Welcome to our collection of writings. You'll find our thoughts about Objective and Key Results (OKR), narrative communication, and leading through conversation here.
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In any of our clients’ engagements, we often encountered resistance when introducing OKR.
My company has been making money every year. It’s profitable. Why would I need to implement OKR?
The thought of doing something different for the first time might seem daunting. How can you encourage yourself to take the first step?
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.
Two simple questions to find out whether your teams are aligning their work with each other.
Three distinct elements: bi-weekly, individual, and cadence. Let's examine what it means separately and combined.
At its core, cadence is the foundation of OKR adoption. But, what does it mean exactly, and what comes with it?
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?