The Role of a CFO: motivating people, managing assets and hedging risks - страница 21

A useful tool to employ is Simon Sinek’s well-known approach: the system of questions (visualized as concentric circles) «Why, How, What». The essence of the method echoes the principle I elucidated earlier: in any endeavor, it’s crucial to ascertain why you’re undertaking it (Why). This serves as the cornerstone of the motivation system, ranging from the mundane «Why do you brush your teeth?» to profound inquiries like «Why do I pursue my career?» or «What is my purpose in life?».

At first glance, the answers to these questions may appear self-evident and unworthy of attention. However, this isn’t the case. By sincerely and confidently questioning routine tasks and responding to them honestly and confidently, one can uncover numerous areas for process improvement, leading to an enhanced quality of life and satisfaction with completed tasks. It’s imperative not to overdo it, avoiding becoming fixated on self-improvement or pursuing efficiency blindly.

For example, answering the question «Why do I brush my teeth in the morning?» prompts more thorough oral hygiene practices (brushing correctly for two minutes), reconsideration of tools, and monitoring their condition (utilizing an electric toothbrush and replacing brush heads every three months). Reflecting on the question «Why do I pursue my career?» compels one to contemplate deeper motivations, transcending thoughts of income or ego gratification. This may involve pondering: «Why did I choose this profession, and is it the right fit?» or «What are my values and life aspirations?» or «Does my daily work align with my life objectives?».

After defining core goals for oneself, it’s essential to devise an action plan and proceed with its execution. Describe what needs to be done and how (How), establish deadlines (When), then outline the big picture (What) and prepare a detailed plan (roadmap) for implementation. In many respects, Why corresponds to what is often termed vision in business, How to the mission and strategic goals, and What to the five-year objectives and tasks, further broken down into specific objectives and key results (OKRs). The latter are delineated into clear tasks based on implementation parameters, assessed quantitatively or at the very least dichotomously (yes or no), and assigned deadlines for completion within a month, quarter, or year.

Incidentally, it’s beneficial to conduct a mid-year review of your goals and plans. The world around us and the business environment change rapidly, and so do our attitudes and values. Therefore, come the end of June, it’s imperative to reassess your annual and long-term goals, analyze achievements over the preceding six months, and undertake a plan-versus-actual analysis. You’ll likely identify areas necessitating adjustments, goals warranting refinement, and opportunities for acceleration.

One significant deviation in utilizing Objectives and Key Results (OKR) from other systems of motivation founded on quantitative goals is that the set objective should not be inherently attainable within the designated timeframe. Achieving it at 75 % is deemed a complete success, while hitting 100 % suggests insufficient ambition for the stated target. In essence, to achieve exceptional results, an individual must step outside their «comfort zone». Simply put, when establishing OKRs, one should acknowledge beforehand that achieving them with current work methods is unattainable. Altering these methods should result in a breakthrough and exponential growth in target metrics.