Notice that the key results are not in the form of outputs, but actual visible outcomes of the work. Focusing on outcomes means you are focusing on the short-term wins. The Key Result list should be rank-ordered from most to least important.
Key Results should be stretch goals. They shouldn’t be achievable in the time frame of the OKR by doing what you have always done. The Key Results should require a step up in organizational performance.
Some Considerations
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Do we have a baseline? You may have to measure something for a month or two before you are comfortable setting Key Results.
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How easy is it to measure?
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Is it a strong signal or a weak signal? How confident will you feel if this number is met?
Beware of using the completion of some project or other as a Key Result. The outcome of the project could be desirable or undesirable.
What we are after is measures of outcomes. You will need to provide mentoring and coaching to your team members to get them focused on writing Key Results that are focused on outcome thinking rather than output thinking.
Managing OKRs
Things to keep in mind:
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OKRs are not for managing the day-to-day work of the organization. They are intended to drive change and innovation to achieve the vision for the future.
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Writing OKRs is not a silver bullet. It is important to remember that there will be hard work to be accomplished.
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There must be a constant focus on the OKRs. Accomplishing OKRs requires weekly goal setting and weekly review of the week’s results.
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The Key Results need to be stretch goals that can only be achieved by changing the way work is done.
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Completion of a project is not a Key Result. Projects should be designed to move the organization toward achieving the Key Results.
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Have a Friday Wins Session. Stretch goals mean that some of them won’t be met. Let the team members have a chance to brag a little about their wins. Do it late during the regular workday and provide snacks, etc. Don’t keep them overtime. They will have had plenty of opportunities for that during the week.
Take some time to get familiar with the tips outlined in this article for a boost to your
maintenance and reliability success journey. Adopting a strategy that incorporates Objectives and Key Results can really help your organization achieve the quick wins aligned with your strategic goals while keeping stakeholders engaged.
References
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Ambler, George, Ten Characteristics of an Effective Vision Statement, 2013.
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Kotter, John P., Accelerate: Building Strategic Agility for a Faster-Moving World.
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Kotter, John P., Accelerate: Building Strategic Agility for a Faster-Moving World, Harvard Business Review Press, 2014.
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Harvard Business Review Press, 2014.
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Wodtke, Christina, Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results, Second Edition, 2021.