Middle managers can strongly influence the success of OKRs. Here’s how their job changes to support these new goals.
We say these words all the time yet they mean nothing. Here's a list of phrases to avoid and what to use instead.
Just because we've always done things a certain way doesn't mean they still make sense in a modern context. Questioning means improving.
Teams working in large organisations often hand their work off to IT teams to implement. This hurts agility. Here's how to avoid that.
If your teams' OKRs are turning into lists of tasks to complete that's a red flag that you're asking the wrong questions.
The biggest change a leader has to make if OKRs are to succeed is to stop telling their teams what to do.
OKRs require the psychological safety for teams to be wrong and a culture that celebrates the learning they bring from their product discovery work.
Setting up goals is the beginning of your OKR journey. The next step is understanding how you, as a leader, must support product discovery.
Leading teams with OKRs requires several changes to the way you manage. The first and most important is trusting the team you’ve hired to do their work. Here’s how to start.