OKRs are not a sure-fire success
In order to use them profitably for organizational development, we have to deal with the typical hurdles. In this video, you will learn why OKRs are inhuman and how successful managers deal with them.
OKRs (Objectives and Key Results) are unfortunately partially inhumane. This is because they do not fit in with our usual approach in everyday life. ProgressMaker® makes these hurdles visible.
The first hurdle: The proper formulation of an OKR
is difficult at first. Almost everyone tends towards actionism and would prefer to work through a plan. For example, if you want to lose weight, you plan to go to the gym twice a week. In a business context, the goal of generating more leads with the website is followed by a plan to install additional features, for example. We would rather be doers than thinkers.
However, this approach is not compatible with OKR management. This is because plans only give us a false sense of security. Anyone formulating an OKR must be aware of this! If you have a complex objective, such as increasing customer satisfaction, you should subdivide this objective into small projects.
Each project is an OKR and should extend over a maximum period of 6 months. At the end of this period, an output (= a result) or an outcome (= added value) must be visible. The impulse to carry out an analysis first is misleading. With this approach, disillusionment and frustration are already inevitable.
The second hurdle: it initially seems difficult to generate continuous progress
Realize that key results are output variables! It is humanly difficult to think consistently in this dimension. However, many managers tend to think in terms of input variables and detail-oriented management.
It does NOT matter who did what and when. The residents’ registration office may be interested in that, but not a successful manager! What matters is that you make real progress. To do this, you absolutely need suitable key results. Good OKRs always go beyond an expansion of knowledge.
A really good lens generates outcome, if not impact, in a short time
We often think that we cannot formulate a suitable OKR because the target state seems too far away. Let’s assume that a company sets itself the goal of making better use of the potential for cross-selling!
Now, it may be unrealistic to increase cross-selling within 6 months. However, you can address the cross-selling opportunities to your customers during this time. You should formulate your OKR accordingly.
It is not enough to simply gain knowledge about cross-selling potential in the 6 months. Think in terms of results when setting your OKRs! In this way, progress becomes concrete and measurable. In this way, you will fully exploit the benefits of OKR management and realize that you are making progress.
Progress
