When we first embark on the journey to use Objectives and Key Results (OKRs) in our organisations, we often bump up against resistance to change, which can sink our efforts before we’ve made any headway.
However, this resistance can be reframed as a normal response to the unknown, often hiding scepticism and worry about added responsibilities. Yet, it’s within this very challenge we can find the catalyst for success.
How can we leverage this resistance, turning it into a stepping stone towards the successful adoption of OKRs?
Understanding the heart of resistance
The journey begins by understanding what’s at the heart of resistance. It’s typically caused by uncertainty when people realise they are out of the comfort zone. We need to feel uncomfortable enough to know we need to change, but not so uncomfortable that we feel at risk (something known as felt security). The comfort of the known, even when it’s less effective, is a powerful force.
Acknowledging the emotional landscape in any change is pivotal.
When we introduce OKRs, it’s about more than just a new framework; it’s about navigating the human heart and mind. Empathy becomes our compass, guiding us to understand and address these emotional undercurrents.
Engage in meaningful conversations
The bridge to recognising these responses and avoiding treating them as resistance is built on the pillars of engagement and transparent communication.
Why OKRs? How do they work? What’s in it for everyone?
These are the questions that need clear answers. Creating spaces for open dialogues, addressing queries, and voicing concerns can illuminate the path OKRs pave, easing the journey towards acceptance.
Illuminate the way with clear benefits
Engagement shines brightest when we spotlight the benefits of OKRs. Imagine a world where direction is crystal clear, focus is sharp, and alignment is tangible enough to empower and motor us forward.
Sharing good stories from other organisations or pioneering teams within our own can serve as beacons, showcasing the transformative power of OKRs.
Empower with sharing the knowledge and tools
A response that looks like resistance often springs from the seeds of uncertainty or fear. Cultivate an environment rich with training sessions, workshops, and resources on OKRs and empower our teams, transforming the unknown into a landscape of opportunity.
Create a culture of inclusion
Setting OKRs needs to become a collective endeavour. When teams sign up to joint goals and are recognised for their combined efforts, people become far more engaged as they now have skin in the game.
Inclusion breeds ownership; understanding our role in the grand scheme of things can turn the understandable apprehension into advocacy for change.
Embrace concerns with empathy
Listen to concerns with empathy and respond with actionable practical solutions can turn the tide.
Whether it’s the fear of increased workload, concerns about transparency, or anxiety about accountability, providing clear explanations and adjustments can alleviate these fears.
The role of leadership
Finally, leadership’s role in steering this effort cannot be overstated. Leaders who live and breathe OKRs and set the example can significantly help mould the organisational culture and mindset towards embracing change. Celebrating each milestone, providing unwavering support, and demonstrating commitment can inspire teams to embark on this transformative journey.
Conclusion
Reframing resistance to change as a natural response, and dealing with it appropriately, is a pivotal step to successful OKR implementation. Through understanding, engagement, empowerment, and leadership, we can navigate these waters.
This journey isn’t just about adopting a new framework; it’s about cultivating a culture that thrives on continuous improvement and alignment. As we chart this course, our focus should be on transforming resistance into resilience, laying the foundation for a future where OKRs herald not just success, but a new era of organisational excellence.
Notes
- Article first published on LinkedIn Pulse on February 11, 2024