Welcome to our collection of writings. You'll find our thoughts about Objective and Key Results (OKR), narrative communication, and leading through conversation here.
Adopting the OKR practice means we're building a new habit. But, how does habit formation actually work?
Our role as a coach, not a consultant, often encouraged us to ask questions, even when answering our clients' own questions.
One alternative to better facilitate a meeting is by having a clear distinction on the roles that the facilitator can assume.
Three distinct elements: bi-weekly, individual, and cadence. Let's examine what it means separately and combined.
How to write an Objective that’s inspiring for you (or your team)? One alternative is by following these dos and don’ts.
Take a look at some examples of Key Results: before and after the coaching process. Do you see the difference?
When more people in the company adopt OKR, you'll notice a new way of working emerges.
How do you know whether the OKR practice is a good fit for you or your team?
How would an unachieved KR affect your planning for the next period?
How to embrace the transparency that OKR instills while still ensuring confidentiality in the company?
What are the alternatives when the alignment between an individual and team KR cannot be made?
How to manage work or responsibility that requires effort and collaboration from multiple individuals?
A visualization of how a division can align its goal with the company's goals.
Read to find out how OKR practice can facilitate alignment – both vertical and horizontal – in the company.
How can OKR facilitate transparency in a company or team? And, what benefits does transparency bring?
What’s the guideline to better differentiate between a KR and a task?
How to make your OKR — specifically the KR — specific and less ambiguous?
What to consider when limiting the number of OKR for the top-line and team OKR?