How can I introduce OKRs correctly?

Step 1: Familiarize yourself with the OKR method.

The definition of an OKR is basically quite simple. However, you should familiarize yourself with the methodology at the beginning. In this article, we explained exactly what the OKR method is. Here we present the reasons why your company will also benefit from OKRs. In this article, we would like to show you how to introduce OKRs correctly and what you should bear in mind when introducing OKRs.

So ask yourself the following questions first:

First familiarize yourself with the conceptual and motivational aspects of OKRs.

You are welcome to use the “trial and error” method. Define examples of objectives, key results and also some basic tasks. Then assess whether the departments are working towards a common goal and whether they are sharing company resources along the way. Adjust your OKRs and assess them again.

Once you truly understand how OKRs are created and tracked, share your knowledge of the usefulness of this method with your organization’s employees.

Step 2: Get others to understand OKRs

It is true that many will immediately recognize the value of implementing OKR. Nevertheless, it is likely that you will encounter some sceptics in your organization. And that’s okay! An atmosphere of public discourse where your team members feel comfortable having productive conversations and voicing their concerns is healthy.

If you are trying to gain the support of teams and individuals, it is crucial that you explain the benefits of OKRs clearly and transparently. For example, how it will help your organization as a whole to achieve your annual or quarterly targets. Or how OKRs also promote the individual success of each employee.

Organize workshops, seminars and discussions. Teach your employees how to properly create, update, report, track, align and share the results of OKRs.

The aim of OKR is to align all organizational developments and successes with your company’s vision. This way of thinking is often prevalent, especially in young organizations. But it often gets lost as the organization grows. OKRs help to clearly and unambiguously align all your activities with your vision. Introducing OKRs correctly therefore also means ensuring that this vision is just as clear and unambiguous.

With the help of KPIs, companies can measure current and past successes, identify their current position in the business cycle and analyze strengths and weaknesses.

There are also variations in growth trends in every business cycle. In order to understand these, it is essential to keep an eye on the corresponding KPIs. You should always know which KPIs should be increased, decreased or maintained in order to achieve your goals. You should therefore also be concerned with the question of which measurable actions and behaviors will lead you towards your goals.

It is important to decide together which KPI you want to use and which specific results will help to increase your production or reach, for example.

For example, your goal could be to increase the customer retention rate by 30%. Then you should determine which factors, such as the NPS score or the average order value, serve the above purpose. Then define specific, actionable steps to achieve this goal.

It is easy for a company to get lost in the maze of KPIs. It quickly becomes a jumbled mess of information that the user can no longer keep track of. Therefore, only use the most important information for your individual situation, which is in line with the company’s OKRs.

We have explained the difference between OKRs and KPIs here.

Your OKR is responsible for defining the framework for your organizational goals. It can be difficult and almost intimidating to find the one strategy that works well for your organization’s OKR. You must therefore clearly communicate expectations to your teams and your management. Address any questions or concerns your teams may have. This lays the foundation for a successful start to your OKR.

If OKR proves to be a valuable tool for your company, it is likely that the OKR method will be extended to other departments and companies. But setting OKRs takes time and patience. Do not over-support anything.

Give your teams time to grow and adapt. Your teams and department heads will need patience and understanding as you develop your new OKR skills. Therefore, take the time to carry out an evaluation. Find out what worked and what didn’t. Such feedback is crucial in order to be able to make improvements in the future.

By now you should have a pretty good understanding of OKR. Nevertheless, continuous review is essential for ambitious growth. It gives you a basis for effectively improving and changing your OKRs. However, your organization will inevitably be confronted with something where improving an objective alone is not enough. Often it is not a question of revising their existing product or working method. Rather, it is about changing them from the ground up with an unconventional approach.

This is where the OKR methodology helps: it is particularly suitable for the continuous improvement of targets. It offers flexibility for changes and adjustments for a wide range of teams and individuals. Not every team has the same schedule and rhythm. The approach is adapted depending on the key results and the time and resources available. This allows your OKR to be flexible. This agility enables you to shape your path to your goal and reinvent yourself time and again. It offers numerous opportunities to adapt and also enables difficult structural changes.

We hope this article has given you a good overview of how you can properly introduce OKRs in your company.