Mar 17, 2021
Setting goals, meeting & surpassing goals, assessing progress:
these are clearly important to all organizations and people. But,
let's be honest, some of these terms-OKRs, KPIs, etc.--are a bit
corporatey. There's a bit of a jargony, gobbly gook element that
turns people off to what is essentially goal-setting, breaking up
the goal to specific actions, and measuring progress. Enter the
GAMeplan.
Barbell Logic has taken the principles of the OKR & KPI and turned
it into something that's easily understood: the GAMeplan. G is for
Goals, which replaces objectives. A is actions, which replaces Key
Results. M is metrics, which replaces KPIs. Finally, you have 3
terms that are easily understandable without needing to understand
business jargon and it creates another word - GAMeplan - which is
understood and relevant to setting goals. What's your GAMeplan for
losing weight or increasing your squat?
Barbell Logic sets yearly, quarterly, and monthly GAMeplans. They
fall under tenets, which are essentially core values, and each
person establishes a GAMeplan. This allows each employee to not
only see her or his role in the company but to help form that role
and have a voice in setting goals and how to measure it.
This leads to what in the military is called battle rhythm: what is
the organization doing daily, weekly, monthly, quarterly, annually?
How are decisions at the top getting communicated down to the
lowest employees? How is information coming up and being
communicated to the CEO? Which reports are due, who is writing
them, and when are they do? How much time do they take to read? How
much time do they take to write? How often does the organization
have meetings? Who attends them? What is the purpose of the
meetings? These questions have to be asked and answered if business
will spend time efficiently and improve their
effectiveness.
Barbell Logic has developed and implemented a monthly battle
rhythm that involves decisions being made, communicated down,
subordinates and supervisors meeting with each other, and then a
process of reporting goals up. It ultimately creates both a top
down and bottom up process that is continual and allows for
conversation and improvement.
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