We will discover the 4 superpowers of this method, the importance that the whole organization, from the base to the management, concentrates its efforts on the same important issues, and how it is relevant to monitor through key results, in what way these objectives are achieved.
A management and growth methodology applicable both on a startup, as well as within a company already on the market.
This model is called OKR ( O bjectives and K ey R esults) and is a collaborative goal setting protocol for companies, teams and individuals. It is a management methodology that helps ensure that efforts are focused on the same important issues across the organization chain, from grassroots to management.
A goal is simply what needs to be achieved, nothing more and nothing less. By definition, the objectives are significant, concrete, action-oriented, motivating. If properly designed and distributed, they are a vaccine against confused thinking and an uncertain execution.
The key findings are reference standards and monitor how the goal is achieved. To be effective they must be specific, bound by a deadline, aggressive but realistic and, above all, measurable and verifiable.
Either you meet the requirements of a key result, or you don’t: there is no gray area, there is no room for doubt. At the end of the designated period, typically a quarter, it is stated whether the key result has been achieved or not.
The 4 superpowers of the OKR method:
1) Focus and engage on priorities
OKRs help us choose the one that matters most.
- Set the appropriate cadence for your OKR cycle. Double tracking is recommended, with quarterly OKRs distributed in parallel and associated with long-term strategies.
- To work out the implementation nodes and strengthen the commitment of the leaders, introduce the launch of the OKRs first with senior management. In this way you will allow the process to gain momentum, before recruiting individual collaborators to participate.
- Designate an OKR “pastor” to ensure that each individual spends the time of each cycle choosing what matters most.
- Set yourself three to five main goals – what you need to achieve – for each cycle. Too many OKRs dilute and disperse people’s effort. Expand your actual capacity by deciding what not to do, then discard, differ or scale accordingly.
- In choosing the OKR, look for the lenses that have the maximum power to obtain exceptional performance.
- Find the raw material for the main OKRs in the mission statement of the organization, in the strategic plan or in a general theme chosen by the leadership.
- To emphasize a departmental goal and gain lateral support, raise it to the company’s general OKR.
- For each goal, establish no more than five key outcomes that are measurable, unambiguous and bound by a deadline. By definition, completing all the key results equates to achieving the goal.
- When a key result requires extra attention, target it for one or more cycles.
- The most important element for the success of the OKR method is the belief and support from the leaders of the organization.
2) Align and connect teamwork
Public and transparent OKRs ignite and strengthen collaboration.