In my role of facilitating OKR (Objectives and Key Results) implementation within organizations, I often encounter a common scenario. Many companies, having been introduced to OKR through books or online articles, hand over these resources to their employees, assuming that's sufficient for successful implementation. However, they quickly realize that the apparent simplicity of OKR is misleading, and simply reading about it doesn't translate into effective execution.

OKR is more than a concept; it's a system that requires careful instruction and fine-tuning to thrive. My approach, refined over 7 years of implementing OKR in a diverse range of companies and industries, follows a strategic path:

1. Assessment and Introduction: Initially, I work with companies to determine their need for OKR and their readiness for its implementation. This phase includes providing a readiness checklist and introducing decision-makers to the OKR system in a concise manner.
2. Management Team Training: The next step involves an in-depth training session for the management team, where we set real OKRs at either the first or second level. This training is immersive and comprehensive, typically spanning two full days (16 hours) to ensure a deep understanding and practical application.
3. Ongoing Support and Practice: Following the training, I offer support throughout the first quarter. This includes setting up a regular practice of progress meetings, essential for maintaining momentum and ensuring the effective application of OKRs, and other meetings. For more details, refer to my article about OKR Calendar: Key Events and Timelines