Regardless of an organization’s business stage, leadership teams often spend significant time planning and setting Objectives and Key Results (OKRs). This is an effective goal-setting framework for defining what you want to achieve and outlining the milestones necessary to get there.
But planning alone isn’t enough. The real question is: How can a team confidently work toward achieving those goals?
Drawing from our experience, we’ve identified key strategies to help teams bridge the gap between planning and execution, turning your ambitious OKRs into meaningful results.
Think “Future Forward” When Creating OKRs
Let me explain with a quick story.
At a sales kickoff event, we had the privilege of hearing from a member of the Jamaican Bobsled Team (yes, Jamaica really does have a bobsled team!). He spoke about the training, planning and attention to detail required to achieve big goals under less-than-ideal circumstances – like competing in an ice sport when you’re from a country where temperatures rarely dip below 70 degrees.
One takeaway stuck with me: before every race, he mentally visualizes – or “future forwards” – each twist and turn on the track, anticipating the adjustments he’ll need to make to succeed.
This approach is essential when setting and achieving goals. While setting OKRs and defining metrics is important, focusing solely on the end results can leave teams unprepared for the inevitable challenges. Too often, teams fixate on what they want to achieve without anticipating the obstacles that might require adjustments to their plans.
What’s often missing is the groundwork to not only execute effectively but also adapt along the way.
What’s Missing in Your OKR Execution Strategy?
To move from planning to execution, three critical elements need attention:
1. Define Execution Priorities:
Start by identifying the actions necessary to meet your goals. For example, if one organization acquires another, the success of the merger depends on integrating offerings across the client base and clearly articulating the combined value. Ask: Does our proposition speak to our clients and prospects in a way that builds relationships and sparks new opportunities?
2. Anticipate Pitfalls and Risks:
Consider the challenges that could derail progress. These might include regulatory changes, cybersecurity requirements or the need for better disaster recovery policies. Create action plans to address these risks before they become problems.
3. Motivate the Team:
Inspiring a team to reach its goals requires more than top-down directives. Collaborate across departments, surface the best opportunities and collectively map out the path to success. Recognize and celebrate contributions regularly and publicly to maintain momentum.
Critical Questions to Improve Your OKR Process
What does it really mean to “think future forward”? Well, let me share a little bit about how we do it.
At Revela, we guide our clients through this process by asking key questions during planning sessions. These questions are designed to challenge assumptions, uncover blind spots and strengthen the path to achieving OKRs.
You can start improving your OKR process by reflecting on these questions:
- When was the last time we reviewed our value proposition against competitors? How do our clients perceive our capabilities?
- What is our demand generation plan to educate and nurture prospects while driving Marketing Qualified Leads?
- What risks or competitive pressures could impact our business, and how can we prepare to mitigate them?
- How do we communicate progress on OKRs internally while continuously recognizing contributors?
- Are we adjusting and improving our strategy in real-time, like navigating a bobsled course?
Thinking future forward isn’t just about setting goals; it’s about preparing for success, adapting to challenges and driving meaningful results.
If your business is ready to think confidently about its future, we invite you to take the next step. Schedule a free consultation with Revela Advisors and discover how our approach can help you achieve your goals.
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