This post is aimed principally at those who have been appointed to their first management role. Maybe a sales team leader, maybe a leader of a customer success team. But having said that, I think there are plenty of manager who’ve been managing teams for years, but still haven’t grasped how to become a leader rather than a manager.
How your people are engaged, coached and motivated is critical to your company success. A goal setting framework allied to a coaching culture is far more likely to produce effective staff who are engaged, creative and adding value to the organisation.
Continuous Performance Management (CPM) is widely replacing annual appraisals as the most effective way to improve staff performance. Implementing a goal setting methodology such as Objectives and Key Results (OKR) provides a natural platform to support CPM.
Objectives and Key Results is the new agile management methodology sweeping through Silicon Valley and onto thousands of companies around the world. It works for Google, Amazon, Intel, Facebook, Sears, GE and many more – but will it work for your business?
The chancellor exposed the productivity conundrum facing the UK in the recent Budget – the solidly increasing labour productivity trend took a dive in the 2008 recession and has only just recovered to the same levels
Avoid using task based language when you write Objectives and Key Results. OKRs describe your goals and measures to determine progress towards them. Tasks describe what you are going to do. Learn some simple tests to distinguish between them.