Translated from Português (Brazil) • View original What do employees gain? The OKRs (objectives and key results) methodology is always associated with increased results, quarterly reviews, alignment between leaders and employees, and transparency of strategic planning and goals that the company pursues. All these points come from the organization's perspective. Companies want to have better revenues, reduce expenses, improve the quality of customer service, or even become a solid brand. But what do employees gain from this? What does an employee seek by adopting the methodology? OKRs are a new management model not only of goals, but also of people. First, we need to think that OKRs are a new management model not only of goals, but also of people. Everyone starts to work results-oriented and no longer activities, so we need to think that the company's culture will also change. Another important point is in relation to the failure to achieve goals. What happens when an employee does not deliver an OKR? The methodology does not seek punishment, but rather to understand what we learned from the OKRs of the last cycle. For OKRs that were not successful, adjust or even throw it away. But do employees know this? Do they know that they will not be punished or even fired for not having achieved the success measured by an OKR? Due protagonism is key So, when transitioning from a traditional culture to an agile culture, all the above issues must be addressed, so that the employee feels comfortable working with OKRs. In addition, the check-in or action (updating the progress of an OKR) is the moment that the employee finds to show colleagues and leaders the value he generated for the company. Having a tool that delivers this exposure and gives due prominence is essential. Align these issues with your team, and the implementation of OKRs will be much simpler! Author: Daniel Alves - Marketing and Innovation at Colorkrew Brasil