Establishing a feedback system

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It is very important to implement this mechanism, for example, to set up regular meetings. Without constant feedback, the OKR experiment will not bring the expected results.

Step 6 Establishing a feedback system

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Please note! For the OKR methodology restaurants email list to work effectively, there needs to be an exchange in both directions: strategic business development goals, directions and challenges are set from above, and proposals on methods for achieving results and their evaluation come from below. And most importantly, it is necessary to collect information from employees working directly on site.

Step 7: Encourage initiatives
When implementing OKRs, it is important to give employees freedom to act, to take initiative, to develop and implement ideas, and to organize work in their own way.

Create conditions for people to make mistakes, test ideas, innovate, exchange employees and teams within the company, and improve their skills through training courses. Don’t forget: working on OKRs is a rather expensive endeavor, but it brings returns.

Step 8: Monitoring metrics
Ultimately, the OKR goal should be partially achieved, and only tracking metrics allows you to understand this. Start by assessing monthly metrics with your team, then move on to analyzing quarterly and annual results.

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Common Mistakes When Developing OKRs
When business leaders begin to implement the methodology, they usually encounter typical mistakes:

Goals can be too ambitious or, on the contrary, very easy.

Specific priorities are set, which allows them to be measured. The OKR methodology requires that key results be as measurable as possible, while the goal itself remains abstract. Here is one successful example of its formulation: “Break the sales record.”

The goal is not ambitious and does not motivate. For example, “Develop an online store design” is not inspiring because achieving it does not present any particular difficulties.

An excessive number of key results can lead to distraction and loss of priorities.

Priorities that depend on other teams: failures of one of them can affect the outcome of the entire work.

Lack of alignment of goals with the overall policy and mission of the company. In this situation, OKR loses its strategic focus and becomes a simple list of tasks.

Lack of regular review can lead to a loss of focus on the overall goal, even if it is initially set correctly.

Priorities and key results are set only from above, without the participation of specialists. As a result, motivation falls, employees lose the incentive to work on OKR.

Synchronization of actions on current goals occurs, but new tasks and changes are not taken into account.

The key results are chosen in such a way that they cannot be measured.

The team does not understand what OKR is, why the company needs this methodology, and how it functions.