P10Y: Insights into Productivity Frameworks from Team Ticketsolve With:

Ella: Hello and welcome to this special live edition of the Arts and Everything In Between Podcast. My name is Ella Bailey, I am the Digital Marketing and Content Specialist here at Ticketsold, and I’m here with my colleague James, who’s our Senior Business Development Manager. And as well as members of the TicketSolve community who are joining us, and we’ll be asking some questions later on this podcast.

So this is, a podcast that’s inspired by our recent session at the AMA 2024 conference, which was a fantastic conference if you were there. So Emma and Nick shared TicketSolve’s guide to productivity, which we affectionately call P10Y because there are 10 letters in between P and Y in productivity, which took me a long time to work out.

And basically it’s just TicketSolve’s guide to getting things done. Um, obviously we don’t claim to have unlocked all the secrets of productivity but we’re excited to share some of the tips and tricks that kind of keep us help focused and motivated within our [00:01:00] teams. So in this episode, we’re going to specifically dive into the practical use of two of our preferred frameworks.

So that’s OKRs, Adjectives and Key Results, and the ROCKS method. So we’ll tell you a little bit more about them and how we actually use them day to day. Basically, these kind of show how we align our teams toward common goals and how they’ve kind of helped us to be more productive and motivated as a wider team.

So myself and James are kind of both coming up to a year at Ticket Solve. So we thought this was quite an interesting time to kind of reflect on the use of OKRs and rocks because neither of us had used them previously. Um, and that’s an interesting point to come at it. Especially for people who might not be familiar with the frameworks.

Just like we weren’t a year. So whether you’re looking to boost productivity in your organization, or you’re simply curious about our approach, you’ve been being a bit nosy, we hope you find these ideas beneficial for you and for your teams. So far, we’ll welcome James. Hi, James.

James: Hey, thanks so much Ella.

So yeah, as you said, we’ve both been working with Ticket Solve pretty much a year now, and having both before that worked in [00:02:00] sort of different areas of arts and culture, I guess, where this kind of framework we’re going to talk about was not something we were familiar with. So it’s been an interesting year, kind of learning that, seeing the results of that.

And as Ella says, we’re going to share some of that with you and see if it’s, uh, of any interest at all, because it’s definitely something that we feel, having spoken to a few of you know, our clients and people we met at the AMA about it, it seems like a framework that could potentially be very useful in an arts industry context, especially, and I guess some of the reasons why that’s important.

That’s probably the case. Is there some quite unique challenges in the arts industry? That this, these frameworks have been quite beneficial for managing. So I guess that the kind of main ones would obviously be constraints around time and constraints around money. So none of us in the arts industry ever have enough time to be able to do what we want to do.

And none of us ever have enough money to be able to do what we want to do. So this is of course about trying to do. A lot with a [00:03:00] little as it were trying to get the most out of the time you have as much out of the resources that you have, but ultimately as much out of the team members and colleagues that you have and I guess, just sort of on that note as well.

Obviously, we’re an industry who tends to deal with, often high staff turnover in various, various shapes and forms. And then the kind of inevitable knowledge gaps that are kind of created as a result of that. So all those challenges maybe mean that there’s, there’s potential for these kinds of frameworks to help us manage them.

And as I said, get the most out of what we actually do. So yeah, so I’m going to hand it back to Ella, who’s going to take us through the first of these two frameworks, objectives and key

Ella: Thanks so much, James. So yeah, so we use OKRs Objective and Key Results which is kind of a popular goal management framework.

I think lots of organizations use it. Anecdotally, Google use it, Spotify, Microsoft, Netflix, but don’t let that put you off. It’s not daunting. It’s like a really Um, framework and it’s really easy [00:04:00] to apply day to day. So basically all it is, is that OKRs provide us with sort of an overarching goal to aim for.

So basically everyone in the company will move towards this one goal. And we do that by setting kind of organizational goals. So that’s kind of the organization’s overarching priorities and vision. And this will usually be set by the leadership team. departmental goals. So priorities for the department specifically, which will work towards those organizational goals and that will be set by your department heads, department management and then the team goals.

So these are the priorities that the team within the department will, um, move towards to work towards the department tool goals. So it’s always things I kind of imagine it as sort of a pyramid sort of frameworks. Everyone’s kind of moving towards this. These end goals which are at the top. So they usually start kind of every year or can be broken down by specific points within a year.

So that can be kind of quarters, um, seasons, semesters, depending kind of what organization you’re working within. And defining what those objectives and key results are. So an objective is literally just [00:05:00] what needs to be achieved, and then your key result is kind of the benchmark or the numbers to monitor it.

So by way of an example, and we’ve got a sort of art specific example for you your objective could be to diversify your programming and grow your audience, and your key result for that could be to book 10 dance shows and five family focused events during the season. So yeah, really simple. You probably do it already but you just haven’t given it the name of OKRs.

And your key results should be achievable, but not too easy, because obviously you do want to meet them. But you might want to set some sort of more stretch objectives, which would be ideal to achieve. So we often use fundraising as an example for this. So obviously, you might know that you can make kind of 20k through a fundraising campaign because you have done so before, but why not set it at sort of 60 or 100k?

Because obviously, even if you meet, even if you make 50k, that’s still much better than your usual of 20k. And yeah, so kind of day to day we set these objectives and key results. So an example for me, for example, because I [00:06:00] do marketing, I create content would be to do, for example, four blogs a month and one newsletter a month, two podcasts, this is already working towards my OKR just by doing this podcast, and two podcasts a month, one white paper or one case study a month, just sort of, um, quantified examples of things I need to achieve every month.

And you can also apply OKRs in your day to day life as well. So for example, myself and James have both within the last six months moved house. So you can literally use OKRs for moving house. So it could be sort of your final goal is to move house, but you can break that down into sort of needing to book a meeting with your solicitor, needing to fill in the paperwork for your mortgage, that sort of thing.

And I know you James I’ve got a very athletic OCR at the moment that you’re working towards.

James: I think athletic might be stretching it a bit, but but yes, I’m, I’ve foolishly signed up to try and complete my first ever half marathon. So, uh, so that’s completing the half marathon is obviously my [00:07:00] objective.

But what I’ve done is I’ve used OKRs to break down essentially my training plan. It’s, uh, it’s my key results. So. A key result in terms of completing the marathon might be doing it in a certain time, but the key results are also for me is completing four training runs a week. So I did a bit of research about what’s like a good kind of rough plan for completing your first half marathon, and it seems to be about four training runs a week, obviously building up in in kind of distance and that kind of thing.

So that’s been a very kind of easy, simple way for me to kind of see. If I want to complete this marathon, then I have to see these key results. Um, so yeah. And as you said, Ella, like that was similarly very helpful with house moving because there’s lots of components to that. So your objective is to move house, but the key results can be all sorts of things, whether it’s a computing and mortgage application or having a meeting with a broker.

Ella: Definitely. Maybe we need to do a follow up episode in a few months to see if, uh, IKR has helped you to get a PB on your half marathon, James.

James: Yes. We’ll [00:08:00] see. Fingers crossed.

Ella: And then kind of obviously like OKR is a very sort of top level but they can also help you inform your day to day planning.

And we also use another framework for that, which is called ROCKS, um, very mysterious. I know that I will pass you across to James again, talk you through what ROCKS are and how we use them here at TicketSolve.

James: Yeah, thanks, Ella. So, ROCKS, or The Rocks in the Jar as it’s given its full title, is the framework that we use to essentially take those OKRs that Ella has described and practically apply them on a kind of week to week basis.

So, um, I’ll start by kind of taking you through the visual metaphor of it because it’s and if you type the rocks in the jar into YouTube, by the way, you’ll see lots of people with very literal visual metaphor videos with jars and rocks to kind of explain this. So I’ll just take you through that first and then we’ll kind of chat a bit about how we actually apply that, uh, to, to our work and how you might in your kind of context.

So first you have to imagine that you have an empty jar in front of you, so a [00:09:00] big, big empty jar with nothing in it, and then you have. three buckets and in the first bucket you have rocks in the second bucket you have gravel and pedals and in the third bucket you have sound now each of those obviously represent something so the jar if we were to look at it in a personal context of song it would be your life and so the first bucket containing the rocks the rocks represent the things that matter the most so in life that’s health relationships financial security they are the non negotiables.

They are the things that as it were, make up the essence of life. The second bucket containing the gravel and pebbles, that’s representing all the kind of material things that come with that. So, um, your home, um, you know, having somewhere secure to live. Um, having a car, um, going on nice holidays, going on meals out, um, you know, time catching up with friends and family, all those kind of pieces.[00:10:00]

The third bucket contains the sand. The sand represents everything else, mostly all the kind of rubbish stuff that we have to deal with day to day. So, uh, you know, Emails, doing your taxes, dealing with other people’s problems, um, you know, dealing with noisy neighbors or, you know, issues when your plumbing is broken in your house or all that kind of other stuff.

So, as you might expect, the way that kind of the metaphor works is that if the jar represents your life, if you were to just pour all of the stuff in those sacks, second and third buckets in, the gravel, the pebbles, the sand. If you just pour that in first without kind of first identifying what those rocks are, then there’s not going to be any room left for the rocks.

So it’s important to identify what your rocks are and then put them in the jar first before you then allow the gravel, the pebbles, and the sand to fill it all up. As I said, if you, if you do that, then you’re not going to have any room for the actual good [00:11:00] stuff. So you obviously might have two jars of this.

In this example you also have your personal life and your, your work life. And the, in the kind of work context, this is how we apply the OKRs and, and what Ella’s described to our kind of weekly planning. So, um, the way that we do that is you should typically, your kind of, I ideal number of rocks would be five.

And for us, those are directly informed by our OKRs. So we have a, we work with a kind of spreadsheet that we use to plan this and plug this in. At the very top we have our five key results for our team. And so those, the key results are essentially also the rocks, if that makes sense. And, but obviously on a week by week basis, each rock is going to Maybe be something slightly different, but ultimately always feeds up.

So that’s that’s a key result and in the, if you’re working in a venue, say, if we were to take the example of a ticket office team, [00:12:00] then rocks for a given week might include things like getting a new show on sale or a new season on sale. And maybe there’s a press night for a new show that needs to be executed smoothly. Monthly team meeting where you meet with the entire Ticket Office team, maybe you’re carrying out a data analysis project or say attending a conference, all of those might be non negotiable things which are directly feeding into key results that your team have got that’s all filtering back up to maybe that objective we talked about on an organizational level, which is about diversifying programming or developing your audience.

You can see how those might kind of filter down to those as we clean rocks. In terms of how we practically do our rocks as I said, we have a kind of a spreadsheet framework. And obviously, if anyone’s kind of interested in that, I’m sure we can, we can share that with people. Um, for us, we break rocks down by quarter and then by weeks, we have a different sheet for the quarter.

And you literally have [00:13:00] the kind of on the horizontal line, you have each week on vertical line, you have each rock and you write those in. And then you plug them into your calendar. So when we actually sit down to do our rocks, what this looks like is it’s because we work Monday to Friday. We’re looking at this on a Friday afternoon.

So we come together. We all open up our rocks and we reflect on how we did. So we use a traffic light system. And so you might look at your rocks and you kind of score it based on did I complete that? If so, give it a green. Is it maybe partially completed? If so, that’s an amber. And did it did it not get completed at all?

Then you can color that red, of course. And you can then start planning the next week’s rocks. You see in terms of what you’ve got to achieve based on those key results at the top And then you start to write down what’s the next week’s rocks And one little thing that we do that does definitely make a difference in terms of motivating yourself Is just writing them almost in the past tense.

So instead of writing I, uh, you know, I will complete [00:14:00] X task. You write it as I completed X task. And just, just doing it like that, I think just helps us to give you that kind of positive affirmation and be like, yes, I have, I will complete this. I will do it. And then you can start plugging them into your Calendar and the rocks don’t necessarily have to take up the entire, you know, 35, 40 hours worth of calendar time.

Sometimes a rock might be for a particular week. It might be a very quick meeting. It might just be you’ve got to have a meeting about this thing because it feeds into it actually bizarre with priority. And that might only be 5 or 10 minutes, but you have to complete it. It also might be an entire afternoon’s worth of time.

worth of work on, say, an audience data analysis project, or a couple of hours to execute a press night, or a couple of hours to oversee an on sale, that kind of thing. Um, for us that process usually takes about 30 minutes or so. Sometimes it’ll be a little bit longer if we’re looking kind of our monthly OKRs alongside that.

But once you’ve kind of got it down, it [00:15:00] shouldn’t really take too long. And a lot of it is just you, maybe you’re there on a call or you’re there in an office meeting and doing it. A lot of the time, we’re not actually necessarily kind of talking about it. It’s just we’re kind of doing it individually and then maybe we’ll kind of chat it through and just check everyone’s mind.

An important piece with the rocks is to respect other people’s rocks So in order if someone’s got a rock they’re doing that’s an individual rock that or something that they’re completing on their own if Your rocks involve needing to hold a meeting with that person and you’re looking at their calendar.

You should obviously respect the fact that they have time set aside, you know Tuesday at 10 a. m. I’m not going to program my my meeting with them then because I can see that they’ve got a rock Plugged in then so and respecting other people’s rocks is definitely a key part of the process so yeah, that’s a kind of overview of how we do that.

Um, when do we have any Questions on that so far ever.

Ella: Yeah, I think we’ve got a few coming in and one I actually need to leave quite neatly on from what you’ve been saying. So the first [00:16:00] one is what happens when? You sort of have to fight fires, or the unexpected happens, and you can’t stick to the rocks.

I think that’s quite a good question. It obviously happens to us pretty much every week, because there’s always something that you didn’t expect to happen that kind of crops up. I guess, like, the first thing to say about that is that rocks are sort of movable. Like, in a jar, you can sort of wiggle them around Yeah, absolutely.

James: Yeah, it’s just because it’s, um, using the metaphor of rocks and it somehow seems sounds maybe kind of rigid. They are definitely still kind of adaptable and, and flexible. And I think that the key thing to say is that you’re not necessarily expected to always complete rocks 100%. Like, part of this process allows you to reflect on why certain things didn’t get done or didn’t get, maybe didn’t get around to it at all.

Or maybe it was just partially completed. Obviously for working in arts and culture venues, like our lives are generally consumed by, uh, you know, those emergencies, those unforeseens, the fires you might have to [00:17:00] fight. So, you know, that might be a particularly busy day on the, on the phones in the ticket office or a delay to, you know, uh, marketing print coming in or, or, you know, even God forbid a show cancellation or something like that, because.

So, you know, there’s always going to be things that happen that kind of, that often impinge on, on those rocks. Um, so there’s, there’s a couple of things you can do, obviously, if you have. sort of time within your calendar, then you can still potentially move things around. But it’s the kind of more important piece, I think, is that when it comes to reflecting on the rocks at the end of the week is it does include a reflective process.

Also, you have the traffic light system, so you can kind of get a quick visual idea of how am I doing? Have I got lots of greens? Great. Have I got loads of ambers? Okay. Is there something I could be doing there too? Is it purely scheduling? Do I need to maybe look at You know, this meeting that keeps being missed, [00:18:00] maybe there’s a better time that we can schedule that.

So, uh, red, why is something, you know, this rock might have been, I’ve put it in red two weeks in a row now. One of the questions you can ask yourself is, can I delegate it? So, you know, can I split the rock as it were? Can I, can I share the load? Is there someone who can help me with that? You know, if you kind of part of the rock processing involves reflecting on.

how things are going and then that will then help inform you the following week. So I know for me, rarely do I have the same kind of structure from week to week because each week I’m always like, okay, this didn’t quite get done and maybe is that because Monday morning isn’t the best time for that. You know, I’m just going to try just as a trial, I’ll put it on Wednesday afternoon instead and see if that makes a difference.

So it does, it sort of sounds rigid because we’re talking about rocks, but it’s definitely still uh, leads you kind of room to, to move things around. And, and I think the main thing is just, it’s okay if you don’t get everything done, [00:19:00] because if you, if you are, then you’ve maybe not set yourself. Um, you know, enough, uh, maybe your goals aren’t as ambitious as they potentially could be.

As Ella talked about with the fundraising example, you know, you might want to shoot for a much higher target than you’ve usually got. Because that will bring you up to 75 percent of that, which is still more than you’ve got before. It’s the same with the kind of how that feeds into rocks as well.

Ella: Yeah, definitely. I think it’s also something that you kind of learn as you use, um, the framework as well. You sort of work out what a realistic rock actually is, or whether, like you say, James, it’s useful to, like, sort of split it, um, and do, like, one part of the rock one week or one the next week, for example.

And it’s kind of a, an odd thing to used to, because I feel like we’re kind of, especially in the arts, we’re used to being kind of striving for perfection and 100 percent green, as it were. But yeah, it’s just it’s not necessarily about that. It’s more about sort of understanding your workload and what you need to get done and things like that. Another couple questions come through. Um, so in terms of rocks that what do we use [00:20:00] in terms of tools and software, um for planning and so I know obviously you’ve mentioned james Spreadsheet, so we do use a spreadsheet in terms of calendars, we literally just use our sort of email calendar.

So we use gmail. So we use google calendar but obviously you could use Outlook, kind, anything like that. And we also use Trello. I dunno if people have heard of this. It’s like a kind of a planning software using um, boards and cards. So like easily movable, kind of like a post-it note type.

James: Yeah, it’s Trello’s Trello’s really useful. And, and speaking about personal stuff as well, we actually, before I used Trello, in a work context, before I joined Ticket Solve, I used it with my wife to help organize our wedding because there was just lots of moving parts. That’s when we used Trello to have different cards for different things and move them from like, you know, done to remember from uh, part, you know, in progress to done and that kind of thing.

And Trello allows you to attach things like documents and checklists and links and pictures and all that kind of thing. So, like. Google task manager will probably [00:21:00] be a similar thing that some people might be familiar with, um, as a kind of productivity manager. So, yeah, that’s that’s really helpful. So, as we’re kind of planning our rocks and you might, okay, I’ve got this task, this meeting I need to hold, we tend to also add that as a card on Trello as well.

Because again, In terms of using these frameworks to keep everyone pulling in the same direction, Trello allows you to, you know, assign tasks to your colleagues. So everyone can set due dates and that kind of thing, which is actually something that we’re, we’re sort of developing as a tickets on feature in and of itself.

You know, this year we’ve released a task feature, which is kind of like a to do list, but that lets you assign tasks to colleagues, assign tasks to shows and customers. So all sorts of different contexts, you could use that in terms of ticketing and marketing and fundraising. But the kind of Trello board style kind of on board is, I think the kind of.

the term for it. That’s also something that we’re developing at the moment, which is, which is very exciting. So that’s would allow people to [00:22:00] have a bit more kind of integrated task management and project management. So you keep, keep all your teams kind of pulling in the same direction again. Um, so yeah, those would be some of the tools that we can use.

Ella: Nice, smooth plug there for Take Your Path, James. You’re welcome. If you do want to find out a bit more about Tasks and our sort of upcoming Projectivity Managed Features, you can find Bitsmobs on the blog. So do have a check that out if you, if there’s something you want to find out more about. So, oh yeah, this is a good question because I didn’t really speak about this.

How do we reflect on OKRs? Because James has taken us through how we reflect on ROCs, but how do we evaluate our OKRs? So obviously having a key result is sort of key to that. So you, it gives you a quantified element to your objective which allows you to evaluate them.

And we sort of score them, don’t we, out of, you know, Yeah, which is quite a fun thing to do at the end of the month and kind of reflect on how well we’ve done. And in the same way as looking at your rocks from a sort of traffic light perspective, it really helps, [00:23:00] um, for planning the following quarter or year or month in terms of how well you’ve done sort of the previous year or quarter or month.

Um, yeah, I don’t know if you have any other thoughts on that, James.

James: Yeah, I think, um, one thing with, with the, with the scoring and what we’ve mentioned around that the term ultimately uses stretch objectives. So when you’re coming up with those OKRs, they should always, again, be aspirational, ambitious.

They should always push you. Um, and in terms of the scoring, you essentially, you should never be able to hit 10. If you, if you, if you’re reflecting on your OKRs and you’ve nailed a 10 out of 10, then it was probably a bit too easy. So. You know, you could sort of debate, like, what is a good score, but it probably depends on how you decide to interpret it.

But for us, I know that, like, if we’re hitting like an 8, you know, 7, 8, 9, that kind of bracket, then we’re usually pretty pleased with that. If we’ve hit 10, then we’ve definitely not made it ambitious enough. So [00:24:00] that’s a crucial thing, I think, to have there. And again, it feeds back into what I mentioned in terms of, because your ROCs are informed by your OKRs, if you’re not always nailing your OKRs, um, you know, your rocks then that’s okay because it probably means that you’ve you’ve set yourself a good stretch objective.

Ella: Yeah, definitely. Yeah, and I guess this is this is a good question as well . How is it helps us as a remote team? Because obviously tickets are we are. And I think, yeah, it’s kind of invaluable in terms of keeping us working towards the same, because I guess in an office setting, you can, the vibes remind you of what your objectives are.

And I think, obviously, remotely, we do check in very, very regularly. But it is helpful having that extra reminder in the forms of ROCs and OKRs of what we’re working towards and kind of what the end goal is, I guess. Thanks.

James: Yeah, for sure. Like, again, this is someone who came from working in a ticket office context and the office I worked in was pretty much like an open office where you had, you know, [00:25:00] the head of the department, you had the kind of the systems manager, membership manager, all the kind of different management and folk were in there and then the full customer service team and the duty managers.

So everyone was in that office. And, and sort of everyone can literally hear what everyone else is doing at any given time. So, you know, that obviously has, uh, it’s pros and cons. So, uh, but then moving to this context where we’re working from home, it was suddenly like, okay, because we, I can’t, I can’t literally turn to the person next to me and ask them for help on something or ask them a question. This framework helps you to kind of keep, keep going in the right direction. And also helps you, I guess, be sort of efficient with. communication because, um, you know, we use an internal chat client and, and I would probably say is if I say that it’s pretty efficient in terms of communication, like we don’t kind of drop like massive streams of consciousness or we don’t have full blown conversations on there [00:26:00] because everything is always kind of informed by.

What’s like the Brock? What’s the task at hand? It’s just literally usually very quick. I need an answer to this question. Can someone help me with this? And maybe if it’s something that’s a bit kind of a bit juicy, a bit, a bit big, a bit difficult to get into, then we jump on a call and kind of hash it out there. But it’s definitely having the both these kind of frameworks helps you to kind of if you’re doing doing working from home, whatever to kind of stay and stay on course. And as I said, I think stay sort of efficient with your with your communications with your team.

Ella: Definitely. I was thinking, I imagine, I mean, please feel free to jump in at any one.

It will be very helpful if you have a shift way of working as well, and potentially you are working a different time to your team or other team members, it probably is very helpful as well. So yeah, if you do work, use OKRs and or ROCs or both and you work in sort of a shift pattern, let us know if that’s helpful as well.

James: Yeah, I think that was thinking about my old job, it would definitely be a useful thing, not that you sort of wasn’t, you [00:27:00] know, you don’t have your own kind of frameworks in those contexts, but, um, something like if you’re doing shift work where maybe you’re, you’re working a day on the weekend because maybe you’re covering, say for some ticketing context, you might be covering as duty manager for a show.

But maybe it’s a Sunday and maybe it’s quite quiet. Maybe the phones are off that kind of thing. So, uh, having a clear idea of what other kind of projects and tasks you’re working on will obviously help you to. be guided on what, what to do when things are quiet as well as when things are busy. So, yeah.

Ella: Yeah, amazing. And yeah, just, I think we’ve got time for one final question. I think it’s a pretty good way of kind of concluding our little chat here. Has it changed the way we work using OKRs and ROCs? I think personally, it kind of, I already use sort of a planning in my calendars or blocking out my time way of working.

So it kind of complemented that and kind of refined it a little bit more. Um, obviously having OKRs is like hugely helpful Having because I feel like other places I’ve worked previously, [00:28:00] obviously, the objectives were there, but they maybe weren’t defined. And specifically, so having them sort of really laid out is obviously super helpful for planning and prioritizing.

And yeah, rocks kind of did compliment the way I naturally work, which is super helpful. And I guess, like, in terms of. and having a personal perspective as well, it kind of is useful to think of things as whether they fit into your sort of personal life and rocks as well. I don’t know about you, James.

James: Yeah, I definitely think it’s because I was always a to do list type person, but it was literally kind of paper to do list, you know, just ticking off as I go. This takes that obviously way further, because it helps you to understand when, when am I actually going to try at least and complete all of those tasks?

And why am I doing them? You know, or can I even delegate them? That kind of thing. So it’s, I think it’s definitely for me, it’s helped to also not feel kind of overwhelmed when there’s a lot going on because it’s like, okay, I don’t need to, I [00:29:00] know there’s a lot to do, but I’ve got a whole week ahead of me and I’ve planned out when those things are going to happen.

I’ve also, as I’ve mentioned a few times, I can reassure myself, it doesn’t, it’s not the end of the world. everything doesn’t get done and something kind of comes out of nowhere. But for the most part, I know I can stick to the process, trust these frameworks. Um, you know, and even if there’s like 99 other things to do, it kind of doesn’t matter because right now I’m doing this task and then tomorrow I’m going to be doing this one.

And after that, I’ll do that one. And then usually by the end of the week, you’ll see that you know, Even with the inevitable sand you know, stuff coming out of nowhere you, you will, you will have almost certainly got pretty much all of your rocks, um, sorted and, and, and you kind of do feel the effects of that over the long term in terms of whether it’s by season or by a semester or by a, by a month or a quarter or whatever.

Ella: Awesome. So that is taking us very neatly to the end of our time. If you would like to find out a little bit more about the OKM rocks method, we do [00:30:00] have a resource on our website, which is based on Emma and Nick’s chat at the AMA, which kind of gives you an overview of everything. And then we have a kind of more in depth OKR specific resource as well.

And if you prefer to learn via video, we’ve got an academy session as well. And I know there’s a bunch of stuff outside of TicketSolve on YouTube out there about OKRs and ROCs, if you kind of want a different way of visualizing it. But yeah, thank you so much to everyone who joined us. Thank you, James for joining.

Just a reminder to like, share and subscribe to the Arts and Things in Between. And thank you so much for listening. We’ll see you next time. Bye bye.

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