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Let's be real, most of us were 
never actually taught in life 

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how to make big decisions. 
Not in high school, not in 

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college, and definitely not in 
your first job. 

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At Stanford, we learned the 
tools on how to rewire our own 

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personal operating system. 
How do you make better decisions

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for your career and your 
personal life? 

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This is the next part of our 
most downloaded series, which is

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basically everything we learned 
at Harvard Business School and 

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the most important tools we 
learned at Stanford's Graduate 

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School of Business. 
I'm Cherie. 

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I'm Jean. 
And we're the tiger. 

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Sisters, we are the Internet's 
Wall Street and Silicon Valley 

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Big Sisters. 
We're a top ten business podcast

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00:00:39,840 --> 00:00:43,200
on Spotify where we talk about 
money, power, and love. 

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If you missed the first episode 
of the six most important tools 

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00:00:58,760 --> 00:01:01,480
that we learned at Stanford 
Business School, then definitely

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go back and binge it later. 
And so for each of these tools, 

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once again, we're going to do 2 
things. 

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One, we're going to approach it 
like a real HBS, Harvard 

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Business School or Stanford GSB 
case study, which means we're 

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going to bring examples from 
real companies and brands and 

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from our own work experience. 
And the second thing we're going

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to do is that for each of these 
tools, we'll actually have a 

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mini exercise that we can work 
through right here on the spot 

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so that you actually experience 
the learnings as we're going 

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through the. 
Podcast and as you're going 

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through the mini exercises live 
with us, we would love to hear 

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from you guys. 
Please drop in the comments, 

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share some of the things you're 
thinking through, and we read 

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through every single comment and
we'll try to reply to all of 

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them. 
And while you're at it, please 

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like, comment, and subscribe 
rate US five stars on Apple 

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Podcasts and Spotify because it 
really helps other people find 

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us, and it helps keep Tiger 
Sisters alive. 

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Great, let's dive right in. 
The first framework is called 

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Jobs to be Done and honestly 
this is one of the most 

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misunderstood ideas or 
frameworks in product or 

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marketing. 
This framework was first created

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by Clay Christensen during his 
time at HBS, but we learned this

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at Stanford as well and 
obviously took it to the next 

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level. 
Hmm. 

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OK, so here's the core idea in a
nutshell. 

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People don't actually buy 
products, they actually hire 

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them to do a job in their life. 
And most of the time, that job 

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is actually emotional, not just 
purely functional. 

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And at LinkedIn, we use this 
framework all the time. 

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If you take LinkedIn profile for
example, why do people update 

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their profile? 
Is it for visibility? 

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Is it for validation or is it to
get hired? 

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Knowing which job you are using 
the product for or your 

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customers are using the product 
for really helps you understand 

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what to build. 
I thought of another example, 

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which is our own products, 
sisters matcha. 

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You might think that people are 
buying sisters matcha just 

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because it's an ultra premium, 
super high quality like amazing 

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tasting matcha. 
But I think having talked to 

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some of our customers, a big 
part of why they're buying it is

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because they they love the 
narrative and the story behind 

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it. 
And like we've spent a lot of 

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time sharing that narrative, how
it comes from a small family 

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owned farm in Wazooka, Japan 
that you and I both worked on. 

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And like we've shown that whole 
journey of how it's made. 

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So I feel like part of the 
reason why people are hiring 

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sisters Matcha, our product is 
that they are also kind of 

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getting that sort of experience 
of being a part of that one, 

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that whole sort of like 
community. 

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OK, so now let's do the mini 
exercise, which is think about 

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your product, your service or 
even your role at work and be 

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super, super honest with 
yourself. 

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What are people hiring you for? 
Is it for your competence? 

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Is it for your confidence? 
Is it because you are calm in 

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the eye of the storm? 
Is it because you are 

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entertainment personality hire? 
But think about it and then put 

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your answers in the comments so 
that we can see what you guys 

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are doing. 
And next, we'll dive into 

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Framework 2 right after this 
break. 

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Applying to business schools, 
it's a lot. 

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We know Every decision feels 
high stakes. 

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Where to apply, when to apply? 
How do you stand out? 

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You're Googling everything 
alone, hoping you're not making 

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a huge mistake. 
Those months applying to 

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Business School, they were some 
of the most stressful of my 

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life. 
Having an expert to guide you 

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through the complicated 
application process, That's a 

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00:04:42,200 --> 00:04:43,880
game. 
Changer and that's why we've 

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partnered with MBA Mission. 
They're offering Tiger Sisters 

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00:04:47,560 --> 00:04:52,600
listeners free personalized 
one-on-one MBA consultations. 

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You can ask their experts 
anything and get advice you can 

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use right away. 
The essays, the interviews 

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sharpen your own personal 
narrative. 

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Think of them as your own 
personal counselors to help you 

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00:05:04,760 --> 00:05:08,200
with the entire process. 
They are the leaders in MBA 

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missions consulting and I wish I
knew about them when I I was 

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applying. 
So go to mbamission.com/consult 

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and pick Tiger Sisters in the 
drop down menu to claim your 

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free consultation today. 
Book now before the calendar 

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fills up. 
Check out the episode 

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00:05:22,440 --> 00:05:25,040
description. 
We have a special discount for 

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platform. 
They have over 25 hours of 

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videos that take you step by 
step in the application process.

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All right, now back to our show.
And we're back. 

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OK, Framework 2 is about 
decision trees and expected 

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values. 
This second framework can really

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save you from decision making 
paralysis, also known as how to 

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make the big important decisions
in your life without losing your

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mind. 
Think of it as a way to force 

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clarity when the stakes are 
high, so that you have both 

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qualitative and quantitative 
methods. 

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So the next time you have a 
really big decision to make, use

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this process. 
There are 4 steps. 

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One, list out all of your 
options, 2 sketch out the 

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possible outcomes for each. 
Three, assign a probability and 

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a payoff, and four, determine 
the expected value by 

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multiplying the probability with
that value. 

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OK, that sounds a little bit 
complicated, but I'll give a 

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solid example. 
So for me, one time when I use 

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this is when I was going through
job offers and I was looking at 

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this job offer that basically 
looked amazing on paper and 

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there were all these different 
components to it. 

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So what I did was I mapped out 
three different outcomes for 

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this job, right? 
One was best case scenario, one 

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was worst case scenario, and 
then one was the most likely 

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scenario. 
And then I kind of put a number 

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to each of those outcomes, a 
value basically, And then I 

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multiplied each of those by the 
likelihood of each of those 

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happening. 
So the most likely one was the 

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middle case. 
And then when I mapped that all 

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out and I compared all the 
different outcomes, at the end 

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of the day, it was kind of a man
offer, despite the fact that it 

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looked so amazing on paper. 
Meanwhile, you can compare that 

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to another option, which is 
entrepreneurship, which actually

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looks really risky on paper. 
And most of the time you can 

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assign a very low value to it 
because you're not making that 

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much money at the beginning. 
But the option value and the 

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upside is actually huge when you
map it out using this process. 

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And the biggest companies out 
there don't just use their gut. 

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They actually use frameworks to 
map out what are the potential 

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options and which ones are most 
likely to happen. 

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For example, Netflix uses this 
framework to green light their 

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TV shows and movies. 
VC firms use this framework to 

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better understand what companies
to invest in and like Amazon 

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uses this framework to better 
understand the pricing models. 

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Yeah. 
I mean, gut instinct is cute, 

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but billion dollar companies, 
they use math and they use 

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expected value. 
And I think it's really cool 

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that you can take this framework
that companies use in day-to-day

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business and honestly apply it 
to the smart decisions in your 

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life. 
I think even worse than making a

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bad or a wrong decision is 
staying stuck. 

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People often delay decision 
making because they're afraid or

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scared of being wrong or looking
wrong. 

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But this framework actually 
shows you how to be wrong 

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safely. 
And at that point, you have the 

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most informed decision that you 
could possibly make. 

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So then you get to choose 
Something that's really 

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ingrained in my head is that the
LinkedIn product officer has a 

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saying. 
He says I may be wrong but I'm 

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not confused and. 
That's. 

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Something that people like, 
quote back to him all the time, 

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that. 
Who says that? 

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His name is Tomer Cohen and he's
head of product of LinkedIn and 

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he says that all the time when 
it comes to decision making 

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because he's not afraid of being
wrong. 

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I like that. 
But he's not confused. 

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He knows the decision that he's 
made and you know he rolls with 

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it. 
Yeah, maybe I'll borrow that. 

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Maybe I'll say instead. 
Like I may be wrong but I have 

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clarity. 
Exactly like that. 

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Yeah. 
Yeah. 

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OK, time for the mini exercise. 
I love this part. 

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So the mini exercise for this 
framework is to pick some sort 

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of decision that you've been 
putting off and is living rent 

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free in your brain, and then 
actually do this. 

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Map out two to three potential 
outcomes for this decision. 

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Assign some sort of value to 
each of those outcomes, and then

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also assign a probability to 
each of those outcomes. 

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Multiply those out and then you 
get the expected value for each 

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of them. 
And once you model it out, the 

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whole point is that it doesn't 
have to be perfect. 

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It just has to be putting 
something down on paper so that 

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you have more clarity than the 
swirl that's going on in your 

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head today. 
And if you're open to sharing, 

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we'd love to hear some of the 
decisions that you're thinking 

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through in the comments below. 
And the expected values and what

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you end up picking because I am 
nosy and I want to know 

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everything that's going on in 
your lives. 

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Cool. 
And the Last Framework combines 

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Stanford design thinking with 
our product management 

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background. 
We'll get right to it after this

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break. 
Quick pause. 

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Tiger Fam, this is Cherie and we
just dropped a brand new 

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listener survey. 
It's different from the audience

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00:10:30,640 --> 00:10:31,400
survey. 
That you. 

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00:10:31,400 --> 00:10:34,880
Hopefully already filled out. 
It's 10 quick questions and two 

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00:10:34,880 --> 00:10:37,720
minutes Max your support. 
Keeps the episodes. 

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Free and publishing weekly. 
Why? 

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Because your answers tell future
sponsors the Tiger Sisters is a 

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show worth investing in that. 
Means better partners. 

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Stronger episodes and no random 
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Tap the listener survey link in 
the description right after this

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00:10:53,600 --> 00:10:55,600
episode. 
Talk it out and help us keep 

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building a podcast that feels 
made for you. 

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Thank you from the bottom of our
hearts for being the best part 

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00:11:01,520 --> 00:11:03,720
of Tiger Sisters. 
Now back to the show. 

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00:11:04,400 --> 00:11:07,080
And we're back. 
OK, So the last framework, 

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Framework 3 is life as a product
road map or also known as using 

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OK Rs, which are objectives and 
key results. 

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So Sheree, what can you tell us 
about this? 

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I first learned about the OKR 
Objective Key Results framework 

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in the professional setting at 
work, but I think it's really 

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cool because you can actually 
use Okr's to plan out your own 

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personal life, which is 
something that I do. 

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Yeah. 
And so OK Rs were actually 

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invented by Andy Grove at Intel 
first, but it was also 

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popularized by Google and also 
very much through Stanford's 

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design program. 
And now it's pretty much used in

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I would say every tech company 
and lots of non tech companies 

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have also adopted OK Rs. 
So at LinkedIn, of course, we 

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have the professional OK Rs and 
these are like the larger goals 

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that our organization shares. 
So we know what goal everyone is

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working towards for the quarter,
but we also did personal OK Rs 

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and we actually shared this on 
my larger team too. 

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So basically you would have your
larger goal and see how you 

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would measure that goal in your 
personal life. 

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And we would share this with our
team so everyone else would know

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kind of what we were doing in 
our personal lives. 

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As much as you wanted to share, 
but some funny things are like 

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if people their objective was to
get into better shape, they'd be

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like their that's their goal. 
Their key result is, oh, I need 

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to go to the gym four days a 
week. 

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Some of the people on my team 
shared they wanted to get better

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at dancing or they wanted to 
learn piano, but then we could 

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kind of know more about their 
personal lives, so it was like a

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fun activity in that way. 
Yeah, we actually did this on my

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team too. 
And it was also helpful because 

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when you share your OK Rs, then 
everyone else on your immediate 

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team knows something that is 
very important to you personally

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and they can actually support 
you through it. 

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So I remember someone did have 
the goal of like, oh, I want to 

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go to the gym three times a 
week. 

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So like knowing that if this 
person was sort of like running 

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late for their gym class, we'd 
be like, no, no, no, don't worry

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about it. 
Just tackle this later. 

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Go make your gym class. 
I know it's your personal OK R. 

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No, that's so nice. 
Yeah. 

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And supportive, yeah. 
At a supportive team. 

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Yeah, I think it's fun also to 
share because in that way you 

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have social accountability too. 
So that like by the end of the 

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quarter when we also did our 
review session of our personal 

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OK Rs because like you can put a
goal out there and put it out 

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into the world. 
I had a subjective, but you 

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might not accomplish it. 
Then everyone at the end of the 

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00:13:30,320 --> 00:13:33,360
quarter was like trying to rush 
to make their OK Rs if they 

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could get something you know in 
by the when the finish line was 

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approaching. 
Yeah. 

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But let's let's like continue to
roll with this example of 

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explaining how to use OK, R So 
like if your objective is I want

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to get into better shape by the 
end of this quarter, you know, 

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within three months, what are 
two of your KRS or key results 

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that you would go along with it 
and also explain what a key 

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result is? 
A key result is how you measure 

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your goal or measure that you 
achieved your objective. 

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For example, it could be 
something like if your objective

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is to get into better shape, a 
key result could mean something 

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like very numbers driven, like I
want to go to the gym three days

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a week for five weeks in a row, 
for example. 

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Or by the end of this quarter, I
want to be, I don't know, I'm 

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not like a gym bro, but I don't 
know, like like 20% BMI or 

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00:14:23,520 --> 00:14:24,920
something like that. 
Yeah, Yeah, like you have. 

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Like a #20% body fat or 
something like. 

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00:14:27,040 --> 00:14:29,800
Exactly. 
So like you have a number that 

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you can track week over week to 
see also how you're making 

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progress towards your. 
Goal, yeah. 

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So like in the business world 
most of the time, OK, ours are 

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related to, you know, like major
strategic goals or like growing 

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the business. 
So it might be your objective is

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to hit this level of growth in 
the company and then the key 

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results are like achieve this 
sort of revenue in, you know, 

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this sector of the business and 
then sign on like 25% new 

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customers in this part of the 
business. 

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But you can see how it actually 
can be. 

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It's very extensible and you can
apply it to your everyday life 

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in a way that's really helpful. 
And it makes the objective or 

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the goal less scary because you 
get to break it down into very 

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actionable milestones that you 
hope to see, to show you that if

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00:15:16,960 --> 00:15:19,840
you accomplish these key 
results, then you will have 

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reached. 
Your stated objective. 

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00:15:22,320 --> 00:15:24,000
Yeah. 
And then one last thing I'll say

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about it is that actually a very
powerful part of going through 

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the OK R process is even just 
figuring out what sort of key 

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00:15:32,520 --> 00:15:35,680
results would ladder up to the 
objective and like going through

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that exercise. 
Because then it makes you like, 

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think about it like, if I 
actually want to achieve this, 

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what are the things that I have 
to do to like, ladder up to that

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00:15:44,400 --> 00:15:46,080
outcome? 
Why laughing? 

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00:15:46,480 --> 00:15:51,240
Because I just had a core memory
activated what in 2020, I was 

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00:15:51,240 --> 00:15:55,400
trying to make like a fashion 
style wear brand because I was 

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00:15:55,400 --> 00:15:58,560
really bored during COVID and I 
actually considered calling it 

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00:15:58,560 --> 00:16:05,080
OK R, which now in upon 
reflection five years later, I 

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00:16:05,080 --> 00:16:08,520
understand how lame that is. 
But that's how much I like love 

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00:16:08,520 --> 00:16:10,680
OK Rs. 
It's funny. 

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00:16:10,680 --> 00:16:14,200
Well, you would have had to like
go back and and come up with 

304
00:16:14,200 --> 00:16:17,440
another thing that it stood for.
Yeah, it could stand for 

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00:16:17,440 --> 00:16:20,800
objective, key result and 
something else that's trendy, 

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00:16:20,800 --> 00:16:23,200
fun and cute. 
But the idea came to me because 

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00:16:23,200 --> 00:16:24,480
I love OK Rs. 
Yeah. 

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00:16:24,640 --> 00:16:28,520
That's like, there's this one of
the main company, one of the 

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00:16:28,520 --> 00:16:31,280
main car manufacturers in the 
world that is Chinese. 

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It's called BYD, and originally 
BYD stood for something that's 

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like Chinese, but when they 
opened up to the Western market,

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00:16:39,640 --> 00:16:42,840
they renamed it and they said 
BYD stands for Build Your 

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00:16:42,840 --> 00:16:45,560
Dreams, which is allegedly 
allegedly. 

314
00:16:45,560 --> 00:16:47,440
A pretty cool name for a 
company, yeah. 

315
00:16:47,600 --> 00:16:51,680
Yeah, I love it. 
I have to think of something for

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00:16:51,680 --> 00:16:54,960
OK R that's less lame. 
I think the other good thing 

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00:16:54,960 --> 00:16:58,040
about OK Rs is it makes you 
shine a light on what is 

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00:16:58,040 --> 00:17:01,000
actually most important to you 
and write it down. 

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00:17:01,240 --> 00:17:05,119
Because without OK Rs, a lot of 
times everything can feel urgent

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00:17:05,359 --> 00:17:06,920
and you're just like, I have to 
do this, I have to do this, I 

321
00:17:06,920 --> 00:17:09,200
have to do this. 
And then you're kind of just 

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00:17:09,200 --> 00:17:12,200
like tackling things as they 
come and you're not really being

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00:17:12,200 --> 00:17:14,359
as effective as you could be. 
True. 

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00:17:14,680 --> 00:17:18,040
And like if you're in the 
corporate world and like people 

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00:17:18,040 --> 00:17:22,040
are asking you to do ABCD and 
like asking for your time to do 

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00:17:22,040 --> 00:17:25,280
stuff, if it doesn't ladder up 
to your personal OK Rs, you can 

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00:17:25,280 --> 00:17:27,359
like choose whether or not you 
want to do it. 

328
00:17:27,520 --> 00:17:30,200
You're a professional, OK Rs, 
you can choose whether or not to

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00:17:30,200 --> 00:17:31,840
do it because it honestly might 
not serve you. 

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00:17:32,120 --> 00:17:35,200
So it like kind of serves also 
as a guardrail of like what 

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00:17:35,200 --> 00:17:38,640
success could look like for you 
in the professional world, but 

332
00:17:38,640 --> 00:17:41,720
also the personal world too. 
Yeah, that's a great point. 

333
00:17:41,720 --> 00:17:45,400
That's a I feel like that's kind
of like another episode, but 

334
00:17:45,400 --> 00:17:48,840
just a little teaser is that a 
lot of times people if they ask 

335
00:17:48,840 --> 00:17:50,880
you to do something, you'd be 
like, Oh well, I would love to 

336
00:17:50,880 --> 00:17:55,080
do that, but I actually have to 
focus on XYZ first because 

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00:17:55,280 --> 00:17:57,240
that's my stated OK R. 
Yeah. 

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00:17:57,440 --> 00:17:59,840
Like not that it's an excuse 
because it's a very valid 

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00:17:59,840 --> 00:18:04,720
excuse, but like you can very 
much point to a goal that you 

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00:18:04,720 --> 00:18:07,160
are set setting out to achieve 
that everyone else has 

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00:18:07,160 --> 00:18:12,040
visibility into. 
On the other hand, it's kind of 

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00:18:12,040 --> 00:18:16,200
disastrous when you're OK Rs 
don't necessarily ladder up to 

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00:18:16,200 --> 00:18:20,280
the OK Rs of the org that are 
like the org that encompasses 

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00:18:20,280 --> 00:18:22,160
you. 
That's a whole other story. 

345
00:18:22,280 --> 00:18:25,640
Yeah. 
Dun Dun Dun. 

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00:18:26,120 --> 00:18:27,760
To be continued. 
Let us know if you want to know 

347
00:18:27,760 --> 00:18:29,040
more. 
About that, yeah, we have 

348
00:18:29,040 --> 00:18:32,680
thoughts that goes into our 
Power and Influence episode. 

349
00:18:32,680 --> 00:18:37,800
Go check it out in Season 4 
where we talk about influencing 

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00:18:37,800 --> 00:18:44,120
in the workplace and the mini 
exercise for this framework is 

351
00:18:44,120 --> 00:18:48,440
to set a personal OK R for you. 
What are your goals and how will

352
00:18:48,440 --> 00:18:50,760
you measure success if you 
achieve that? 

353
00:18:50,800 --> 00:18:53,800
Goal and it could be a totally 
personal goal. 

354
00:18:53,800 --> 00:18:57,240
So for example, the goal could 
be I want to improve my mental 

355
00:18:57,240 --> 00:18:59,880
health. 
So that could be the objective. 

356
00:18:59,880 --> 00:19:05,240
And then the K Rs could be KR 
one do three sessions of therapy

357
00:19:05,240 --> 00:19:11,320
this quarter, KR2 Journal twice 
a week for this quarter and then

358
00:19:11,320 --> 00:19:15,320
KR3 take one full rest day. 
So that's that's yeah. 

359
00:19:15,440 --> 00:19:17,320
I love it. 
I'm going to borrow that. 

360
00:19:17,320 --> 00:19:21,680
OK, R. 
OK, now we're going into the 

361
00:19:21,680 --> 00:19:23,880
takeaways, the last part of the 
episode. 

362
00:19:24,320 --> 00:19:27,160
And these are the three 
frameworks that helped change 

363
00:19:27,160 --> 00:19:30,400
how we think. 
The first is the Jobs to be Done

364
00:19:30,400 --> 00:19:33,960
framework, which helps us decide
if we're solving the right 

365
00:19:33,960 --> 00:19:37,240
problem. 
The second is the decision tree 

366
00:19:37,240 --> 00:19:40,280
framework, It helps you stop 
spiraling and make the right 

367
00:19:40,280 --> 00:19:42,840
decision. 
And the third is the OK R 

368
00:19:42,840 --> 00:19:45,240
framework where you can 
prioritize what matters. 

369
00:19:45,240 --> 00:19:49,000
So if something landed today in 
this episode, don't just nod 

370
00:19:49,000 --> 00:19:52,960
along, do these mini exercises 
and actually commit to posting 

371
00:19:52,960 --> 00:19:56,000
your answers in the comments so 
that we can see them and then we

372
00:19:56,000 --> 00:19:58,200
can actually respond. 
And you guys know, we love to 

373
00:19:58,200 --> 00:20:01,920
respond to the comments and also
make sure you like, follow and 

374
00:20:01,920 --> 00:20:03,920
subscribe. 
If you're listening on Apple 

375
00:20:03,920 --> 00:20:07,240
Podcasts or Spotify, make sure 
you rate US five stars. 

376
00:20:07,240 --> 00:20:10,520
And all of this helps other 
people just like you discover 

377
00:20:10,520 --> 00:20:12,920
our podcasts, and it also keeps 
us alive. 

378
00:20:14,120 --> 00:20:17,200
Thanks and we'll see you next. 
Time bye.