Learn how to effectively use OKRs to focus efforts and drive impact
•Download as PPTX, PDF•
1 like•389 views
This document outlines how to use Objectives and Key Results (OKRs) within an organization. It discusses setting inspiring objectives and measurable key results, aligning OKRs across different levels and teams, and using an OKR app to track progress. OKRs should be qualitative, actionable by teams independently, and use the team's language. Key results should be quantitative, observable metrics to determine if objectives are achieved. Regular check-ins and transparency are emphasized to focus efforts and synchronize work towards shared goals.
Recommended
Recommended
More Related Content
What's hot
Viewers also liked
Similar to Learn how to effectively use OKRs to focus efforts and drive impact
Similar to Learn how to effectively use OKRs to focus efforts and drive impact (20)
Recently uploaded
Recently uploaded (20)
Learn how to effectively use OKRs to focus efforts and drive impact
- 1. OKR’s Use ‘m or lose ‘m!
- 2. Who are we? And why are we here
- 3. Session outline Joined effort Why - Theory How - Practice Use the app Share lessons learned Q & A
- 4. OKR 101 I will ________ as measured by ____________.
- 6. How? ⋆ Qualitative ⋆ Actionable by the team independently ⋆ Use the language of the team Leading questions ⋆ What do we want to achieve? ⋆ What do we want to change/improve? ⋆ How can we contribute to company level?
- 7. Stretching Be ambitious in setting goals, but... Understand you have a breaking point
- 8. Key results Are we there yet?
- 9. How? ⋆ Quantitative ⋆ Observable ⋆ Difficult, not impossible ⋆ Balanced metrics Leading questions ⋆ Imagine the perfect future ⋆ How can we tell when we reach our objective?
- 10. Success? Success is not checking a to do list. Success is having an impact. If you complete all tasks and nothing ever gets better, that's not success.
- 11. The values of OKR’s
- 12. Personalize Vision is one thing, making it ‘personal’ is another
- 15. Focus “What we are NOT doing”
- 18. Company OKR’s - long term Team & personal OKR’s - Mid term Action update & intermediate KR scoring Each level, its own pace
- 19. Weekly sanity check Discipline ~ Pace keeper Score key results Confidence level of key results Assess & prioritize action list
- 21. Shared OKR’s Virtual team Different teams have same OKR’s but own tasks & actions Limit dependencies across teams
- 22. OKR app for Holacracy OS
- 24. Little break
- 25. Evaluate options step 1: list 3 tensions step 2: prioritize against OKRs step 3: 1st tension > generate options step 4: per option, validate against current OKRs of circle step 5: map options out on axis step 6: decide option = OKR Action cost value to OKR
- 26. Feedback Place for your Lessons Learned Share with group, per group
- 27. Use ‘m or lose ‘m OKR’s?
- 28. When in trouble... Petra Liesmons: petra.liesmons@plunge.be Kitty Iding: kitty@agilecocktails.nl
Editor's Notes
- This session is taking participants on a trip to refresh & validate knowledge on what OKRs can bring. Understanding how this framework can uplift your autonomy and guide you, your team and your company to reach a shared purpose. With one foot in theory and the other in practice, this workshop teaches you why and how to embed OKRs in your operating system.
- How come we’re here? Who are we What is DareDevils? (network of peers with a shared purpose> events to inspire, talk to share knowledge, studio to help organizations embed change)
- Just touching the basics shortly, as a reminder or to get everybody in the same thinking mood.
- Why? Partly achieving a bold goal gives better results that fully achieving an easy target. Aim for the moon and you will land among the stars.
- Pay attention not to set normal company performance metrics as objectives, like achieve yearly revenue target.
- Not everyone stretches with the same ease, find common ground in team and how this relates to your stretching ability. Start ‘easy’, stretch a bit but have some level of comfort and routine and find what’s right for you. Afterwards, based on this ‘baseline’ you can stretch harder. You’ll find out you will improve on stretching itself > compare to elastic bands or balloons.
- Success Criteria that show if we are progressing. Metrics (recommended) or Milestones. Not tasks or actions!
- Be careful not to have one sided key results as you will get the behaviour you measure.
- It is important to understand that OKRs is not a to-do list, and you don't put in OKRs things that you do on the daily basis anyway (don't put job tasks into OKRs). What you do put in OKRs is - what RESULTS you want to achieve . One need to learn how to turn to-dos into results. To-dos are endless, and if you are not focusing on the result you trying to achieve [at the end of to-do list] - also pointless.
- “They make people ask about why they are doing what they are doing” Pitfall: vision is too general. People can’t see/imagine how the contribute to the vision. Check: if you replace your company’s name with any other; does the vision still makes sense? => too general
- Set Company OKR’s first To prevent “top down”, use “group effort” approach.
- Make sure ALL OKR’s are for anyone to see, at any time. No specific tool need, Google spreadsheet will do just fine for starters. Peer pressure: sometimes we need an “invisible hand” to give us a little push Failure: nobody’s perfect, learn and share those learnings! Command & control: are you following your own actions or someone else’s? Autonomy is a great good (especially in knowledge work> Drive/Dan Pink)
- Use as decision maker, when in doubt ask yourself: “does it contribute to mine or somebody else’s OKR’s?”
- It’s not so much about speed itself, but your ability to handle change more effectively and efficiently
- Draw rhythm ⤵⤵⤵etc Long term company target OKR’s - true north Mid-term team & individual OKR’s - alignment Weekly actions & measuring progress & updating actions - feedback & options selection
- Set company OKR’s with input from everyone Set Team & personal OKR’s Multiple inheritance possible After setting team & personal OKR’ allow for short peer alignment period so that teams & individuals can tune & optimise their OKR’s to amplify performance. Dependencies might arise between teams and/or people to fulfil higher OKR’s. If two entities have exactly the same objective & key results but each have their own set of actions/competencies to contribute, consider shared OKR’s as explained in the next slide.
- Something “special”
- We promised in the outline of the session you would be part of the session as well… This is where you get to DO stuff Emergent structure (not top down), small change at a time Autonomy & Distributed Authority
- Indelen in 4 governance groepen How do you apply governance & tactical meetings?
- 5 or 10 minutes
- put yourself in the situation you are doing these meetings (in group) you can use current/past/possible tensions and actions in your holacracy use a single post-it per item