentage of critical business positions filled internally; turnover rate).
    8. Skills and capabilities (total development and training costs).
    9. Workforce availability (number of employees; scalability from full-time and part-time equivalents).

On the bookshelves

    Semenova Elena
    • 110
    • 2
    Константин Шнейдман
    Олина полка
    • 30
    • 1
    Hr formula
    • 11
    • 6
    Daria Malyts
    • 1
Drag & drop your files (not more than 5 at once)