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.
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.
Planning work with OKRs exposes the uncertainty in software-driven business planning. Here's how to deal with it.
If we're going to set new goals with OKRs, we need to change how we measure the performance of our teams. Here are 6 ways to do that.
Objectives and Key Results can do a lot of things. One thing they can't do is determine your strategy. Here's how to reconcile OKRs and strategy.
There is a lot of confusion around the terms output, outcome, impact and KPI. Here is what each one means and how they relate to each other.
Don’t assume that telling your teams what their OKR goals should be is the best approach. Here’s a better way.
Here's how to set the proper level for your Objectives & Key Results so you can set goals your team can achieve.