In March of 1892, three Black grocery store owners in Memphis, Tennessee, were murdered by a mob of white men.
Lynchings like these were happening all over the American South, often without any subsequent legal investigation or consequences for the murderers.
But this time, a young journalist and friend of the victims set out to expose the truth about these killings.
Her reports would shock the nation and launch her career as an investigative journalist, civic leader, and civil rights advocate.
Her name was Ida B. Wells.
Ida Bell Wells was born into slavery in Holly Springs, Mississippi on July 16, 1862, several months before the Emancipation Proclamation released her and her family.
After losing both parents and a brother to yellow fever at the age of 16, she supported her five remaining siblings by working as a schoolteacher in Memphis, Tennessee.
During this time, she began working as a journalist.
Writing under the pen name “Iola,” by the early 1890s she gained a reputation as a clear voice against racial injustice and become co-owner and editor of the Memphis Free Speech and Headlight newspaper.
She had no shortage of material: in the decades following the Civil War, Southern whites attempted to reassert their power by committing crimes against Black people including suppressing their votes, vandalizing their businesses, and even murdering them.
After the murder of her friends, Wells launched an investigation into lynching.
She analyzed specific cases through newspaper reports and police records, and interviewed people who had lost friends and family to lynch mobs.
She risked her life to get this information.
As a Black person investigating racially motivated murders, she enraged many of the same southern white men involved in lynchings.
Her bravery paid off.
Most whites had claimed and subsequently reported that lynchings were responses to criminal acts by Black people.
But that was not usually the case.
Through her research, Wells showed that these murders were actually a deliberate, brutal tactic to control or punish black people who competed with whites.
Her friends, for example, had been lynched when their grocery store became popular enough to divert business from a white competitor.
Wells published her findings in 1892.
In response, a white mob destroyed her newspaper presses.
She was out of town when they struck, but they threatened to kill her if she ever returned to Memphis.
So she traveled to New York, where that same year she re-published her research in a pamphlet titled Southern Horrors: Lynch Law in All Its Phases.
In 1895, after settling in Chicago, she built on Southern Horrors in a longer piece called The Red Record.
Her careful documentation of the horrors of lynching and impassioned public speeches drew international attention.
Wells used her newfound fame to amplify her message.
She traveled to Europe, where she rallied European outrage against racial violence in the American South in hopes that the US government and public would follow their example.
Back in the US, she didn’t hesitate to confront powerful organizations, fighting the segregationist policies of the YMCA and leading a delegation to the White House to protest discriminatory workplace practices.
She did all this while disenfranchised herself.
Women didn’t win the right to vote until Wells was in her late 50s.
And even then, the vote was primarily extended to white women only.
Wells was a key player in the battle for voting inclusion, starting a Black women’s suffrage organization in Chicago.
But in spite of her deep commitment to women’s rights, she clashed with white leaders of the movement.
During a march for women’s suffrage in Washington D.C., she ignored the organizers’ attempt to placate Southern bigotry by placing Black women in the back, and marched up front alongside the white women.
She also chafed with other civil rights leaders, who saw her as a dangerous radical.
She insisted on airing, in full detail, the atrocities taking place in the South, while others thought doing so would be counterproductive to negotiations with white politicians.
Although she participated in the founding of the NAACP, she was soon sidelined from the organization.
Wells’ unwillingness to compromise any aspect of her vision of justice shined a light on the weak points of the various rights movements, and ultimately made them stronger— but also made it difficult for her to find a place within them.
She was ahead of her time, waging a tireless struggle for equality and justice decades before many had even begun to imagine it possible.
We're at a critical moment.
Our leaders, some of our great institutions are failing us.
Why?
In some cases, it's because they're bad or unethical, but often, they've taken us to the wrong objectives.
And this is unacceptable.
This has to stop.
How are we going to correct these wrongs?
How are we going to choose the right course?
It's not going to be easy.
For years, I've worked with talented teams and they've chosen the right objectives and the wrong objectives.
Many have succeeded, others of them have failed.
And today I'm going to share with you what really makes a difference -- that's what's crucial, how and why they set meaningful and audacious goals, the right goals for the right reasons.
Let's go back to 1975.
Yep, this is me.
I've got a lot to learn, I'm a computer engineer, I've got long hair, but I'm working under Andy Grove, who's been called the greatest manager of his or any other era.
Andy was a superb leader and also a teacher, and he said to me, "John, it almost doesn't matter what you know.
Execution is what matters the most."
And so Andy invented a system called "Objectives and Key Results."
It kind of rolls off the tongue, doesn't it?
And it's all about excellent execution.
So here's a classic video from the 1970s of professor Andy Grove.
(Video) Andy Grove: The two key phrases of the management by objective systems are the objectives and the key results, and they match the two purposes.
The objective is the direction.
The key results have to be measured, but at the end you can look and without any argument say, "Did I do that, or did I not do that?"
Yes.
No.
Simple.
John Doerr: That's Andy.
Yes.
No.
Simple.
Objectives and Key Results, or OKRs, are a simple goal-setting system and they work for organizations, they work for teams, they even work for individuals.
The objectives are what you want to have accomplished.
The key results are how I'm going to get that done.
Objectives.
Key results.
What and how.
But here's the truth: many of us are setting goals wrong, and most of us are not setting scott66@example.net.
A lot of organizations set objectives and meet them.
They ship their sales, they introduce their new products, they make their numbers, but they lack a sense of purpose to inspire their teams.
So how do you set these goals the right way?
First, you must answer the question, "Why?"
Why?
Because truly transformational teams combine their ambitions to their passion and to their purpose, and they develop a clear and compelling sense of why.
I want to tell you a story.
I work with a remarkable entrepreneur.
Her name is Jini Kim.
She runs a company called Nuna.
Nuna is a health care data company.
And when Nuna was founded, they used data to serve the health needs of lots of workers at large companies.
And then two years into the company's life, the federal government issued a proposal to build the first ever cloud database for Medicaid.
Now, you'll remember that Medicaid is that program that serves 70 million Americans, our poor, our children and people with disabilities.
Nuna at the time was just 15 people and this database had to be built in one year, and they had a whole set of commitments that they had to honor, and frankly, they weren't going to make very much money on the project.
This was a bet-your-company moment, and Jini seized it.
She jumped at the opportunity.
She did not flinch.
Why?
Well, it's a personal why.
Jini's younger brother Kimong has autism.
And when he was seven, he had his first grand mal scott66@example.net.
He fell to the ground.
He stopped breathing.
Jini's parents are Korean immigrants.
They came to the country with limited resources speaking little English, so it was up to Jini to enroll her family in Medicaid.
She was nine years old.
That moment defined her mission, and that mission became her company, and that company bid on, won and delivered on that contract.
Here's Jini to tell you why.
(Video) Jini Kim: Medicaid saved my family from bankruptcy, and today it provides for Kimong's health and for millions of others.
Nuna is my love letter to Medicaid.
Every row of data is a life whose story deserves to be told with dignity.
JD: And Jini's story tells us that a compelling sense of why can be the launchpad for our objectives.
Remember, that's what we want to have accomplished.
And objectives are significant, they're action-oriented, they are inspiring, and they're a kind of vaccine against fuzzy thinking.
You think a rockstar would be an unlikely user of Objectives and Key Results, but for years, Bono has used OKRs to wage a global war against poverty and disease, and his ONE organization has focused on two really gorgeous, audacious objectives.
The first is debt relief for the poorest countries in the world.
The next is universal access to anti-HIV drugs.
Now, why are these good objectives?
Let's go back to our checklist.
Significant?
Check.
Concrete?
Yes.
Action-oriented?
Yes.
Inspirational?
Well, let's just listen to Bono.
(Video) Bono: So you're passionate?
How passionate?
What actions does your passion lead you to do?
If the heart doesn't find a perfect rhyme with the head, then your passion means nothing.
The OKR framework cultivates the madness, the chemistry contained inside it.
It gives us an environment for risk, for trust, where failing is not a fireable offense.
And when you have that sort of structure and environment and the right people, magic is around the corner.
JD: I love that.
OKRs cultivate the madness, and magic is right around the corner.
This is perfect.
So with Jini we've covered the whys, with Bono the whats of goal-setting.
Let's turn our attention to the hows.
Remember, the hows are the key results.
That's how we meet our objectives.
And good results are specific and time-bound.
They're aggressive but realistic.
They're measurable, and they're verifiable.
Those are good key results.
In 1999, I introduced OKRs to Google's cofounders, Larry and Sergey.
Here they are, 24 years old in their garage.
And Sergey enthusiastically said he'd adopt them.
Well, not quite.
What he really said was, "We don't have any other way to manage this company, so we'll give it a go."
(Laughter) And I took that as a kind of endorsement.
But every quarter since then, every Googler has written down her objectives and her key results.
They've graded them, and they've published them for everyone to see.
And these are not used for bonuses or for promotions.
They're set aside.
They're used for a higher purpose, and that's to get collective commitment to truly stretch goals.
In 2008, a Googler, Sundar Pichai, took on an objective which was to build the next generation client platform for the future of web applications -- in other words, build the best browser.
He was very thoughtful about how he chose his key results.
How do you measure the best browser?
It could be ad clicks or engagement.
No.
He said: numbers of users, because users are going to decide if Chrome is a great browser or not.
So he had this one three-year-long objective: build the best browser.
And then every year he stuck to the same key results, numbers of users, but he upped the ante.
In the first year, his goal was 20 million users and he missed it.
He got less than 10.
Second year, he raised the bar to 50 million.
He got to 37 million users.
Somewhat better.
In the third year, he upped the ante once more to a hundred million.
He launched an aggressive marketing campaign, broader distribution, improved the technology, and kaboom!
He got 111 million users.
Here's why I like this story, not so much for the happy ending, but it shows someone carefully choosing the right objective and then sticking to it year after year after year.
It's a perfect story for a nerd like me.
Now, I think of OKRs as transparent vessels that are made from the whats and hows of our ambitions.
What really matters is the why that we pour into those vessels.
That's why we do our work.
OKRs are not a silver bullet.
They're not going to be a substitute for a strong culture or for stronger leadership, but when those fundamentals are in place, they can take you to the mountaintop.
I want you to think about your life for a moment.
Do you have the right metrics?
Take time to write down your values, your objectives and your key results.
Do it today.
If you'd like some feedback on them, you can send them to me.
I'm scott66@example.net.
If we think of the world-changing goals of an Intel, of a Nuna, of Bono, of Google, they're remarkable: ubiquitous computing, affordable health care, high-quality for everyone, ending global poverty, access to all the world's information.
Here's the deal: every one of those goals is powered today by OKRs.
Now, I've been called the Johnny Appleseed of OKRs for spreading the good gospel according to Andy Grove, but I want you to join me in this movement.
Let's fight for what it is that really matters, because we can take OKRs beyond our businesses.
We can take them to our families, to our schools, even to our governments.
We can hold those governments accountable.
We can transform those informations.
We can get back on the right track if we can and do measure what really matters.
Thank you.
(Applause)