In a word: Regularly.
In two words: Regularly and Repeatedly.
The fact is that OKRs are a feedback process that requires regular practice.
Objectives are WHAT is to be achieved. They are qualitative, subjective, and significant. For instance, “increase revenue” or “decrease undesired turnover.”
Key Results (KRs) are numbers. They are 3-5 quantitative measures that verify the status of any objective. For instance, “increase recurring client sales revenue from $500k/month to $525K/month by the end of Q3” or “increase 1:1 performance reviews by 8% at all warehouses within 30 days.” ALL good business leaders use numbers to drive change.
I coined the phrase “OKR Leadership” because clients asked, “what really works?” OKR Leadership is defined as a process for managers and leaders to practice what matters.
Why do attorneys get to “practice” law, and physicians get to “practice” medicine, when leaders NEED to practice leadership?
Too many leaders are not effective. That’s not their fault. They have never been taught how to influence others toward a better future. They have not practiced public optimism. Those skills are complex. And they need to be practiced regularly.
For details on HOW to measure OKRs, WHY measure them, and WHAT you can do to practice OKR Leadership, read my new book Objectives + Key Results (OKR) Leadership; How to Apply Silicon Valley’s Secret Sauce to Your Career, Team or Organization (2019) or download a free excerpt from https://okrleadership.com/
Let’s keep it simple.
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