Translated from Português (Brazil) • View original When we talk about OKRs, the OKR Coach must be the agent of change in the company. He carries the role of helping in the development of new governance. Among his functions are: making sure that teams do not leave the methodology aside, being the focal point in the selection of goals, progress and monitoring of results, facilitating cultural transformation and assisting in the creation of OKRs for the next cycle. When we talk about the new governance model, we need to think about the main points that support the methodology: Weekly/monthly meetings should be held with 15 minutes of meeting, and it is necessary to send the topics in some tool before the meeting, encouraging everyone's participation. In this meeting, the evolution of the previous week, plan for the current week or any pain/barrier that the team is facing should be discussed. The use of a tool to control OKRs should become the only source of information. In this way, all topics and all employees can follow the OKRs and avoid problems, such as non-aligned cross OKRs, for example. In addition, a single system allows the work of employees to be seen by everyone (visibility and exposure).
Help teams build OKRs (themes and progress), as well as identify gaps during the cycle:
In weekly/monthly meetings, the feasibility of achieving or not achieving OKRs should be discussed with the team. We can develop new action plans throughout the quarter, but we cannot identify the problems at the end of the cycle. It is important to reinforce that the team can count on the Coach for all issues related to other departments. The Coach does not decide if an OKR is good or valid, if progress is up to date or if the action plan will not generate results. He creates a discussion and shows with valid arguments the feasibility of achieving it, or the lack of communication with other teams, for example.
As a Coach, you must give your team the security and confidence to work with OKRs:
In OKRs, people stop working for activities such as generating reports, for example, and start working for results. This shows the value that the team's work delivers. OKRs generate value for the company, and those who execute OKRs are the employees - so the credit for execution will be the employee's. Thinking about career, we see it along these lines: protagonism in results = company success = employee growth. OKRs should benefit all people who contribute to the best results. Remember that every effort executed in OKRs is trackable. Collaborating with other departments will generate benefits for you.
The team needs to understand that at the beginning of the next cycle, the OKRs should already have a direction:
Teams need to evaluate the OKRs at the end of the cycle and start writing those for the next cycle. There will be no developments like in the first cycle. Teams need to have more autonomy to decide OKRs based on strategic OKRs, after all, strategic OKRs are the company's annual planning. Validations with managers and directors will continue to exist, but they will no longer be 4-hour meetings (as in the first cycle), but validation meetings for future OKRs. Have you ever thought about hiring a coach to help your team in this mission! Request a presentation for your business. Our team is ready. Let's go on this journey together. Daniel Alves (11) 97632-1226 daniel.alves@colorkrew.com Colorkrew | Move on