When OKRs are defined in any organization, especially for sales, the first instinct of leaders is to ask for numbers achievement vs. the set target. Instead, if you look at the metrics used to assess the number achievement, it will make the OKR framework more effective. OKR Frameworks can incorporate 2 key approaches which will help boost the performance of various teams.
Constructs
Priorities
Constructs:
Simply speaking, these are the components that help build an OKR. Traditionally, sales team focuses on the destination rather than the journey. These are a set of key metrics which are unique to each team/department in the organization. Without these metrics, driving the numbers or goals will become a cumbersome (for managers) and burdensome (for employees) exercise
For example, your sales team has a target of $100000 to achieve. And you also have a wonderfully designed sales cadence to track on a daily/weekly basis where your team members are in terms of their respective targets. This can be frustrating for sales teams, especially when the number is comprised of several small value transactions leading up to the target.
If you can define the key metrics for your sales team to help achieve that number, then it can make OKR a more strategic initiative within the organization. This means the target number is not the metric. So, to achieve $100000, what all do the sales team members have to do – that would be the metrics and that’s how you make a team strategically driven and not just chase them for numbers.
Next time you set OKRs for business teams, during the weekly Check-Ins, please ask them what they are doing to get their numbers.
Examples of metrics could be:
# of field/customer visits made
# of partner events
# of new alliance partners signed up
# of conversions
And so on.
Priorities:
Once you have your OKRs in place and metrics also defined, it is important to prioritize the weekly activities/deliverables based on the impact they will have on achieving your Key Results in your OKRs. Normally, a visibility of at least 2 weeks’ tasks is a good thing. If you don’t see two weeks’ activities on the horizon, then it could mean one or more of the following things:
1. You have not defined your OKRs well
2. You are not ready for OKRs
3. You are not serious about OKRs
That is why I recommend that you get your teams to track their PPP – Plan, Progress, Problems on a weekly basis. It will throw a lot of insights into how your teams function, how you should measure them, and what are the course corrections that you need to make.
Are you ready to move your business to the OKR Dimension?