On the one hand, it's a framework with all sorts of rules that your organization should adopt if you want to do OKRs properly.

一方面，它是一個包含各種規則的框架，如果你想正確實施 OKR，你的組織就應該採用這些規則。

If you buy any book about OKRs, you can read about these rules and how you should use them within your organization.

如果你買了任何一本關於 OKR 的書，你就能讀到這些規則資訊以及如何在組織內使用它們。

And these rules are actually nothing else as best practices that the corporate world has learned ever since objectives and goals started playing a big role within the management of organizations,

實際上，這些規則目標和目的開始在組織管理中發揮重要作用時，企業界學到的最佳做法，

with the introduction of management by objectives in the early 1950s.

在 50 年代初引入了目標管理。

However, OKR is also just a way to structure your goals.

不過，OKR 也只是一種構建目標的方法。

And it's a very good and powerful way to structure your goals because it will give you a lot more clarity about what's⏤what matters to you.

這是很好很強大的構建目標的方法，因為它會讓你更清楚什麼對你來說是最重要的。

Imagine that in 2018, you'd like to get in shape again.

試想一下，2018 年，你想重新擁有好身材。

You want to lose 10 kilo.

你想減掉 10 公斤。

You probably set all sorts of other goals for yourself, such as going to the gym twice a week and going for a run once a week.

你可能還為自己設定了其他各種目標，比如每週去兩次健身房，每週跑一次步。

And, while you're doing that, you're probably also getting on a scale every now and then to see whether you're actually progressing towards your goal, towards losing 10 kilo.

在這樣做的同時，你可能也會時不時地量一下體重秤，看看自己是否在朝著減掉 10 公斤的目標前進。

Now, you end up with all these different goals⏤getting in shape, losing 10 kilogram, going to the gym twice a week, going for a run once a week.

現在，你有了所有這些不同的目標，健身、減重 10 公斤、每週去健身房兩次、每週跑步一次。

And they all seem⏤they all sort of seem similar.

它們看起來都差不多。

But actually, they're not, because the only thing that really matters to you was getting in shape again.

但實際上，它們不是，因為對你來說真正重要的事情是恢復體形。

Now, imagine that at the end of the year, you did go to the gym twice a week and you did go for a run once a week.

現在，想象一下，到了年底，你確實每週去兩次健身房，每週跑一次步。

But you only lost two kilograms.

但你只減了兩公斤。

This is how progress will then look like.

這就是進展的樣子。

Would that make you happy?

這樣你會高興嗎？

Are you happy with these results?

你對這些結果滿意嗎？

If you would, then probably losing 10 kilograms wasn't the thing that really mattered to you.

如果滿意，那麼可能減掉 10 公斤對你來說並不是真正重要的事情。

What really mattered to you was getting in shape again.

對你來說，真正重要的是恢復體形。

And getting in shape again meant to you to lose 10 kilograms.

恢復體形對你來說意味著要減掉 10 公斤。

Now, if you would have structured this as an objective with key results and initiatives,

那麼，如果你將其作為一個目標，並附帶關鍵結果和舉措，那麼你的目標就會是恢復體形。

your objective will be to get in shape again, and your key result will be to lose 10 kilograms.

而你的關鍵成果將是減掉 10 公斤。

Now, the key results helped you identify what you meant by that objective,

關鍵結果幫助你確定了目標的含義，

and it also enabled you to measure progress towards your objective.

它還能讓你衡量實現目標的進展情況。

It enabled you to get on the scale every week to see if you are actually getting closer to your objective or not.

它讓你每週都能上秤，看看自己是否真正接近了目標。

And the initiatives are all the things that you'll be doing in order to achieve these results.

而這些舉措就是為了實現這些結果，你要做的所有事情。

So, that will be, to go to the gym twice a week and to go for a run once a week.

那就是每週去兩次健身房，每週跑一次步。

But if you go to the gym twice a week and all you do there is sipping smoothies, then probably they won't generate the required results.

但是，如果你一週去兩次健身房，卻只喝冰沙，那麼它們可能不會產生所需的效果。

So, as you are working on your initiative, you keep an eye on your objective and key results to see whether they are generating the required results or not.

是以，在你開展工作的過程中，你要時刻關注你的目標和關鍵成果，看看它們是否產生了所需的結果。

And if they're not, you should be changing your initiatives until the needle moves for the key results.

如果沒有，你就應該改變你的計劃，直到關鍵結果的指針移動為止。

Now, in the old way, as you've seen, you end up with a list of goals where it is, get in shape again, losing 10 kilograms, going to the gym, going for a run.

現在，按照老方法，正如你所看到的，你最終會列出一份目標清單，其中包括恢復體形、減重 10 公斤、去健身房、去跑步。

And you'll have no clarity about what's truly important.

你也不清楚什麼才是真正重要的。

And if you move to OKR and structure your goals as objectives and key results,

如果你轉而採用 OKR，並將你的目標結構化為目標和關鍵成果，

you'll have a lot more clarity about what truly matters to you and where you want to go as a team and as an organization.

你就會更清楚什麼對你來說才是真正重要的，以及作為一個團隊和一個組織，我們想要達到的目標。

Now, in your private life, having these different types of goals mixed together, that could be OK.

在你的私人生活中，把這些不同類型的目標混雜在一起，也是可以的。

Because somewhere inside, you probably know what's most important to you.

因為在你的內心深處，你可能知道什麼對你最重要。

However, in an organization, you're working together with way more people than just yourself,

然而，在一個組織中，你要與更多的人一起工作，而不僅僅是你自己。

and then achieving clarity of intent is absolutely key.

然後，明確意圖絕對是關鍵。

You should ask yourself whether you want people in your organization to be focused on goals that are actually initiatives

你應該捫心自問，你是否希望組織中的員工專注於那些實際上是倡議的目標，

without them being able to see where their team and where the organization wants to go and which results they need to achieve in order to get there,

而不希望他們看到自己的團隊和組織想要達到的目標，以及為了達到目標他們需要取得哪些成果。

or, do you also want to show them why they are working on certain things?

或者，你還想讓他們知道為什麼要做某些事情？

Structuring goals as OKRs does require more effort.

將目標結構化為 OKR 確實需要付出更多努力。

But I would say that's time well spent.

但我要說，這些時間花得很值。