Introduction
Why OKRs
Writing Objectives
Writing Key Results
Managing a Successful OKR Cycle
Top-Down OKRs (Cascading)
3:48
OKR Example: Operation Crush
5:01
Bottom-Up OKRs (Laddering)
3:48
Four Different Ways OKRs Align
3:35
Pause for Impact
3:09
Implementing OKRs: It Takes a Team
3:10
The OKR Cadence
2:26
The OKR Cycle
3:27
Track Your Progress
4:28
CFRs: Conversations, Feedback and Recognition
6:51
When is it Okay to Change an OKR?
3:13
Ending the OKR Cycle
6:39
Setting Up for Next Cycle
3:28
Conclusion
OKRs aren’t just about goal setting – they can also contribute to a thriving workplace and inclusive community. Learn to incorporate the "Pause for Impact” into your OKR practice, ensuring your goals foster diversity and equity and avoid unintended biases.
I’d like to talk about how OKRs relate to a healthy workplace and contribute to a vibrant community.
Fairness, equity, and social responsibility are topics on a lot of people’s minds. And at What Matters, we suggest incorporating something called The Pause into your OKR-setting process to do justice to them.
OKRs shape your organization and its culture. They embody your top priorities and the things that you want to change.
Diversity, inclusion, and responsibility matter. These are just a few examples of issues that can be addressed by OKRs.
But if you fail to take this step to pause and to reflect, you run the risk of having your organization set priorities that unintentionally reinforce damaging practices or perpetuate inequitable systems.
Could you add a Key Result or adjust an Objective to not just avoid that behavior -– but to change it? Ask yourself:
We find that The Pause facilitates frank discussions about an organization’s impact on the world, both intended and unintended.
We learned to incorporate The Pause from the team at Creative Reaction Lab. It was originally created by a group called the 228 Accelerator as part of their equityXdesign framework. The idea is to add a moment of reflection to your OKR-writing process by purposefully and consciously pausing.
You know, it’s a common misconception that the process of writing OKRs needs to be some sort of fast-paced race to set your priorities and then run with them.
Yes, the process needs to be swift. But it also needs to be thoughtful.
If you move so quickly that you leave people out, you may miss or silence perspectives, which ends up being counterproductive.
When you consult a broad range of voices and invite alternatives into your OKR process, it won’t just fortify the OKRs. It will help strengthen your entire organization as well.
Here are some OKR-specific questions you can ask of yourself and your team:
OKRs aim to make changes you’re hoping to see in your organization.
As we think about what’s most important and how we want to orient our efforts, let’s improve ourselves and our organizations along the way.
Introduction
Why OKRs
Writing Objectives
Writing Key Results
Managing a Successful OKR Cycle
Top-Down OKRs (Cascading)
3:48
OKR Example: Operation Crush
5:01
Bottom-Up OKRs (Laddering)
3:48
Four Different Ways OKRs Align
3:35
Pause for Impact
3:09
Implementing OKRs: It Takes a Team
3:10
The OKR Cadence
2:26
The OKR Cycle
3:27
Track Your Progress
4:28
CFRs: Conversations, Feedback and Recognition
6:51
When is it Okay to Change an OKR?
3:13
Ending the OKR Cycle
6:39
Setting Up for Next Cycle
3:28
Conclusion