Dear Andy,
I’ve read in some of your materials that a competent OKR practice should have an OKR Champion, Conductor, and Shepherd. Can you elaborate on what these positions do? Also how should the people who fill these roles be compensated?
Thank you!
Jack
Hi Jack!
Thanks for writing in. These three roles (affectionately known to What Matters as the “key players of OKRs”) lead your OKR rollout and help sustain its success. Here’s a brief overview of each position:
OKR Champion
The OKR Champion is the person who commits to adopting OKRs within the organization. They make sure everyone understands why it’s a priority, reminds them of the benefits, and pushes through any resistance. They are the first ones who say, “We’re doing this!” and they are the ones who make sure the organization means it. They own goal alignment across teams, connecting top-line OKRs to the organization’s mission and strategy, determining the frequency and scope of OKR implementation, and defining how many OKRs each level creates.
Ideally, the Champion is an executive, preferably the CEO, or the team leader of the group that is implementing the program. They are also responsible for appointing the OKR Conductor and Shepherd.
OKR Conductor
The OKR Conductor owns the quality of the OKR program. Their duties include managing OKR software, facilitating access to each unit’s OKRs, sending calendar invites to stay on track with each OKR cycle, and training new team members to use OKRs well. In small organizations, often the OKR Champion serves as the Conductor too. But as you grow, consider separating these roles between CEO and COO.
OKR Shepherd
OKR Shepherds are the day-to-day project managers of the OKR practice. They help teams set up their OKRs, keep track of progress, and remind everyone to update their grades and reflections. Think of them as OKR coaches, assisting with crafting goals, leading retrospectives, and training others to get on board. Plus, they’re in the loop on when it’s time to expand the OKR program to new teams and can alert the Conductor about any new interest from different departments.
Running an OKR program is definitely a meaty responsibility! You are responsible for the activities of the cycle, as well as creating a positive experience for all the teams using the framework. If an organization has an OKR Lead dedicated full-time to running the OKR show, like any other role, pay them for it! For most executives, OKRs are part of their regular duties. But if handling OKRs means more responsibility, consider offering extra pay.
Thanks for writing in, Jack, and best of luck to you and your team on your OKR journey.
Sincerely,
Billy from the What Matters Team
