Building World-Class Operations as a COO with OKRs
OKRs grant the greatest transparency and alignment possible in a framework, which means they are already optimized for the COO role.
If you’ve made the decision to implement OKRs in your organization, this article is for you. Maybe OKRs are new to you or perhaps you’ve tried implementing the methodology in your organization before with lackluster results. Either way, you want your team to succeed. Here are some tips to help your team adopt OKRs successfully.
By failing to prepare, you’re preparing to fail!
To win people over for a new OKR initiative, show them the value to change the way they previously set goals, persuade them to develop new habits related to OKRs, and inspire them to embrace the transformation so it sticks.
Implementing OKRs in an organization takes a lot of influencing, coaching, training, a pinch of convincing, and expectation setting. To get it going, you should prepare, plan, analyse, revise, polish and prepare some more!
Culture plays a tremendous role in your company. Your organization’s culture might not be something you’ve installed but it’s there, it’s present every day and it affects everything that happens.
Nicki Cole defines culture as “the values, beliefs, systems of language and communication, and practices that people share in common and that can be used to define them as a collective.” (Source: Defining Culture and Why It Matters to Sociologists. Nicki Cole – https://www.thoughtco.com/culture-definition-4135409 )
Performance reviews, closing deals, growing and retaining customers, or managing complex changes are all marked by the specific culture of your company. And it can either enable the success of your business or hinder its growth.
Any changes, restructurings and innovations can be extremely difficult to implement, if people in the organisation resist all new initiatives because their mentality is hard-wired that way. The best part is that it’s never too late to start fostering a more positive culture. Here’s how to do it:
C-level people and stakeholders should discuss and agree upon why the company should be doing this and the benefits for the organization. This should be communicated to the employees too. Communicate with the rest of the company clearly and effectively what’s going to happen and why.
You’re not there yet. There’ll be a continuation of the article so stay tuned! Just a small teaser: there’ll be a bonus tip in the end ?