OKR Setting Technique


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

  • 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 practice, 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 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.
  • Creating a vision Your team will be able to move forward more rapidly if they have clear objectives and critical results, but they must first know where they are going. Set the team’s vision and mission to help them understand and visualise the company’s path. As a result, all of their OKRs should be pointing in the same direction. As a result, they will be able to reply to the question, “Why should we set these OKRs and try to reach them?” Why should we be concerned and interested in assisting?
  • Determine the value of something- Putting a value on anything allows people to concentrate on the right statistic and what matters most to the firm. Furthermore, good metrics change your behaviour.
  •  Concentration- If everything is a priority, nothing is a priority. OKRs aren’t intended to be employed in every situation. They’re about your team’s most important short-term objectives. As a general guideline, each team should have three to four Objectives, each with three to four Key Results. Start with 1-2 organisational objectives. This will guarantee that everyone in your team is working in the same direction. It will also serve as an excellent model for other organisations to follow in terms of strategy implementation.
  •  It is necessary to prepare culture – OKRs aren’t for everyone, and they don’t work well in any team. They can only thrive under the right circumstances. Transparency, cooperation, personal accountability, and responsibility are all qualities that your team should have. Unless this is done, the OKR approach will not be used.

OKR mean The Objectives and Key Results (OKR) approach is a popular goal-setting technique that aids firms in developing and executing strategies. The framework offers various advantages, including a tighter focus on key objectives, greater transparency, and increased (strategic) alignment. OKR does this by concentrating people’s efforts on achieving common goals. An OKR is made up of an Objective that tells you where you want to go and a number of Key Results that tell you how you’ll get there. Initiatives relate to all of the programmes and actions that will help you achieve your Key Results.