Does this sound familiar?
Management goes on their Quarterly or Annual Offsite. After vigorous debate, various forms of the Mission, Vision, Values, Strategy, Goals, Objectives, target KPIs and the Plan are documented. A presentation to the company is made by the Executive team. The company is excited that there is a plan, and ready to go.
Two weeks later, no one can find the shared docs with the Strategy, Goals, Objectives, etc. The individual Departments put together their plan with the best information they have, but still prioritize day-to-day work over strategic goals.
Two weeks after that, KPIs and Product/Feature delivery dates are all anyone talks about. Executives stare at shared spreadsheets or Dashboards in meetings and ask things such as: “Why are leads off track?” or “Is the new product really going to be delivered in time for the launch?” or “What’s going on with our Churn rate?”
Two weeks later, you hear “Oh crap! Our funnel metrics are off, let’s put together a plan.” PANIC sets in. A committee or task force is formed to resolve issues, a War Room concept is established, but no one knows what the heck that is.
Whether you’re trying to be more productive or get your company back on track, making it easy for everyone to rally around your company goals is paramount to growing beyond incremental day-to-day changes. Focusing on high-level outcomes as opposed to the tasks needed to drive them will ensure that your teams still have the autonomy and purpose they
Now it’s the end of Quarter, somehow you struggle through it, and everyone seems roughly content with the progress that’s been made on all fronts. A general sense of organized chaos remains, but you’re not sure why or how to solve it.
You could unbreak the process. How? Naturally, we recommend the Objectives and Key Results (OKRs) methodology popularized by Intel, Facebook, and Google, and also recently reinvigorated by John Doerr’s book: Measure What Matters. The OKR methodology has gained traction as a de-facto standard in some industries. The core difference between OKRs and other goal setting methodologies are that OKRs are frequently set, tracked, and re-evaluated – usually quarterly. OKR is a simple, fast-cadence process that engages each team’s perspective and creativity. Creating alignment in the organization is one of the main OKR benefits. The goal is to ensure everyone is going in the same direction, with clear priorities, in a constant rhythm.
But rolling out OKRs isn’t as easy as it seems.
And chances are you only have a small percentage of employees who understand the methodology well. For this work, however, everyone needs to understand it, and to accomplish your goals, your whole organization needs to embrace the following steps.