Reset the target when the team hits every number and the business doesn't move
your team is proud of numbers you set, the numbers are green, and the outcome they were meant to drive is getting worse.
Built on
John Doerr · 2018
Separates the objective from the key results that were only ever proxies for it, so resetting reads as recalibration, not moving the goalposts.
Marcus Buckingham & Curt Coffman · 2016
'Define the right outcomes' and the Q12 items ('I know what is expected of me') turn the reset into one-on-one conversations rather than a dashboard swap.
The prompt
My situation: [describe the targets you set, how the team performed against them, and what's going wrong despite that]
Use Measure What Matters by John Doerr (2018) and First, Break All the Rules by Marcus Buckingham & Curt Coffman (2016) to help.
Recall any details from the whole book that help, including names, numbers, scenes, or cases that are not the most famous chapter titles.
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