When our top-line OKRs are projected on a screen, it’s clear to see which leaders are making their objectives. Art doesn’t like yellows, so every OKR is either green (on track) or red (at risk). There’s no bell-curve ambiguity, no place for problems to hide. The reviews run for three hours, with a dozen senior executives taking their turn. Little time is spent on people’s greens. Instead, they “sell” their reds. The team votes on the most important at-risk OKRs for the company as a whole, then brainstorms together as long as it takes to get the objectives back on track. In the spirit of
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