In this phase we’ll find answers to the questions “which problems do you want to solve with OKR?” and “What are the success criteria?”. If you already apply OKR, I’ll audit your current OKR system and consult you how to move on to the next level. Is it going to be value stream or team based OKR? How do we do the alignment? How long is a cycle? We’ll find answers to these questions and design the OKR Architecture and Process that fit your organisation. If needed, we’ll organize additional workshops to develop a/o review your vision and strategy that are indispensable for the future of OKR.
Our next step is to build inhouse knowledge so that you can keep and improve your OKR system long after I’m gone. I’ll train the future OKR Agents and OKR Process Owners of your organisation, who can support OKR teams and improve the OKR Process. The content of inhouse trainings vary depending on the roles and levels of the participants. A Product Owner might need different impulses than a Scrum Master. I’ll also organize brief OKR introductions sessions for everyone involved in the OKR process.
OKR Planning Workshops: During the 1-2 cycles I’ll facilitate and moderate the OKR Planning Workshops at all levels, depending on the OKR Architecture we’ve designed in the first phase.
OKR Check-Ins:If you don’t keep track of OKR regularly, the motivation will sink. With regular check-ins we’ll make sure teams have the necessary conversation to work on their OKR.
OKR Reflection: After the OKR cycle ends it’s crucial to reflect on what happened, what worked well, what not, in order to learn from the past and improve the future OKR cycles.
🚩 Stop OKR Silos: Value Stream OKR instead of Org Chart based OKR. Spend your time in creating value instead of long alignment meetings. If you want to create an end-to-end value for your customers and stakeholders you need a cross functional team who works together.
🚩 Stop Output OKR: Outcome over Output. Not the things you do (output) are important but the change you create (outcome).
🚩 Stop Unlimited OKR: One of the top reasons, why people start with OKR is to stay focused. The best way to set focus is to limit your OKRs (1, 2 or max. 3 Objectives and 3 Key Results per Objective) and the work in process.
🚩 Stop Top Down cascaded “Must Do” OKR: You want to use the potential of your people, right? That’s why you hired them, because you believe they are the best for the job, right? So, trust and let them do it! While leadership set the strategic focus and align everyone with a shared vision, the teams think of best solutions.
🚩 Stop OKR for everyone and everything: OKR is a framework to execute a strategy, to collect data and pivot accordingly.There are many ways proven to be good to manage repeating work and business as usual, which are way easier to apply than OKR. So why use OKR for daily business? If you want to automatise or improve part of your daily business, so that you have more time for strategic work, then you can write OKR accordingly but not to manage your usual daily business.
🚩 Stop Individual OKR: In which world can one individual in an organisation execute the strategy on their own? So why the need of individual OKR? Besides, in a conflict of priorities, people will choose their own individual goals over team’s goals. If you’re a solo-entrepreneur or go through a personal development than you might have your own OKR, but this is a different story.
🚩 Stop linking OKR to compensation or performance: If you judge or praise a person based on their goal results they’re going to set goals they can definitely reach. It’s called sandbagging. Besides, it is scientifically proven that knowledge workers perform worse when their work is linked to a bonus. All what knowledge workers need is to be motivated intrinsically.
OKR is not a silver bullet. Before and after setting OKR there are many aspects that affect your OKR or get affected by OKR. Thanks to my 12+ years of work experience I have a portfolio of methods and frameworks I’ve practical experience with to apply depending on the situation.
One of the most relevant part of the OKR puzzle is the vision and strategy. If there is no North Star, the organisation will never be aligned no matter how good you are at OKR. And having your North Star defined won’t help alone because you’ll need a strategy how to get there. Therefore an OKR coach needs to be able to help you with defining your vision and strategy before setting OKR.
Did you know that the top 1 reason why startups fail is because there is no market need for the product they develop. As part of OKR’s nature you’ll work in shorter iterations instead of yearly plans which enables an evolving strategy thanks to the shorter feedback loops which are necessary to become customer centric.
Leadership plays a huge role in any change and transformation. In the modern age of knowledge workers the role of leadership has changed from telling people what the solution is to projecting what’s there to solve.
I believe the organisations of the future will be the ones that are able to adapt themselves to their surroundings like an octopus. In my OKR coaching I help you focus on your business agility as a whole organisation.
Participative collaboration require a facilitation that enables an environment where everyone (both introverts and extroverts) can collaborate and participate, no matter which hierarchical level they belong to.