Radical Focus SECOND EDITION: Achieving Your Goals With Objectives and Key Results by Christina R Wodtke
Author:Christina R Wodtke [Wodtke, Christina R]
Language: eng
Format: epub
ISBN: 9781955469012
Google: 7TdtzgEACAAJ
Publisher: Cucina Media, LLC
Published: 2021-04-20T23:19:59.348953+00:00
Once in a while a Health Metric can be promoted to an OKR. Letâs say customer satisfaction has been slowly declining. The CEO might say, time to turn this ship around! And set an Objective around delighting the customers and some good Key Results to know when itâs gotten better. If customer satisfaction reaches its desired goal, they can make it a Health Metric again.
What Makes OKRs Work? The Cadence.
Many companies who try OKRs fail, and they blame the system. But no system works if you donât keep to it. Itâs not enough to set OKRs. You have to track progress toward them regularly. The OKR cadence is actually what makes OKRs work, and is more important than setting an inspiring Objective, and even more than setting your Key Results as outcomes. When people ask me what the difference is between OKRs and SMART goals, KPIs, or other goal-setting approaches, I tell them it is the cadence of check-ins. The cadence is what makes the difference between goal setting and goal achieving.
When I first started helping start-ups with OKRs, I had to modify the OKR tracking approach from what I did at Zynga. Young start-ups have an extremely low tolerance for any meetings, much less daily, deep analysis of tactics and metrics. I trimmed the meetings down to two key meetings a week: one to set intentions and one to celebrate progress. This bookended the week with clear reminders of what the company was trying to accomplish. As my old boss Jeff Weiner used to say, âWhen you are tired of saying it, they are starting to hear it.â The cadence of setting efforts toward the OKRs and celebrating progress toward OKRs means you are repeating yourself a lot. In a good way.
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