The biggest change a leader has to make if OKRs are to succeed is to stop telling their teams what to do.
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.
Teams that sandbag their OKRs set easily achievable goals. Here’s why this stifles innovation and what you can do about it.
We spend a tremendous amount of time planning next year's work. We don't need an entire season to do this. Here's a better way to plan work.
Businesses are cyclical. Thinking about when you're going to plant vs harvest ensures we've always got new ideas to try and grow.
Don’t assume that telling your teams what their OKR goals should be is the best approach. Here’s a better way.
Josh Seiden & I have received tremendously positive feedback to the launch of Sense & Respond Press. Our newest venture, Sense & Respond Press, publishes short, beautiful, actionable books by leading practitioners in the field of innovation, digital transformation, product management, and design. Our readers are smart, busy, practical innovators. Our authors are experts working … Continue reading Did Lean Startup fail at GE?
Here is what people are saying about Sense & Respond:“some great case studies and an extraordinarily clear case for the application of lean/agile methods across business. I’ll certainly be recommending Sense & Respond to every manager I know.” Don’t have a copy yet? Grab a copy here and buy one for your boss too.This post was originally … Continue reading Optimizing your team’s velocity (of learning)
This post was originally published to my newsletter subscribers (12k of them now). If you’d like to get these updates via email sign up here. A week ago I sent out the above tweet. It was in response to a comment I got while in Copenhagen speaking to a group of C-level executives about the … Continue reading “Everyone is too busy” is not a prioritization strategy