This guide walks through the 7Geese philosophy, what types of teams we support, and the benefits of creating a continuous coaching environment.
There's also popular learning materials and the 7Geese dictionary to get familiarized with terminology that accompanies our space.
How we help teams
How will 7Geese help me, my team, and my entire organization?
Every company needs a central intelligence or communication hub for how they operate, what successes they are sharing, what challenges they’re encountering, and how they all come together to collaborate for a common purpose. 7Geese helps with that. Proactively have conversations as often as you'd like through goal-tracking, 1-on-1s or 360 feedback. We take the guess work out of how each role and relationship impacts the next person, visualizing how everyone is a stakeholder in company success. As a result, each team can create clear expectations for all interactions
- Get better at self-reflection, values-based thinking, and become a leader.
Reflection, whether it be through 1-on-1 prep, or through requesting feedback and figuring out the right questions to seek answers for, lends itself to the intentional practice of taking time regularly to step back and gain clarity on your values and priorities. This provides greater confidence in your decision-making and turns everyone into leaders. It also creates a coherent workflow and transformation planning process where it's not about bouncing activity to activity—from one crisis to another—but rather about making a sense of direction and purpose.
- See a bigger picture, make better decisions, and practice the art of 'balance'.
Being your best self requires a sense of balance in how you view potential roadblocks or problems to be solved. You don’t just rely on assumptions and old behaviours, but purposefully seek a broader perspective by engaging others. With 7Geese tools such as on-demand feedback and objective tracking, transparency automatically renders itself to clearer decisions. Become a stronger team player by reaching out to a team member whose input you can gather quickly, gaining a secondary perspective.
- To be your best self you must truly know who you are and acknowledge your skills and accomplishments, openly.
Your best self isn’t about perfection—it’s an ongoing, continuous process.
Why add 7Geese as another product and workflow to my day?
7Geese can be adopted into existing workflows since it’s a place where work gets tracked beyond the scope of daily to-dos. Being a communication hub, it’s similar to tools you already use, but collaborative and transparent for everyone to stay connected. 7Geese acts as your organization’s strategy and goal roadmap.
You also get to come together under a common language, in one unifying tool. Support or Marketing teams may not
understand javacript or html, but they can understand how developers are helping customers solve problems, and vice-versa.
Unify responsibilities under the same denominator
We each have specific and unique responsibilities within teams. Often people view these responsibilities as what is listed on your job description. Predictably, this can lead to laziness or tension between team members as it's really common to hear 'I'm not doing that, it's not my job' as individuals often work in silos. Not understanding how the efforts of their team members are contributing to their work, you and those around you can become disengaged.
Tension rises and there is a lack of knowledge around the significant importance of what is important to me is also important to you. This makes work a tactical or transactional rather than collaborative place.
7Geese helps you shake off this complacency by aligning efforts and keeping day-to-day progress easily trackable and visible. Team leads don't have to worry about complacency or competition amongst their members. This means they can focus on conversations about what everyone is working on, together. The result? No competing for each other’s time and attention and continuous discussions to achieve alignment through mutual accountability.
With dialogue around how everyone's efforts are contributing to overall team growth, there's often a secondary component: competing priorities for resources. Workplaces are dynamic, no circumstances alike. As a result, priorities will shift and change over time. So rather than having team members create hidden agendas to get their responsibilities put first, what do you do? 7Geese can help!
OKRs align teams from bottom-to-top to the organizational goals. Since everyone can see what everyone else is doing, there's no surprise. Everyone is kept up-to-date when organizational priorities change. OKRs is a process that eliminates the havoc of daily changing priorities as it drills down what is important to the overall team in quarter snapshots.
Teams do their best when relationships are cross-functional and proactively designed. With OKRs and continuous management processes, all teams can achieve equanimity and presence of mind to see the way to high performing organizational success—together.
What sets us apart
7Geese is the ideal tool for supporting a goal-focused and aligned team. Rather than treating each individual team member as a number in the organization database, 7Geese empowers everyone in the team to treat each other as a valuable, contributing human, and each of their goals as valuable to team success.
Unlike a mix of disconnected performance solutions, 7Geese brings everything you need to communicate with and support your team in one simple, integrated platform that makes performance efforts come alive.
7Geese facilitates communication of expectations and ownership over those expectations by everyone, not just leadership. We balance a good mix of helping teams enhance their strategic planning processes with the common sense of creating a unique, encouraging, culture of support and learning. Learn more!
Popular learning materials
We've written some very popular posts on our blog about how best to get started with goal-tracking and implementing a continuous performance management solution.
We've hand-picked these to get you started:
In the modern business era, we constantly hear the terms core values, mission statements and culture and we have integrated them in the business language among many other terms. But what are company core values? Why are they so important? In this blog post we are going to discuss the importance of core values and why it is important to have core values in your organization.
There is an increasing number of companies implementing the Google’s Objectives and Key Results (OKRs) methodology for objective setting. By making each objective in the organization visible and transparent, employees have a better line of sight of how they can contribute to the success of the company. Better understanding of the objectives leads to higher engagement in the workplace.
For many companies, it is the time of the year to set their quarterly objectives. More organizations are adopting the Google’s Objectives and Key Results (OKRs) methodology. The process starts with the executive team setting the organization’s objectives. They can be annual, quarterly or monthly goals depending on the company. Understanding what the company as a whole is trying to achieve, managers set their departments’ objectives making sure that the teams are aligned with the bigger picture. Employees are then asked to set and share their individual objectives that will contribute to their departments. Many employees struggle with the task of defining their objectives. Often, they know what the end results should be, but get overwhelmed setting an action plan on how to get there. Key results are what many managers hold the employees accountable for.
More companies are adding coaching as part of their communication architecture. A well-designed communication structure will help information and ideas flow freely and efficiently to the whole organization. One-on-ones or coaching sessions are opportunities for employees to share their ideas, frustration, and career advancement to their managers in a private setting. The key to effective coaching is the understanding that it is employee-focused. The manager’s role is to listen and to draw the key issues out of the employee. It is recommended that managers do 90% of listening and 10% of the talking. Managers can also use the one-on-ones to ask for feedback on their own performance and suggestions for change.
Geese are fascinating creatures and for many reasons, our company name and logo represent seven geese flying in a V-formation.
Another area of performance management is to determine your employees’ objectives/goals as a measure of performance in your organization. In this blog, I will discuss two goal alignment models – people-centric and organization-centric, why organization-centric model is considered as the best practice, and how to align your employees’ objectives to those of the organization.
As a growing start-up company, implementing an organizational chart may not be on your list of top priorities. You may think “why should I have an organizational structure when I only have twenty employees, and everyone knows their role?” It may also seem too much of a formal process for you. In general, people only think of organizational structure as a chart which outlines the reporting relationships of every employee in the company. However, it encompasses more than this function; an organizational structure also allows you to ensure that your company’s human capital is aligned with your strategy and vision. It also increases the visibility and transparency of your organization.
It’s an easy mistake to make; especially if you are in the midst of some heavy strategic planning for next year. We often write things we think we should say, rather than who we really are, what we believe in, and what we aim to achieve.
There is no doubt that motivation is the driving force by which humans achieve their goals. Motivation can be intrinsic or extrinsic. Intrinsic motivation is driven by an interest or enjoyment in the actions required to achieve a goal, without relying on external rewards or pressures. Extrinsic motivation is the opposite and requires external rewards such as money or external consequences such as demotion.
Your team needs motivation. As a good leader should you enhance your team’s motivation intrinsically or extrinsically?
Frequently asked questions
As an administrator can I edit employee phone numbers, positions, or other account details?
Yes! Head over to the People tab and sort through our bulk-editor features or hover over any one particular individual and select the drop-down dialogue box on the right to view the various edit actions.
Can I bulk invite my team?
We can happily say, YES! We even have a walkthrough of how to do this. Visit this guide by clicking here!
How can an Administrator change an objective due date to a past date?
An objective due date can be changed to a past date but only up to the day in which it was created. For example, if an objective was created January 1st, 2015, and the date is now March 2nd and the due date should have been February 28th, but you set it to March 28th, you can update this due date since it was created Before the due date you're trying to change it to.
Can I add attachments/uploads to objectives?
At this time we regret the answer to this questions is no :(. We are evaluating this on our roadmap, though! We hope to change this to a swift yes soon :).
How can I encourage a weekly check-in cadence for objective progress updates?
We have a nifty reminder feature that everyone can enable via the objectives detail page! Simply select this and every Friday we will e-mail a check-in reminder with the last check-in details to the owner's of the objective!
How should OKRs be set? What is an ideal time frame?
OKRs are defined by setting results and objectives in measurable, defined time frames. Quarterly is most common (every 3 months beginning in January). However, objectives on any level can always be retained or stretched quarter-over-quarter if the impact on success of an objective is more long-term. Alternatively, you may want to duplicate an objective over quarters with stretch, or higher key results.
While quarterly is recommended, it is important the objective cadence matches the culture of the business. Setting OKRs quarterly may be too long for companies trying to determine market fit. The key to OKRs is the transition from annual assessments to more frequent, transparent, and aligned goal setting.
How many OKRs should I set per quarter or customized reporting structure?
The OKRs process works best with a range of 3-5 objectives with a fairly focused set of 2 or 3 key results per quarter. This encourages goal achievement, not stressed and overworked ebbs and flows in work habits. It's better to over-achieve your OKRs and slowly incorporate stretch objectives than work yourself too thin in the beginning.
Can I add attachments/uploads to recognitions I give others?
At this time we regret the answer to this questions is no :(. We are evaluating this on our roadmap, though! We hope to change this to a swift yes soon :).
What are the alternatives to access the 7Geese API?
At this time we only support OAuth and direct e-mail/password access. Learn more by reviewing our developer guide.
When will the BambooHR integration be complete?
We hope very soon! We're working our hardest to get this live as soon as possible. If you're interested in this integration please e-mail us at email@example.com.
What are your user terms and policies?
Read through the legal stuff here: https://www.7geese.com/legal/
There's a lot of words out there when it comes to management and goal-tracking. Here's a few common ones that you might see go hand-in-hand throughout our learning and support articles or in-app.
Cadence: Reoccurring patterns that are consistent over a specific span of time. For example, with OKRs, having a weekly cadence for teams to check-in on progress.
- Tip: Be sure the cadence matches the stage and culture of your organization's current situation. You can always re-visit the cadence! For example, setting OKRs quarterly may be too long for a very early stage start-up trying to determine its market fit.
Objectives: Individual and team initiatives that impact organizational success. Most importantly, objectives are personally meaningful and aspirational. Learn more about OKRs here.
Key Results: Defined by measurable actions that relate to the tasks/strategies on how objective accomplishment progresses over time. Learn more about OKRs here.
Personal Objective (POs): POs inform actions taken at an individual or small-team level. They typically influence direction of individual efforts and forward career development. Learn more about the different types of objectives in 7G here.
Department Objective/Team Objective (DOs): DOs are higher level, team-based objectives that a group of employees as a unit work towards defining as successful. Managers or Directors typically own these objectives and work with POs to ensure the success and alignment of personal career growth through to department growth. Learn more about the different types of objectives in 7G here.
Organization Objective (OOs): OOs relate to the core values and accomplishments the entire team is working towards. Typically, OOs are owned by the CEO or leadership team. DOs and POs can be aligned to OOs so from either a top-down or bottom-up perspective, everyone is aware how their efforts are aligned with the success of the company. Learn more about the different types of objectives in 7G here.
Parent Objective: Any objective can be classified as a parent objective if they have another objective aligned underneath them. Learn more about parent objectives here.
Child Objective: Any objective can be classified as child objective if they become aligned underneath another objective. Learn more about child objectives here.
ORG Chart: An ORG chart is a graphically depicted ordering of departments and individuals and how their reporting tree cascades throughout the organization. It is also used to show the relation of one department to another. ORG Charts enables individuals to visualize a complete organization. Learn more about ORG chart functionality here.
Owner: This is who is accountable to achieve the objective. This will default to the individual creating the objective, but secondary owners can be added if the objective is shared amongst team members.
Stakeholder: If someone in your team has a stake in the objective you are creating, but is not necessarily an objective owner or your direct manager, you can assign them as a stakeholder. This means they will receive updates on your progress as you check-in, and can watch your success climb even if the objective is set to private.
Follower: Similar to a stakeholder, followers can monitor an objective even if it is set to private. However, followers can also be interested parties who want to stay aligned with your progress.
Check-in: Check-ins encourage sharing with your team members the actions you have taken and the progress you have achieved towards your objectives, updating stakeholders along the way. Checking into your objectives keeps you and others up-to-date with how you're staying aligned with time-bound organization success. This will increase transparency and visibility in your organization and help document achievements in real-time. Learn more about checking into your objectives here.
Stretch Goals and Stretch-thinking: Ambitious goals that challenge current assumptions and processes. Stretch thinking inspires individuals and teams to re-imagine what they previously thought possible. Stretch goals may seem impossible at the start, but with the right resources and support they can be accomplished!
MBOs: MBO stands for Management by Objectives - MBOs are the tangible, measurable goals the company sets and expects to achieve.
Cycles and Cycle Management: Cycles is a 7G term referencing the responsibilities and requirements managers and administrators set at the beginning of each quarter related to: feedback, 1-on-1s, recognition, and objectives. Learn more about cycles here.
Please contact firstname.lastname@example.org for further questions or if you believe something is missing, misrepresented, or outdated.