VIEW Steps in the Integration of the OKR Model (1 of 3)
Common errors in the definition of OKR
It is normal to make mistakes when creating and implementing the OKR model. If the creation is not correct from its definition, it leads to a high probability of failure in its implementation. The most common errors are listed below.
1.- Definition of non-measurable key results
Non-measurable key results are a very common mistake that many people and organizations make when setting up their OKRs. Shows a lack of understanding of the model.
When you fail to establish measurable key results to achieve your stated goal, your OKR is nothing more than wishful thinking. According to John Doerr, the genius who brought the OKR formula to Google, leading to its wide acceptance, “every key result has to be measurable.
2.- Setting too many OKRs
The next most common mistake is setting too many objectives or key results. Ideally, no more than seven targets should be set for your OKR, and below them the key results should be a maximum of 5.
When too many OKRs are set, it becomes complex to track and becomes a mere list of achievements. A set of OKRs should be a list of top priorities. With fewer goals and key results, there is a greater chance of success.
3.- Turn the Key Results into a task list
Sometimes, especially when the OKR framework is not understood, organizations approach key results as a mere calculation of tasks.
Possibly this error is one of the most common and one of the most complex to solve as it does not appreciate the difference between a key result and a task. Key results are not tasks that get done; They are the desired result.
When establishing key results, make sure that they are not a list of actions, but results of success. If they become a to-do list, the OKR loses its effect.
4.- Use only a top-down approach
OKRs do not involve any special top-down or other cascading approaches.
They are simple goals in which all members of the organization participate in their success.
5.- Lack of communication
If OKRs are created in an independent silo, without making them reach other team members, it creates a significant difficulty in achieving them. Communicating them to all team members, making them aware of the role they must play in a clear and understandable way, is vital for success.
Remember that a person in charge does not establish the OKRs by and for himself, so they must be socialized with the relevant team members in the planning and implementation stage.
6.- Lack of follow-up
The lack of understanding of the model leads to scenarios that start with a lot of enthusiasm and optimism, like who writes the New Year's resolutions, and later does not review and follow up.
OKRns require active reviews to assess the progress the organization or teams are making toward the stated goal. OKR tracking and discussions about the implementation process are part of the model, as well as being key to an organization's culture.
7.- Use as a compensation tool
When OKRs are used in some type of compensation formula to reward people in the organization, their purpose is defeated.
People should work together to achieve OKRs and not compete with each other. It is not an employee evaluation tool, but a management tool.
Tips for creating effective Goals
Writing effective and efficient OKRs involves writing good objectives and key results so that they can complement each other.
Before writing an OKR, the first thing to do is to perfectly define the objective. Once the objective has been established, the effort lies in concentrating on the key results to achieve said objective.
1.- Simple and easy to memorize
When you write the objective, you have to focus on keeping it simple and brief. Avoid using long or complex terms with vague meanings that members cannot easily memorize. It should read like a slogan.
The test is simple. If you can't read the goal in one sentence, there's a good chance that other team members will have a hard time memorizing it. By keeping it simple, you increase the probability of success.
2.- Make it interesting
Objectives should not give a boring or dense message. They must be something that people can deposit enthusiasm, passion, challenges to achieve them.
The best way to achieve this effect is to write it in a tone or style that aligns with the organizational culture. If your organization takes an informal approach to communicating with employees, you should use that same approach when writing goals.
For an organization with a more formal or traditional approach, avoid using difficult technical terms in disclosing objectives. Keeping it simple and interesting makes it easy for everyone in the company to understand.
3.- Dedicate time to the definition
Avoid setting goals without deep thought. It is key to spend time thinking about and researching the right goals for the organization, interacting with team members, and getting them to contribute to this important decision.
There are a few questions that help identify the best targets.
- Are the goals right for the company?
- Do they help the company achieve global goals?
- Are they inspiring?
- Can the team achieve around 70% within the given time frame?
- Do they contribute to the growth of the company?
- Are they understandable to people, or do they need further clarification?
4.- Ambitious goals
OKRs are by definition ambitious and neither the objective nor the key results should be easy to achieve. By setting a goal for the organization, if it can be achieved with minimal effort, you are setting more of a set of goals, but not an OKR.
While it's common to achieve goals within three months (the set duration for most OKRs), achieving those goals sooner is a sign that a new goal is needed. During revision processes, they can be expanded to make them more ambitious.
While an OKR shouldn't be easy, it shouldn't be so difficult that it's impossible to achieve. It should force and make the organization and the teams more flexible so that they develop to the maximum with a vision of the ability to achieve the objective.
Therefore, having a minimum expectation of 100% for an OKR is not realistic. If you are ambitious enough, the organization will likely fall short of 100%. A 65% to 70% success rate (approximately two-thirds of the grade) will still be an impressive achievement.
However, while you expect a scorecard of less than 100% at various weekly or quarterly reviews, people need to be geared toward maximum compliance so dynamic new practices are developed to achieve it.
5.- Time limit
OKRs should never be set without a target date. The objectives must have a time limit to achieve them. Therefore, a temporary sale must be established in which it is possible for people to achieve the objective satisfactorily. The common deadline for most OKRs is quarterly.
Tips for defining good Key Results
one,. Set only a few key results per objective
Like objectives, key results are not a collection of tasks. Organizations should limit them to between two and five per objective.
When more than five results are established, the attractive traction is immediately lost and it is difficult for people to focus on all of them.
2.- Specific, measurable and achievable
Key results should be specific and clearly communicate the result you want to achieve. Therefore they should be easy to quantify or measure. Although the objectives are ambitious, it is necessary to ensure that they are possible to achieve.
3.- Numerical metrics
Numbers enhance the appeal of key results and make them measurable, attainable, and actionable. A key result that establishes numerical achievements can be similar to a task or plan. Let the metric reflect the key result and review it periodically at short time intervals.
4.- Write the results, not tasks
Key results are measurable business results and not tasks that need to be completed. The key results should be read as the result that is desired for the organization and not as a task that must be carried out by the employees.
