OKRs for People Managers
Modern companies empower their managers, but also expect them to be accountable for their teams’ performance, empowering employees, coaching, recognition, retention, and well-being.
In short, today’s people manager is a superhuman with superpower 🦸‍♀️. OKRs is one of them.
Learn how people managers can use OKRs to stay focused and create a results-oriented environment, even if their teams are remote.
Empower
Good managers inspire team members by delegating outcomes and not micromanaging output. Such managers set clear expectations using OKR planning meetings.
đź’ˇPro-tip: Learn how to conduct an effective OKR meeting.
Unblock
Good managers track blockers very closely and sincerely try to remove them. The blockers can be work or personal.
Tracking blockers helps people managers stay focused and results-oriented. Daily stand-ups and 1:1 conversations are effective ways to track blockers.
Tracking blockers helps people managers stay focused and results-oriented. Daily stand-ups and 1:1 conversations are effective ways to track blockers.
💡Pro-tip: Create an inclusive team environment, showing interest in the success and well-being of your team members. 🙏
Coach
Modern organizations expect managers to coach their team members. However, most managers find it difficult to share developmental feedback effectively.
Good managers are astutely aware that sharing feedback matters and improves performance. A Formal feedback from the manager when a team members checks in against their OKRs or during 1:1 conversations is most effective in coaching the team.
Good managers are astutely aware that sharing feedback matters and improves performance. A Formal feedback from the manager when a team members checks in against their OKRs or during 1:1 conversations is most effective in coaching the team.
đź’ˇPro-tip: In their Harvard Business Review article, Jack Zenger and Joseph Folkman argue that:
1. Employees prefer developmental feedback (53%) more than appreciative feedback (47%).
2. 92% of the respondents agreed with the assertion, “Negative (developmental) feedback, if delivered appropriately, is effective at improving performance.”
3. 72% said they thought their performance would improve if their managers would provide corrective feedback.
Track Engagement
Good managers continuously track engagement within their teams on various aspects, such as recognition, well-being, personal growth, belonging, collaboration, alignment, and communication.
đź’ˇPro-tip: Good managers are acutely aware that they do not (and cannot) have answers to all issues but still are not afraid to surface and discuss issues.
Unbiased
Good managers are aware that several unconscious biases can creep in during 1:1 and performance conversations. They are not only aware of these unconscious biases, but call them out during performance calibration discussions with leaders.
đź’ˇPro-tip: There are at least 17 different types of biases that can affect performance conversations. Check out our e-books here.
