Should we celebrate all achievements?

The quarter is over, and it is normal to look back to understand what was achieved in the period. We use time frames to track the progress of our achievements and for that reason, I want to ask you: what were your achievements this quarter?

Do you still remember your goals for the beginning of the quarter? How do you know if you are in the direction of reaching them or are you still missing?

Do you understand that these questions are different? Your achievements are not necessarily your goals at the beginning of this quarter. And often, the objectives of the quarter are not achieved and other achievements happen.

And that is not bad, after all, you have achieved something. Right? Not so much, after all, is it that these new achievements were more important than the initial objectives? This is an excellent example of strategic misalignment.

Did your team really know what goals this quarter’s achievements should be? That the strategy was clear to everyone? That the team worked towards joint goals? Or is it that everything was not really clear and each one went in the direction he had in his head as correct?

These other achievements must certainly be celebrated, after all, they have been achieved. But after all, wouldn’t the effort that was used to achieve these achievements be better used in the organization’s objectives?

Let us stop deceiving ourselves about our achievements

Here is the reflection, we are often deceiving ourselves, even if unintentionally, about our achievements. The minor achievements became reasons for celebration and likewise, not achieving the main objectives is often justified by the fact that other achievements have taken place.

And the problem is precisely the lack of initial objectives. Even though the objective is often clear in the minds of some people, without the correct methodology and planned management rituals, the result that can be expected is the same.

It is impossible to want the entire organization to be aligned on one Goal if it has not been communicated in a clear way to everyone. Likewise, we should not be surprised by the many unplanned achievements that happen, after all, the company is looking for different goals.

How can I improve my strategy?

OKRs are a great way for organizations to create and communicate goals and results. Its main purpose is to promote the connection between the objectives of the company, the team, and the individuals based on measurable results, making everyone move in the same direction.

In summary, using OKRs properly helps to increase alignment and engagement among people, and makes the strategic planning process more agile, with a greater cadence of review, adaptation, and participation of the entire team.

The alignment and engagement between people increases, as the team becomes part of the strategic direction, generating a greater sense of belonging in each one.

With the definition of OKRs, we gain a tool in prioritizing work, and more importantly, we have work directed towards a common goal. When applying OKRs, the company, team, or person is expected to have the direction for their work in hand:

Objectives: They have, in essence, a qualitative, inspirational characteristic, with a defined deadline and point to goals, that is, they say where to go.

Key results: Quantify the whole inspirational idea. They must be attainable, measurable, and realistic. In other words, they indicate how it will be possible to achieve the objectives.

And the work must not end here, it is necessary to keep OKR communication up to date. In addition to checking the progress of the KRs on a monthly basis, it is also necessary to communicate all of them to the company frequently, after all, the objectives must always be clear to everyone. Only then will we be able to concentrate efforts on achieving the main objectives.

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