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Hi LizPierce, That is a great question! I was really conscious that I didn't want people to think it was ANOTHER thing they had to do for no clear reason and maybe something that would become a tick box exercise.
I focused on the why - I wanted to make sure everyone was bought into the concept from the beginning so I gave some training sessions on what OKRs are first of all and people started to see the links between OKRs and what we were already doing.
That made it feel like a natural progression so rather than an additional thing, it was simply a more refined, more purposeful version of an existing process and idea.
I love this question LizPierce because this is showing a big pain point of a "zero to hero" story - change management is not working as a technical deployment project.
We've done an initial discussion about OKRs internally and because we already tried to work with goals but not with the OKR principals, it was a great way to present improvements in this area.
The next step was a "trial" period with our teams and multiple Q&A sessions about the how but als some discussions about the why.
Especially the discussions about the why helped our leadership to clarify some questions but also the team to understand the bigger picture of OKR itself and there role inside of the company.