Mark Osborne, an MBA and CEPA, explores why CEO roles are uniquely isolating: most coaches have never been CEOs themselves. He describes implementing OKRs in his organization and found they only stick when woven into weekly reviews, team meetings, and one-on-one conversations, not as a standalone framework.
there's nothing more difficult to do a job you don't know how to do, and no one, no one's here to help you. That's the thing. You'll be the coach of your team. Your team is going to be the coach of their teams, and so on and so forth. But there's no one to coach you to do your job. Of course, you can take coaches, but most coaches have never been CEOs themselves. They're coaching you, but they, they don't, they don't know the job either. So based on all these books, I started to test things and implement things. The first thing we implemented was OKRs, Objective and Key Results, which is very well known in the space. The problem with OKRs taken on their own is that if you do not embed them into a system, they're really hard to sustain. Because if you're not looking at them every week, if you're not reviewing them, talking about them with your teams, having team conversations during team meetings and one-on-ones with the people who are holding those OKRs, they go into oblivion.
How Can You Maximize Your Business Value Before Selling? with Randy Katz Video
