THE OKR PLAYBOOK FOR

EXECUTIVES
Management Summary
As an executive, this guide should help you:

1) Understand your own responsibilities within Team-level benefits could include:

the OKR Cycle and OKR implementation. 1. Commitment through sense of purpose
2. Improved collaboration through clear
The following responsibilities will be explained in alignment processes
more detail: 3. Continuous learning
1. Leading by example
2. Acting as a multiplier This has plenty of advantages for the
3. Empowering the team organization. Above all, strong customer
4. Motivating centricity as well as fast and effective strategy
5. Being a coach execution are essential.
6. Ensuring mediation and moderation

“Management is about human beings. Its task is to make people capable of joint performance.
Management is the critical, determining factor.”

Peter Drucker, Management Thinker

2) Understand and communicate the benefits of 3) Successfully implement an OKR program.

OKRs for upper management, employees, and
the organization to convince all relevant We will discuss five key tips:
individuals of the effectiveness of working with 1. A clear vision
OKRs. 2. Who and why?
3. Step-by-step implementation
Management-level benefits discussed are: 4. Living OKRs
1. Transparency and fast course corrections 5. Data-based decisions
2. Proactive management of dependencies
and reduction of frictional losses
3. Continuous focus on strategy execution 4) Work with OKRs successfully, in which we
4. Assumption and distribution of orient ourselves on the “Workpath Goal Cycle”
responsibility and assist you at each point of the framework.
5. Adaptability

OKR playbook for executives | 2

What is expected from me?
The responsibilities of an executive in the OKR program

An OKR program can only be successful if it is One reason for this is that management’s support
supported by all participants within the program. for the process is often carried over to
That extends from the top of the company down employees, increasing their engagement and
to every single employee. Those responsible for motivation and, ultimately, the success of the
implementing the OKR often face the challenge program. Of course, this requires the executives
that executives aren’t sufficiently involved in the themselves to have taken time to understand the
OKR process and, as a result, don’t fully support OKR process as well as the principles and
it. On the other hand, employees don’t always processes behind it. Ideally, they have even
understand why OKRs are being introduced. participated in a training program to be able to
authentically communicate the mindset behind
the process.
To prevent this, take the time to ensure all
relevant individuals completely understand,
support and are actively involved in the OKR Acting as a multiplier
method. After all, it is not only a new process Through continuous, active communication and
being introduced, but also a new mindset that their own engagement and self-reflection,
every participant needs to have to get the executives can motivate their teams to accept the
organization on the right track. OKR principles and successfully work within the
OKR process. This also includes creating clarity,
Here is an overview of the responsibilities and answering questions and explaining why the
roles you, as part of the leadership team, will have framework is being introduced and how
during the introduction of and throughout the employees and the organization can profit from
OKR process: it.

Leading by example This can happen, for example, through strategic

presentations and town hall meetings as well as
In an article about Change Management, the
one-to-one communication with employees. A
Harvard Business Review described the
strong message here could be to create dedicated
possibility of transformations as being five times
positions for OKR Coaches or Program Leads. It
more successful when executives lead by example
is important to always keep in mind that
throughout the process.
executives aren’t the only multipliers, but they
can help lend other OKR leaders a strong voice by
showing their support for the topic.

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Empowering the team Being a coach
One of the biggest changes most organizations Teams can’t reach their goals if they lack the
experience when introducing OKRs is that necessary skills to do so. In a modern work
guidelines and control are replaced with more environment, it is especially important that all
autonomy, self-critical reflection and employees have the opportunity for continuous
decentralization of decision-making. That means development. While this includes technical
teams set and achieve their own goals within the topics, as an executive, you should also use
given strategic framework instead of working on Retrospectives to regularly demonstrate the
tasks assigned to them. For this to work, it is opportunity to reflect on and improve working
essential that executives provide the proper methods and collaboration.
infrastructure (e.g. with help from Workpath),
familiarize employees with the OKR process,
Ensuring mediation and moderation
facilitate it as well as possible and provide
assistance throughout this process of change. At A big advantage OKRs offer is the usefulness of
the same time, it is also important they show working across team boundaries. Although, this
their employees the necessary amount of trust. also must be learned. Executives don’t always
have to speak for their team but should ensure
that the team has support from program leads or
Motivating coaches, if necessary. They can then act as
Change isn’t easy. It is important for leaders to moderators or mediators between teams,
have a keen sense of when team members are whether it be for goal development, votes or even
frustrated or lacking motivation, and to be conflict situations in everyday work life.
committed to keeping them active, creative and
motivated. Celebrating both big and small
accomplishments can be motivating. Events, like
the OKR Kick-Off itself, can also be used to
motivate team members.

OKR playbook for executives | 4

What do we get out of it?
Advantages for upper management, employees, and the organization

Especially during its introduction, approval and Management-level benefits

commitment at the executive level are crucial for
a successful OKR program. Leadership support
1. Transparency and fast course corrections
ensures that accountability for engagement and
involvement exists and sets the tone for the Continually up-to-date data and analyses within
entire company. the OKR process make strategic success more
predictable and help executives focus on
measuring the right things. Lead metrics, which
OKR supporters generally have confidence in the they can read and analyze with a tool like
approach and advantages of the framework Workpath, provide early information indicating
because they have dealt with it for an extended when a course should be corrected and lead to
period or have had positive experiences with quicker and more targeted problem solving and
OKRs within an organization. performance improvement.

“OKRs are a management methodology that helps to ensure that the company focuses efforts
on the same important issues throughout the organization.”

John Doerr, Silicon Valley Ikone

Nevertheless, it is often a challenge to get all 2. Proactive management of dependencies and

people within an organization excited about such reduction of frictional losses
a big change. People are creatures of habit and By aligning team goals with the strategy as well
don’t always want to see the immense as among teams themselves, you can accomplish
advantages such changes can bring with them. a consistent value creation process. This allows
Instead, they get stuck in the thought and work you to create clarity on measurable goals
patterns they are accustomed to. throughout the entire company and improve
communication. As a result, frictional losses
To help you win over those involved, we have put between the interfaces of various functions are
together a list of benefits OKR introductions can minimized.
bring to upper management, teams and the entire
company.

OKR playbook for executives | 5

3. Continuous focus on strategy execution 5. Adaptability
Many companies fail to actually implement the OKRs allow the company to carry team-level
strategy they have worked so hard to develop. By agility and adaptability over to the entire
providing leadership with a vision and “line of organization. Alongside project management
approach” within the OKR process and allowing tools, like Jira or Asana, used at the departmental
teams to set their own goals within this approach, level, OKRs at the business level help provide an
it is possible to bridge existing gaps in the overview of strategy execution in real time,
strategy execution. Operational teams can enjoy identify blockers and readjust immediately.
a strategic influence in their daily work activities Organizational data can also be analyzed to
and know exactly what impact they have in the identify which structures and processes need to
company. be adjusted for a more effective strategy
execution. This allows the organization to be as
flexible as today’s market demands.
4. Assumption and distribution of responsibility
With the introduction of OKRs, each person in
the organization takes responsibility for their
own area. This means the “pressure” to reach
individual goals doesn’t have to come from the
management level, allowing executives to shift
their focus from a high number of control tasks to
more development and growth-oriented
activities. In this way, they can successfully
develop their own talents and continually
promote the ongoing development of all
employees.

OKR playbook for executives | 6

Team-level benefits

1. Commitment through sense of purpose 3. Continuous learning

In the OKR framework, teams are free to choose One goal of OKRs is result-oriented and
how they reach their goals and are measured data-based work. By continuously measuring
based on outcome-focused metrics with respect one’s own results, the value creation process of
to their customer or business impact. With more each individual and team can continually
autonomy and customer orientation, and a “big improve. With help from tools like regular
picture” sense of purpose, employee commitment Check-ins and Retros, problems can be identified
increases. Everyone is responsible for their goals and addressed directly, often avoiding
and can feel their own impact on the strategy in frustration. Reflection in these formats also
the team and on the company level. allows employees and teams to learn what the
drivers of success are for reaching their goals and
how the strategy execution process in their daily
2. Improved collaboration through clear alignment
work can continually improve. This work method
processes
can help better prepare employees for the future,
OKRs promote collaboration and coordination increasingly agiler business world.
across team and hierarchical boundaries.
Through alignment, which takes place during goal
panning, transparency of important
dependencies increases and, as a result, the
awareness of the importance of reliability. In this
way, teams can plan their own resources more
realistically, since fewer ad-hoc topics appear,
while also better relying on resources needed by
other teams, since communication and planning
take place cross-functionally.

OKR playbook for executives | 7

Organizational-level benefits

Of course, the benefits mentioned on the Workpath offers a “home” for this framework. In
management and team levels also affect the a comprehensive SaaS solution with
organization itself. Through an agile working user-centered workflow tools and an
method, employees are motivated to take on accompanying analytics suite, all related projects,
responsibility and can see more purpose in their goals and metrics are connected with one
work. By involving all relevant teams and their another. This makes it easier to analyze results,
additional customer knowledge into the strategic draw conclusions and learn cross-functionally.
planning process, basic customer centricity is
ensured. Finally, the introduction of OKRs means
that a great deal of the core principles a company
needs to survive in today’s competitive market
are actively integrated. Efficiency and stability,
the success factors of many established
companies, are replaced with adaptability and
speed, the principles of new market leaders.

Reading all this, it sounds quite positive and plausible, doesn’t it? That’s also an essential point: Creating an
organization that works in this way is attractive for employees and makes your organization competitive in the
job market for new and existing team members.

Would you like to become more familiar with Workpath?

You can arrange a personal appointment with one of our colleagues here.

OKR playbook for executives | 8

What do I have to do?
How to make implementation a success

If all relevant individuals are on board for the Especially during the initial introduction, the
introduction of OKRs, the next step is to leadership team, program lead and plenty of OKR
implement the framework. Below you can find coaches should be trained to work with OKRs to
five key tips on how to best proceed. help properly assist their teams. This means they
need to understand the theory behind them as
well as practical points, such as what good and
1. A clear vision
not so good OKRs are and how they’re
Even before the OKRs can be implemented as the formulated. If leadership isn’t qualified, meaning
main control system, it is important to lay the they don’t have the necessary tools and
proper foundation within the company. This knowledge before the framework is introduced, it
means management should take the time to is difficult to ensure the teams will properly work
define a clear vision, mission and company values. with it and see its benefits.
These should also be communicated to the entire
organization. A strong culture based on these
values allows for the creation of a robust OKR 3. Step-by-step implementation
system. A sustainable transformation doesn’t happen
overnight and nobody becomes an OKR expert
with the snap of a finger. The OKR framework
2. Who and why?
should be introduced and optimized step by step.
The two most important aspects to keep in mind This is the only way to ensure all relevant people
when introducing OKRs are the who and why. are included, but also held responsible. They can
The “why” should be explained to and understood gradually unleash the benefits of OKRs through a
by everybody. “Why are we introducing the OKR better understanding of the OKR process. The
tool (and, if necessary, a connected tool like next set is to then integrate the OKRs into the
Workpath)?” The arguments for this will be existing tool and process environment more and
discussed in the final section. more and use interfaces to create synergies and
make the right decisions.
Just as important are the people involved in or
responsible for the OKR process. it is essential to
ensure the appropriate people are on board—
OKR coaches, program leads, all levels of
management and employees on a broad scale.

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4. Living OKRs In addition to these 5 key points, there are
As discussed under executive responsibilities several other tools and practices that can be
when introducing OKRs, it is essential to live the helpful in the implementation and enforcement
OKR framework, including all of its elements and of OKRs. Here are three examples:
rituals. Executives should regularly conduct and
take meetings like Check-ins and Retrospectives 1. Success stories
seriously. After all, when the leadership team
Plenty of Workpath customers report that
doesn’t set an example and live the OKRs, why
sharing internal and external success stories
should the other teams?
(many of which can be found in the Workpath
Library) has helped their organization. For
5. Data-based decisions example, a team that has performed particularly
Most organizations strive to be data driven. This, well can share its OKR practices at the next town
however, is also something the leadership team hall meeting, or dedicated events with
needs to exemplify and it can be ideally opportunities to exchange experiences can be
implemented with OKRs. OKRs deliver data organized. Another option is to have teams that
throughout the entire cycle, which can be have formulated particularly good key results
constantly used and analyzed to make better work together on OKR creation with those that
decisions. This way, for example, executives can have room for improvement.
see how far a team has come in reaching its goal,
where they are in their strategy execution, and at 2. Change OKRs
which points or interfaces challenges exist. They
it is helpful for program leads and management to
can then act accordingly.
set “Change OKRs” at the beginning of each OKR
Cycle with the goal of optimizing the OKR
process. An example of this could be to improve
OKR quality by concentrating on fewer individual
key results or key results focused on quantitative
metrics. By continuously working on the OKR
process with help from Change OKRs,
organizations have great leverage for making a
program successful in the long term.

OKR playbook for executives | 10

3. OKR Community
It can be particularly helpful for management to
exchange information about their work with
OKRs in the teams in a separate framework. In
addition to leadership, all other individuals
responsible for the OKR process and its
implementation, such as program leads and
coaches, should also be able to take part. In
contrast to other employees, not only are they
working “in the system” (daily business), but also
“on the system” (ongoing organizational
development), where other types of challenges
are present. An OKR Coach Community is
particularly suitable for this type of exchange.

“Objectives and Key Results are more than just a new tool. Rather, they are a new way of
making strategy consumable and structuring its implementation. The executive has a core role
here: In addition to drafting OKR at the organizational level, this could also mean actively
participating in communities. On the one hand, as a manager I show my appreciation. On the
other hand, through this point of contact, I am aware of current obstacles and can create
added value for the entire organization by eliminating them.”

Philipp Schoel, Team Lead Training & Enablement at Workpath

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What is next?
Working with OKRs on a daily basis

Executives have various tasks and responsibilities 1. Communicating company strategy

to fulfill throughout the entire OKR Cycle to Even before the cycle begins, it is crucial that
ensure a successful strategy execution. To break leadership communicates the strategy and
down these tasks, the “Workpath Goal Cycle”, corresponding priorities set for the
which contains all steps within the OKR Cycle, is organization’s upcoming quarter (three months is
shown below. a common time frame for an OKR Cycle).
Everyone should know and understand the
strategy to be able to derive their own goals and
tasks from it. If necessary, executives should also
communicate the expectations that arise from
the strategy with their teams. An appropriate
tool that makes the goals available to everyone
and ensures transparency can be helpful.

Communication is not only crucial in this first

phase, but throughout the entire process. Teams
should always understand the importance of
OKRs and adherence to each individual step, and
it is essential that leadership teams continue to
communicate this.

2. OKR Drafting
As discussed in the previous section, leadership In further OKR drafting, teams develop their
works both with the team “in the system”, i.e., OKRs based on the priorities communicated by
developing and operationally working on goals to the organization. In this case, it is essential that
execute the strategy, and “on the system”, i.e., program leads ensure teams have all the
optimizing the work environment and processes materials they need to do so. For example, they
for their teams to help them work as effectively should have access to appropriate tools, like
and efficiently as possible. The tasks along the Workpath, and should be provided with
OKR Cycle can also be divided into these two templates, guides and possibly coaches to best
focus areas. formulate their goals.

OKR playbook for executives | 12

3. Alignment Workshop 5. Weekly Check-Ins
Depending on their level, executives are also After the OKR Kick-Off, daily work follows. Two
actively involved in the OKR drafting process and building blocks are particularly important here.
provide teams with assistance, for example, when The first one: Weekly Check-ins on team and
formulating or prioritizing goals. When it comes leadership levels should take place. Depending on
to alignment, executives and program leads the leadership level, executives should provide
should work together closely to help teams align progress updates regarding goals and possible
their goals with one another. In these cases, challenges and blockers to their teams or,
support through moderation or mediation is accordingly, with program leads. A “half Check-in”
often necessary to help resolve resource conflicts can also be conducted to check the process with
and other challenges. In this process, executives the team leads.
should also ensure teams can pull support from
other resources, such as coaches.

Looking to create a more agile and customer-oriented approach for your organization? Workpath is happy to help. Get
to know us and set up your personal appointment with one of our colleagues here to discuss your individual needs.

4.Fine-tuning the OKRs 6. Retrospectives and Reviews

Alignment is usually followed by fine-tuning the The second essential building block is
OKRs. Leadership can also assist based on the Retrospectives. These should also take place on
OKR drafting here. With help from reports, data team and leadership levels regularly to analyze
based on the created OKRs can be compiled to and improve work processes and strategy
see, for example, the percentage of goals that are execution. At the end of each OKR Cycle, a
quantitatively measurable or aligned with the review should also take place to optimize the
organization’s goals. With this, direct managers process for the next cycle.
can be instructed to specifically work with their
teams on corresponding goals and their
formulation.

OKR playbook for executives | 13

Additional Resources
You are interested in further Workpath formats?
Find out more about our training, events, and other helpful material.

Contact
About Workpath
Workpath is the leading enterprise software provider Workpath GmbH
enabling organizations to execute their strategies fast, Nymphenburger Straße 86
flexible and effective in an increasingly dynamic and complex 80636 Munich
world. With simple and intuitive workflow tools Workpath Germany
engages all employees in the strategy and execution process. www.workpath.com
Its comprehensive analytics suite empowers executives to E-Mail: [email protected]
make better decisions on when to adapt focus, budgets or
structures as early as possible.

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