Dreams with Deadlines
A Chief People Officer’s Approach To OKRs | Brad Wilkins, Chief People Officer currently at a Startup in “Stealth” ...
Key Things Discussed
How OKRs can shift company cult...
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Jun 27 2022 57m
Chapter 1 2 mins
Growing up in a big, rambunctious family, Bradford realized early on that he was energized by two things: Making people happy and understanding how business worksChapter 2 1 min
Bradford defines the HR function and its multi-dimensional role in showcasing and aligning departments across the enterpriseChapter 3 3 mins
About Bradford’s take on the freight industry and Loadsmart, a provider of digital solutions to manage industry logistics. As CPO, he was part of creating a powerful, scalable, synchronous clearinghouse for automating communications and industry flowChapter 4 2 mins
What it will mean for Loadsmart to provide an AI-driven platform that coordinates and connect not only shippers, who are the primary customers, but also carriers, ports, customs, warehouses the many dispersed elements that have never before had access to shared dataChapter 5 1 min
Throughout his career and multiple engagements, Bradford has been building on OKRs that weren’t much more than KPIs when he started on the journey a journey, he says, that never endsChapter 6 3 mins
Defining the core difference between an OKR and a KPI, based on the lens used and varying indicatorsChapter 7 1 min
Bradford highlights the transformational impacts on company-wide meetings that focus cross-functionally and creatively to expand ideation and stretch goalsChapter 8 43 sec
KPIs do have a place within organizations, particularly in areas where baseline goals are important for level-settingChapter 9 2 mins
About linking OKRs and evaluations, for Loadsmart a quarterly process based on four check-in questions focused on exceptionalityChapter 10 3 mins
“Loadee” evals include results-focused OKR questions that flip the paradigm to emphasize effort and output rather than a check-the-box mentalityChapter 11 5 mins
About CLEAR (Career Path, Learning Objectives, Expectations, Accountabilities & Rewards), an automated progression program that offers employees flexibility from quarter to quarter in how they pursue objective goals. Bradford shares examples from sales, where he recently rolled out a highly successful programChapter 12 1 min
Accelerated by Covid, workplace culture is rebranding performance management to shift from a performative (long hours, butts in seats) mentality to an impact- and measures-based orientationChapter 13 3 mins
Ideation and expectations at the senior level in terms of how to bring OKR strategy to life, starting with the pyramid of progressChapter 14 2 mins
Testing ideation is a critical next step in successful OKR deploymentChapter 15 3 mins
Bradford explains how he once used the creation of a cricket league for employees in India as a strategic initiative (including data metrics) to drive corporate OKRs like employee engagement and productivity. It was a fun and popular way to get there!Chapter 16 1 min
Why employees have to be empowered to fail in order to be successfulChapter 17 3 mins
Bradford’s advice for how people managers should respond when employees fail? (Which they inevitably must …)Chapter 18 41 sec
When it comes to OKRs, sales is a somewhat different animal. There are, however, great opportunities to partner and leverage in a marketing contextChapter 19 10 mins
Quick-Fire Questions