Why Objectives and Key Results (OKRs) is one of the worst kept secrets to organisational success
Hearing a lot about Objectives & Key Results (OKRs), but still a little unclear what they're about? Maybe you're hearing all the chatter and it's tweaking your interest! Well, join me for a farside chat and all will be revealed.
In this session we'll get under the hood of OKRs to understand the history, the core concepts and cut our teeth in a manner which allows us to take them back to our teams for further exploration.
At minimum, you'll walk out of the session with some clear goals for the coming quarter!
Outline/Structure of the Workshop
- Topic overview - 30 minutes
- Introduction & history
- Why organisations are exploring OKRs
- How the approach actually works
- Where to apply the approach and common patterns for success from executive to team execution)
- Real case studies and learnings
- Interactive personal OKR setting experiment - real OKRs for you to take forth and conquer - 60 minutes
- Follow up group discussion via LinkedIn in 3 months time - how did we go with the experiment? - 60 minutes
- See the why OKRs can be a helpful success factor
- Understand the core concepts of OKRs
- Set personal OKRs for the quarter ahead in an interactive workshop to truly understand the concepts
- Learn how to coach others on setting powerful OKRs
- Walk out ready to experiment with OKRs in your organisation if you so wish
Anyone who works in a team or is personally goal oriented
schedule Submitted 1 month ago
People who liked this proposal, also liked:
Neil Killick - Slicing heuristics - Techniques for improving value generation, speed to market and delivery predictabilityNeil KillickAgile Coach, Trainer and ConsultantKillick Agile Consulting Services
schedule 18 hours agoSold Out!
Story (or, more accurately, capability) slicing is such a core and necessary practice for creating agility at team, portfolio and even organisational level. Yet it is not explicitly included in any of the popular methods and frameworks teams use such as XP, Scrum and Kanban.
Slicing heuristics are collaborative, contextual, evolving techniques for creating focus on value-generating activities, leading to delivering value sooner and with more predictability. They incorporate all of the 4 core agile values from the manifesto, and many of the 12 principles, particularly:
- continuous improvement (inspect and adapt),
- maximising the amount of work not done (simplicity and focus)
- face-to-face conversations
- continuous delivery of value
Best results are obtained if heuristics are applied for all types of work, by all of the folks collaboratively across the value chain, but they can be used as safe-to-fail experiments by individuals and groups wherever they sit in the product delivery pipeline.
From a practical perspective, they involve:
- slicing deliverables at all levels, not only "story"
- flow metrics (cycle times and variation)
- specific inspect and adapt / continuous improvement activities to improve speed-to-market and predictability
- big visible boards (ideally)
Come and learn about this powerful, practical approach to improving agility in your team or organisation from wherever you sit right now.
Ed O'Shaughnessy / Geoff Anderson - Can I give you some feedback? Umm, I’d rather you didn’t!
Does the question "Can I give you some feedback?" strike fear into you? You're not alone! We've probably all been on the receiving end of what someone has called feedback but which we know is anything but. We may well have also been given the proverbial "sh*t sandwich", which most certainly is not palatable! This sessions aims to remedy the situation by examining what feedback is truly meant to be and how to apply it appropriately.
Feedback is all the rave with both management and Agile, yet it is so poorly understood and, unfortunately, so badly practiced. We know for organisations and individuals to grow that feedback is essential, but we rarely stop to reflect on how to do this effectively and in a considerate way.
This session will explore the fundamentals of what is genuine feedback, why it is valuable, and where, when and how to provide it in a way that creates desirable outcomes.
Using a simple model of feedback, we will share personal experiences where feedback has and hasn’t worked, and the learning obtained from these situations. With some light role playing, we’ll also experiment with the delivery of feedback, exploring the patterns and anti-patterns of common scenarios you may encounter in the workplace.
Ed O'Shaughnessy - The Good, Bad & Ugly: what we've learned in 10 years of scaling agile -- a panel discussionEd O'ShaughnessyAgile CoachANZ Bank
schedule 1 month agoSold Out!
Agile is now all grown up and is pretty much the de facto way of working for most teams, but it's proven to be a challenge for adoption at scale. Over the last ten years or so there has been a lot of trial and error figuring out how to break through the cultural barriers, political resistance and technical hurdles that large organisations present. This panel of luminaries (!) brings a wealth of experience helping many different types of organisations transform themselves to be fit for purpose in the 21st century. Come along to hear their stories, some good, some bad and probably a few ugly ones!
PLEASE NOTE: this session will be recorded live by The Weekly Reboot podcast and and made available for public consumption. Your attendance will be taken as acceptance to being recorded and publicly broadcast.
Daniel Prager / Andi Herman - When at first they don't want to change: Shared lessons from Addiction Therapy and Agile CoachingDaniel PragerAgile CoachZen ex MachinaAndi HermanMental Health / Addiction ConsultantCareer break
schedule 3 weeks agoSold Out!
The easy case for coaching looks something like this: a prospective coachee wants to change, can articulate their goals, and is matched up with a suitably experienced and competent coach, the two are a good fit, and they quickly get down to the challenging yet rewarding business of growth and change.
But what if a person (or team) doesn't want to change and would rather not be coached? And despite this an external power deems that change is needed and that coaching will bring this change about. What's a coach to do? What about the coachee(s)? What about the role of the client who's engaged the coach?
This situation is not uncommon, and bears more that a passing resemblance to what often goes on in addiction treatment. A person with a drug addiction (and often other problems) doesn't necessarily welcome therapeutic intervention at the outset. But an external authority has ordered it.
In this session we will explore the parallels between the two modalities of addiction therapy and coaching, including the applicability of the following psychological approaches to change:
- The Transtheoretical Model of Change and the related technique of Motivational Interviewing
- Kegan and Lahey's Immunity to Change
These approaches offer pragmatic insights into how to flex and adapt your coaching approach in the face of some of the most common impediments to change.
David Martin - Let me tell you a story...David MartinLean/Agile CoachDon't Panic
schedule 4 weeks agoSold Out!
Stories are an amazingly powerful communication tool. They sidestep our rational brain before crash tackling our limbic system and putting our amygdala in a headlock (see what I did there? I just told a story).
Humans have used stories for thousands of years to communicate. From the earliest creation myths to modern podcasting. Stories grab you, drag you in and implant their message deep in your brain.
The only place we don't use stories to communicate is in business where we are told to "stick with the facts", "take emotion out" and "keep it professional".
Let's change that. Let's put the emotion back in and give ourselves a communications edge through the amazing power of stories.
Kiran Ravula - Be Leader in You Own ContextKiran RavulaAgile CoachTelstra
schedule 1 month agoSold Out!
We always blame leadership and organization culture for ineffective Agile transformation. So do you think Agile transformation is top down or bottom up?
Agile transformation is not top down or bottom up. Its start with you. Changing the organization starts with changing yourself. We all have things in our life be it work or personal life , we want to change – our eating habits, our hair colour, our productivity. But change is hard! That’s because these things you want to change serve an important purpose – consciously, you may despise the behaviour, but on a deeper level the behaviour you want to change is a protection or a pattern that helped or helps you meet your needs. Until you identify and understand the purpose of this behaviour, change will be extremely difficult.
Here are strategies that can help you change “I” – Insights, “A” – Awareness and “M” Maturity.This presentation is focuses on scientifically proven patterns as well as real-time examples people can relate to and generate insights, create awareness and test their maturity to take up the challenge.
Niall McShane - Creating and managing tensions in coachingNiall McShaneWays of Working Coach Academy LeadTelstra
schedule 6 days agoSold Out!
As a coach there are natural tensions that come into play as you execute your role to affect the system of work, influence culture and change behaviours. The EGDE that good coaches are able to find allows them to navigate these tensions whilst maintaining the balance of stance in the moment that the situation requires.
Think of seeing the "trees versus the forest" but on multiple levels/layers concurrently. Being an actor on the stage versus maintaining distance from the system of work (being in the audience).
In this workshop I will take the audience through some of the tensions I've recently experienced and navigated as a coach and how I have assisted other coaches to learn this skill and how you can develop it yourself.