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I just wrapped up a biweekly OKR review with a client.
We're only four meetings into their engagement, and I've already noticed 
big shifts in behavior and how the leaders are working with each other. Which is a good thing, since they spend at least an hour every two weeks together on this meeting. By my napkin math, that makes this a $200k / year activity (not counting consulting fees) ... which had better yield some kind of results.
#OKR
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When I start working with clients on rhythm of business and OKR review reboots, I tend to see the same behaviors over and over.
It's like there's an OKR theater script.
Presenters give updates (which are usually "We're behind on activity X, Y, and Z; and I have very high confidence we'll be on track by the end of the quarter," with no actual data or verifiable information about progress -- and, no enunciation of HOW they expect to get back on track by the end of the quarter).
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Spoiler alert
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.
.
.
They are rarely on track by the end of the quarter.
Leaders nod along (if they're paying attention)
Colleagues multitask
Each person waits their turn to talk, delivers their status update, then gets back to business as usual.
Little collaboration or problem-solving tends to happen (and I hear a LOT of information but not a lot of important truth-telling).
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The magic happens when you flip the script:
Share routine updates in writing in advance Spend live time together engaged in collaboration, risk raising, needs meeting, and blocker clearing Update on the attainment progress of measurable goals -- not just subjective estimates of completion of activities Get curious, and comfortable with healthy conflict, to create space for genuine learning.
This isn't theory. It's what transforms the organizations I work with.
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Your OKR check-ins should answer FOUR critical questions:
1. What's our current measurable progress on important Key Results? (And, where don't we have data to know?)
2. What are our major risks?
3. Who needs what to unblock their progress? AND
4. Are we committing to give it to them?
(That fourth step is almost never a thing without planning ahead and deliberate coaching. In the rare circumstances needs are voiced, they usually just float into the ether, like a wistful daydream.)
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The value of an OKR check-in is not the 47 slide deck or the 90-minute 12 person round robin of who's done what.
The goal isn't to talk about how busy we are or how much we're doing.
The goal is creating meaningful, measurable momentum toward achieving your most important strategic priorities.
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OKR check-ins are curious, collaborative, conflict-filled problem-solving sessions, not status reporting meetings.
Your job in an #OKR review isn't to make your numbers "look good."
Your job is to:
Surface real risks Increase alignment Voice and remove blockers Learn, together.
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Want to learn more about making OKRs actually work -- without the BS?
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