Priorities for Business Unusual

We’re two weeks into Q2. . .or two months. It’s hard to tell as each day merges into the next and quarantine time becomes fluid. When it’s business as usual, leaders leverage the ever-important tool of objective setting, Objectives/Key/Results (OKRs). We define our annual priorities and break them down into quarterly OKRs, tracking our progress and measuring our success as we go. While OKRs are typically unique to each individual and written by each employee, Covid-19 has created a collective “new normal” where business as usual is anything but. Processes we’ve relied on for years now need to be reimagined as each day brings new information and new challenges, and as our divergent work-from-home circumstances become more apparent.

We have to rethink how we set goals and objectives for our businesses, even if temporarily. As I think about the team I lead, I’ve decided to create a common set of OKRs to help employees streamline their calendars, focus on the things that matter, continue to deliver customer value during these uncertain times, and ensure we have the space we need for ourselves and our loved ones. 

My goal is to eliminate the daily debate: Am I productive enough? Am I taking proper care of myself and my family? 

It’s more important than ever our OKRs create a shared understanding of our goals where well-being is our #1 priority. Our “business unusual” OKRs start with well-being and include communication, collaboration, coaching and training – creating the space to have some fun, and resetting weekly priorities so we can respond in real-time to the challenges of this crisis.

It’s my hope these OKRs will inspire our team to continue creating value for our customers (our true north), our peers, and ourselves, while remaining thoughtful about our very personal and individual experiences.  

After sharing our individual contributor and leadership OKRs with my team last week, I read this piece from two directors at the National Preparedness Leadership Initiative at Harvard, Eric J Mcnulty and Leonard Marcus. It turns out we’re on the same page. Our OKRs both embody our team’s true north and honor our humanity. Eric and Leonard recommend we not forget the “human factor,” and their advice confirmed we have a choice: focus only on the right now or lead with purpose and inclusivity.  

I’d say striking the right balance between the two, ensuring we address both immediate needs and anticipating the near and medium-terms, is our best path forward. How are you thinking about setting your team’s priorities this quarter? Let’s have a conversation about your approach and share some best practices.