OKR — Training for Managers
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Several weeks ago, I attended a 4-day workshop in Singapore about facilitating powerful conversation. This short excursion is part of the personal development program in Product Narrative. 2 of us went.
The workshop covered a lot of materials about somatic (body), language, and emotion. However, one thing that struck me the most was how the workshop was set up and conducted. It was apparent that a lot of effort, if not all, was done to create an environment or situation that supports real learning. Hence, for example, during a discussion of sadness or pity, the environment was able to evoke that emotion for many of the participants. This experiential learning environment made the participants learn and understand the material in the real context.
This is not an attempt to summarize the content or experience of that multi-day workshop into a short article. I’d be skeptical of the quality of any of such attempt, really. But, I’d like to call out a similarity between the setup that was created in the workshop and the learning environment created from adopting OKR.
As it is hard and incomplete to learn about emotion just by reading, it is analogously hard and incomplete to learn to become a better manager simply by reading or attending workshops. Both require experiential learning. The learning must be supported by real circumstance.
We’ll explore how implementing OKR in your organization essentially creates a real environment to train your managers to become better leaders.
Managers matter a lot and can have a huge impact on employee performance. — Google re:Work
In addition, how does it eventually encourage behaviors that support more efficient meetings? We’ll look into the former topic in this article and continue with the latter in the next post.
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