Problems with implementing OKR

[subornaakter20]

The process of mastering the methodology is not easy, because, like any innovation, it causes a certain resistance from employees. To start, you can choose one of four implementation options, that is, start with:

top management teams;

one linear group;

team leads;

If the company is small, implement it restaurants email list immediately for the entire team.

Successful OKR planning and implementation requires time and preparation within the methodology and framework. Therefore, the best approach to implementation is to involve an OKR master. During the initial phase and test implementation, an external expert will guide the team, and during the scaling phase, the team will be able to share knowledge independently.

During the OKR implementation phase, teams often face one of 5 common problems:

held several meetings but did not come to an agreement, so decided not to continue;

lack of readiness and desire to set complex, ambitious goals;

shifting responsibility for priorities;

the goals were formulated, but soon everyone forgot about them, and their implementation is not monitored;

Without achieving the quarterly priority, the team loses motivation to move forward.

There are four reasons for the occurrence of the described situations:

There is no implementation plan
Lack of knowledge of the methodology and framework prevents the team from reaching an agreement both at the beginning and at subsequent stages. That is why at the first stage it is necessary to involve a specialist who understands the processes and will help set the right vector.

Not enough motivation for the new system
The problem is that the importance of the idea has not been explained to the team. People do not see the benefit of using the new method, so they are not interested. Or, perhaps, the team does not fully understand how the system works, and because of this they are afraid of punishment for failures.

There is no OKR expert to support the process
Without someone to oversee the implementation within the team/company, development will inevitably stop. At first, enthusiasm will be high, but after a couple of weeks, people may begin to lose motivation: there will be fewer and fewer meetings, and the data will stop being filled in. For the OKR methodology to take root, it is necessary to strictly monitor the implementation of the process.

There is no synchronization of all commands
Priorities must be shared in the full sense of the word. In standard practice, for each OKR goal, those responsible for key results are assigned. And this should not be the same person, but different team members. Only in this way does the goal become a real team one. If only one person is responsible for the result, it is no longer a group priority, but an individual one.

Monitoring the correctness of the formulation of goals and key results, and not just managing the process, is one of the key tasks of the OKR master.