OKR Initiatives

OKR mean Objectives and Key Results (OKR) is a prominent goal-setting methodology that helps businesses establish and execute strategy. The framework has several advantages, including a stronger emphasis on important goals, more openness, and improved (strategic) alignment. OKR does this by focusing people and their efforts on accomplishing common goals. An OKR is made up of an Objective that informs you where you want to go and many Key Results that are the outcomes you need to attain to get there. All of the programmes and actions that will assist you reach your Key Results are referred to as initiatives.

Here is a collection of helpful hints how to do OKRs.

  • Setting vision objectives and key results will assist your team in moving forward quickly, but they must first understand where they are heading. Set the team’s vision and mission to assist them grasp and picture the organization’s direction. So that all of their OKRs point in the same direction. And so they may respond to the question, “Why should we establish these OKRs and endeavour to meet them?” Why should we be concerned and willing to help?
  • Determine the worth of something- Focusing on value allows individuals to focus on the proper statistic and what matters most to the company. In addition, good metrics alter your behaviour.
  • Focus- Nothing is a priority if everything is a priority. OKRs aren’t meant to be used for everything. They are about your team’s most essential goals for the time period. A reasonable rule of thumb is to have up to three Objectives per team, each with three to four Key Results.

Begin with 1-2 organisational goals. This will ensure that your team’s efforts and initiatives are directed in the same direction. It will also serve as a good model for other organisations to follow and apply the strategy.

  • Culture should be prepared – OKRs are not for everyone and do not function in any team. They can only flourish in the appropriate conditions. Transparency, cooperation, personal accountability, and responsibility are all characteristics that must be present in your team. The OKR technique will not be deployed unless this is done.
  • OKRs and performance reviews are kept separate – When OKRs and performance assessments are combined, the result is underestimated objectives, exaggerated accomplishment, and a lack of teamwork. When OKRs and performance evaluation are combined, this type of behaviour occurs. To avoid this, keep the two processes independent and avoid using formulae. However, OKRs should still be used as one of the performance evaluations inputs (but not the only one and not the most important one). Accept the fact that all performance evaluations are subjective.
  • Individual OKRs should be avoided – It’s a widely held concept that OKRs should cascade down from corporate objectives to individual objectives. In practise, however, it rarely works. In actuality, such a procedure takes a long time and slows down the team. Without contributing any value to the equation. Individual goals can easily devolve into micromanagement and abuse.
  • Regularly communicate and reward- Establish frequent OKR review meetings and ensure that how to do OKRs are communicated on a regular basis. Weekly or biweekly meetings are sufficient for keeping track of OKRs and resolving roadblocks. They must be swift and efficient (like scrum stand-ups). Accountability, constructive feedback, collective intelligence, clear communication, and reporting meaningful progress are all important aspects of a productive check-in. It is not necessary for all team members to attend such meetings.