If the OKR method (Objectives & Key Results) is at first glance easy to understand (1 objective and 3 key results), however, implementing the approach can prove complex.
The experience gained by experts talenco on the ground since 2018 has taught us some pitfalls to avoid to ensure the success of the project. success of the deployment OKR and their implementation efficiency over time.Here are the 8 common mistakes The ones we have identified... They will help you stay alert and on track in the daily implementation of OKRs in your company!
Error #1: multiplying the number of OKRs
« Having a large number of OKRs does not necessarily lead to greater commercial success »: that is what emerges from Annual report by There Be Giants. Indeed, the higher the number of OKRs, the more important the necessary alignment during activity planning becomes. This takes a lot of time, could limit the agility of many organizations, and could be counterproductive.
The more we multiply the Objectives & Key Results, The higher the risk of not reaching them, This could quickly demotivate the teams and break the momentum. We recommend limiting OKRs to 3 objectives with each of them having 3 key results (+ or -1) to ensure the sustainability and success of the approach. Read this article to learn more about the definition of OKRs.
Mistake #2: Not playing the role of transparency
Transparency is the basic principle and the «contract of trust» of OKRs. The culture of secrecy in some groups, especially French ones, could have been a hindrance… but experience shows that the vast majority of executives and management committees that wish to deploy their strategy with OKRs accept to play the game and enter into a collaborative and transparent approach. As a result of the cascade effect, the community of managers must also adopt the mindset and principles of the method.
At talenco, we usually prepare a first version of the company’s OKRs (a «building block») with the manager who must accept being challenged by his or her management committee: this is an act of leadership. If the leader is not prepared to operate in this way, the OKR method is probably not suitable for their company.
Mistake #3: Not devoting enough time and energy to engaging and aligning the teams
It is often necessary to accept Spend some time defining the objectives and setting the Key Results to then earn it.
The objectives in particular must be clear, inspiring, give meaning to the entire company, and everyone must see what and how they can contribute to them.
If your OKRs do not inspire your employees to give their best and to invest in the next 3 months, then they need to be clarified and made even more inspiring.
The enthusiasm of the teams is indeed one of the 5 indicators of the effectiveness of the OKR method in your company !
Error #4: not being able to measure the progress of the Key Results
We will never say it enough… one Key Result it must be an indicator that is easy to measure and that proves that we are moving towards the goal we have set. It must therefore be measurable, with a time limit and, above all, reviewed periodically, usually every three months.
When measuring progress, it is important to know where we start from and what we aspire to. What should be measured on a daily basis is The alignment of trends and progressions in an extremely dynamic system. Then, the action plan to achieve this key result must be defined by the team in a logic of accountability.
Attention, Key results should not be confused with key performance indicators (see our article on The differences and complementarities between OKRs and KPIs).
Mistake #5: Confusing activities and tasks Key Results
This confusion often occurs when the Key Results (KR) are expressed in the form of tasks or a plan of actions to be carried out. Attention… This is the correct definition of Key Results which must subsequently generate a list of actions to be implemented. The Key Results They do not measure work and activity, but only the results to be achieved to contribute to the success of an objective.
The Key Results They are not a task and should not be confused with a «to-do list». They measure progress towards the goal, not its achievement. Thus, an indicator measured at 70 % will be considered as «attained».
Mistake #6: Not establishing OKR rituals
Expecting everyone to take responsibility for their OKRs is illusory. The OKR method requires a certain rigor, a certain rhythm, and a real dynamic.
Encouraging good routines within teams ensures the sustainability of the approach and that the momentum does not falter. Meetings vary depending on the company, but as a minimum, it is recommended to have:
- a point of launch to share your OKRs with the team,
- regular points to track the progress of Key Results,
- and a review at the end of the period (usually the quarter) to, among other things, capitalize on the collective experience and adjust certain things Key Results for the following period.
It is also strongly recommended to have some internal ambassadors – «OKR champions» – to support managers and teams and to energize the internal approach over time.
Mistake #7: Confusing OKR management with HR evaluation systems
OKR are primarily a method for guiding activity and priorities. This is not an HR evaluation tool or a variable remuneration system., Because the Objectives & Key Results Employees are deliberately ambitious and slightly uncomfortable.
While the achievement of collective goals achieved through OKRs may lead to the payment of variable remuneration, it is not recommended to base your individual HR evaluation system on OKRs.
For David Guillocheau (Zest), interviewed as part of our OKR HR webinar, « OKR should be disconnected from the reward system but not unrelated to the profit, because by being more effective collectively thanks to OKRs, we will achieve the goals that are the source of remuneration. ».
Error #8: Improvising in the OKR approach
The reading of John Doerr's book « Measure what matters » – the reference to OKRs – is not enough. Although the approach is quite simple to understand, implementation can sometimes prove tricky. Properly deploying OKRs requires support to ensure that the method is used properly, that the objectives resemble objectives, and that the Key Results to some Key Results.
Too many leaders underestimate the requirement for the OKR method to be deployed (on the surface it seems simple) and conclude after a few weeks or months that OKRs are not suited to their company. They would undoubtedly not have reached this conclusion if they had benefited from a support in the OKR process and benefited from the experiences of those who have practiced OKRs.
Behind the simple and easy-to-understand aspect of the OKR method lie certain subtleties and difficulties that only expert guidance and experience in the field can help overcome. To implement the OKR, it is essential that all stakeholders adopt the principles. This requires a thorough understanding of the subject, knowledge of all the pitfalls that may arise, and rigor. The teams talenco remain mobilized to support you in your process.
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