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5 Questions - OKR Coaching Vs Consulting

When speaking to clients it becomes clear that the same questions about the framework keep arising time and again.  Although these tend to evolve over time, I’ve taken the five most common queries I’m currently asked, and turned them into a series of blog posts in the hope that they will answer at least some of the questions that people may have about this strategy delivery framework.




Week 4 - OKR Coaching Vs Consulting

OKR coaching and OKR consulting are two distinct approaches to helping organisations implement and optimise their Objectives and Key Results (OKRs). While both aim to support organisations in effectively adopting the OKR framework, they differ significantly in their methods, focus, and long-term impact.


1. Approach and Methodology

  • OKR Coaching:

    • OKR coaching is a collaborative and developmental approach focused on empowering individuals and teams to set, refine, and achieve their OKRs. Coaches work closely with clients to guide them through the process of understanding and applying OKR principles. The coaching process is often iterative, with the coach helping clients reflect on their experiences, learn from their outcomes, and continuously improve their OKR practices.

    • The goal of coaching is to build the internal capabilities of the organisation, enabling teams to independently manage and evolve their OKRs over time. Coaches typically use questioning techniques, feedback, and active listening to help clients discover the best ways to set and achieve their objectives.

  • OKR Consulting:

    • OKR consulting, on the other hand, is a more directive approach where the consultant provides expert advice, recommendations, and often hands-on assistance in implementing the OKR framework. Consultants bring in their expertise to design the OKR system, align it with the organisation’s strategic goals, and ensure its effective rollout.

    • Consulting is generally project-based, with a focus on delivering specific outcomes, such as setting up the initial OKR structure, training teams, or solving particular challenges related to OKR adoption. The consultant’s role is more about providing solutions and strategies that the organisation can implement, rather than developing the organisation’s own capabilities.


2. Focus and Goals

  • OKR Coaching:

    • The primary focus of OKR coaching is on long-term development and learning. Coaches aim to foster a deeper understanding of the OKR framework within the organisation and to enhance the skills of individuals and teams in setting and managing their objectives and key results. The coach’s success is measured by the organisation’s ability to sustain and refine its OKR practices over time without ongoing external support.

    • Coaching is particularly effective when the organisation wants to embed a strong OKR culture and when it values the empowerment of its employees to take ownership of their goals and results.

  • OKR Consulting:

    • OKR consulting is often focused on delivering quick, tangible results. Consultants are usually brought in to address specific challenges, such as aligning OKRs with business strategy, ensuring cross-functional alignment, or optimising the OKR cycle. The goal is to implement a robust OKR framework that the organisation can immediately use to drive performance and achieve its objectives.

    • Consulting is ideal for organisations that need expert guidance to quickly and effectively implement OKRs, especially when internal resources or expertise are lacking.


3. Engagement Duration and Relationship

  • OKR Coaching:

    • Coaching engagements are typically longer-term, as they involve ongoing support, regular check-ins, and continuous development. The relationship between the coach and the client is more personal and developmental, with a focus on fostering growth over time.

    • Coaches often work with clients through several OKR cycles, helping them iterate and improve their practices, and eventually, the client becomes self-sufficient.

  • OKR Consulting:

    • Consulting engagements are usually shorter-term and project-based, with a clear beginning and end. The relationship is more transactional, with the consultant providing the necessary expertise and tools, and then stepping back once the project is completed.

    • After the initial implementation or problem-solving phase, the consultant’s involvement typically decreases, and the organisation takes over the ongoing management of OKRs.


4. Outcome and Impact

  • OKR Coaching:

    • The impact of coaching is often seen in the long-term development of the organisation’s internal capabilities and the sustainability of the OKR framework. Coaching leads to a more profound cultural change, where teams and individuals are empowered to continuously improve and innovate their OKR practices.

  • OKR Consulting:

    • The impact of consulting is usually more immediate, with a focus on delivering specific outcomes, such as a well-implemented OKR system or alignment of OKRs with business strategy. Consulting can quickly drive performance improvements, but it may not lead to the same depth of internal capability development as coaching.


Conclusion

In summary, OKR coaching and OKR consulting are both valuable but serve different purposes. Coaching focuses on long-term development, empowerment, and sustainability, making it ideal for organisations looking to build internal OKR expertise. Consulting, however, is more suited to organisations that need immediate, expert-driven solutions to implement or optimise their OKR framework. Depending on the organisation’s needs, one approach may be more appropriate than the other, or a combination of both might be used to achieve the desired outcomes.


Stay tuned for next week's article - The Merits Of OKR Software

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