Translated from Português (Brazil) • View original The OKR Coach should be the agent of change in the company when we talk about OKRs. He carries the role of helping in the development of new governance, 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 a new governance model, we need to think about the main points that support the methodology: Weekly/monthly meetings should be held with a 15-minute meeting, send the topics in a tool before the meeting, encourage 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 be the only source of information, so 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 in building OKRs (themes and progress), as well as identify gaps during the cycle: In weekly/monthly meetings, you should discuss with the team the feasibility of achieving or not achieving OKRs. We can develop new action plans throughout the quarter, but we cannot identify problems at the end of the cycle. 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, but rather creates a discussion and shows with valid arguments the feasibility of achieving it, 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 by activity (generating reports, for example) and start working by results. This shows the value that the team's work delivers to the company. 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, protagonism in results = company success = employee growth. OKRs should benefit everyone who contributes to the best results. Remember that all OKR efforts are trackable. Collaborating with other departments will benefit 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, the 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.