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The OKR champion class
The OKR basics
1 - a bit of history/ how it all started with OKRs (4:27)
2 - where and how to start implementing OKRs (2:47)
3 - the dilemma of strategy execution (2:11)
4 - WHY OKRs? (5:21)
5 - What it is not. (2:23)
6 - differences to other management frameworks (2:16)
7 - what`s different for business with OKRs (2:20)
8 - expectation setting (1:40)
9 - the basic rules of OKRs (2:42)
10 - OKR examples (2:57)
11 - more examples (3:39)
some department specific OKR examples to download
Video message on where we are... (V3) (1:29)
Understand and set your deployment parameters for OKRs
What to expect in this part (V4) (0:40)
12 - the strategy pyramid (4:15)
13 - company-/ team-/ individual OKRs (4:22)
14 - how to run OKRs in matrix organisations (3:16)
15 - how to set your right OKR cadence (3:33)
16 - OKR softwaretools (1:16)
17 - demo on free xls template to handle OKRs (6:16)
download xls template for OKRs
18 - the role of an internal OKR Champion (2:36)
19 -how OKRs relate to bonus and compensation (6:16)
Video recap (V5) (1:38)
Learn how to formulate OKRs
What to expect in this part (V6) (0:21)
20a - the basics to formulate good OKRs (1:42)
20b - what to avoid when formulating OKRs (6:23)
21 - understand the types of OKRs and how to evaluate them (4:07)
22 - why different interpretations are dangerous (2:09)
23a - creating Key Results with opposite metrics (3:10)
23b - KRs with opposite metrics example (1:54)
Quiz Part 1
download checklists for Objectives and Key Results
Video recap (V7) (0:53)
Expert recommendations for better OKRs
What to expect in this part (V8) (1:17)
24a - how to handle BAU (Business as Usual) part 1 (4:06)
24b - how to handle BAU (Business as Usual) part 2 (1:42)
25 - What´s the difference between KPIs and OKRs? (2:05)
26 - How do product roadmaps relate to quarterly OKRs (1:41)
27 - Understand the difference between results and tasks (3:21)
28 - How to come from output to outcome (3:32)
29 - How to do a consistency check for managers (1:07)
30 - What´s the difference between stretch goals and moonshots and how stretchy should it all be? (2:59)
31 - How to work with confidence levels (2:40)
32a - How to align cross functionally with OKRs (5:24)
32b - Blueprint for an alignment session with multiple teams (11:55)
33a - How to cascade OKRs (part 1) (2:06)
33b - How to cascade OKRs (part 2) (3:20)
Video recap (V9) (1:22)
The OKR process
What to expect in this part (V10) (1:04)
34 - The OKR heartbeat (8:55)
35 - How to define OKRs with a team (3:34)
36 - Recap on the definition part of OKRs (3:36)
Quiz Part 2
Video recap (V11) (0:58)
Blueprint to conduct an OKR definition team workshop
What to expect in this part (V12) (1:04)
37a - intro blueprint (4:42)
37b - blueprint step 1 (1:38)
37c - blueprint step 2 (1:08)
37d - blueprint step 3 (1:12)
37e - blueprint step 4 (2:17)
37f - blueprint step 5 (1:57)
37g - blueprint step 6 (0:45)
37h - blueprint step 7 (0:50)
37j - blueprint step 8 (1:03)
37k - blueprint step 9 (0:38)
37l - blueprint step 10 (0:58)
37m - blueprint step 11 (0:51)
internal communications while launching OKRs
What to expect in this part (V13) (0:47)
38 - how to communicate internally when you launch OKRs in your organisation (2:36)
Video recap (V14) (0:38)
Learn how to embed OKRs in work and meeting routines
What to expect in this part (V15) (1:00)
39 - running weekly OKR checkins (1:39)
40 - how many meetings do we need? (3:04)
41 - how to run effective meetings (with and without OKRs) (5:42)
42 - OKR printouts (0:58)
Video message on short term changes during the quarter (2:13)
Video recap (V17) (1:18)
Closing an OKR round and getting into the next cycle
What to expect in this round (V18) (1:08)
43 - collecting bottom up input (0:57)
44 - reflect on last round (1:28)
45 - collect and prioritize (3:26)
46 - check your formulations part 1 (1:11)
47 - check your formulations part 2 (2:03)
48 - summary (1:00)
49 - Quiz Part 3
Recap on the TOP 5 pitfalls
50 - top 5 reasons why OKRs don´t work or add any value and how to avoid them (2:58)
Video recap (V19) (0:48)
What to expect in this part (V8)
Complete and Continue