Have you ever thought about how junior staff in the company can know how they can fit into the larger goal of the company’s business? They often work hard, but whether they are helping the company’s bottom line?
That is where OKR training comes in. I read about it on Wave Nine’s site, and what caught my attention was how they described it; not as another method to track metrics, but as a mindset shift. It is about moving from outputs to outcomes. That simple idea changes everything.
I remember a manager I once had, completely output-focused. We were all busy chasing our targets, yet he was not happy. Don’t you think it is funny that despite working so hard, you could not achieve anything?
How Wave Nine Makes Sense of the Chaos
What stood out about Wave Nine’s OKR training is how they bring everyone – executives, team leads, and project people into one common understanding.
They have these structured programs, and each one dives deeper into different aspects:
- Crafting meaningful OKRs
- Avoiding common pitfalls
- Using OKRs across multiple teams
- Connecting them with existing performance methods.
That phrase they use – “shifting mindsets from outputs to outcomes”. It just stuck. You can almost feel the clarity in that line. Because half the challenge in any company is that everyone is rowing hard but in slightly different directions. Alignment is not just about goals; it is about a shared sense of purpose.
Lessons from AUG and Datalligence
I came across something from AUG. They had this whole framework around OKRs: The Lookback, Choosing Objectives, Laddering Up. It made so much sense.
Start with where you have been. Then pick what truly matters. And finally, figure out how your team fits into the larger company vision.
The “Laddering Up” bit really clicked for me. It reminded me that not every team needs to do everything. Some contribute best by supporting others. OKR training, at its best, helps you see that – guiding teams to pick their lane instead of trying to be superheroes for every metric.
Then there is Datalligence, which felt more community-driven. They talked about templates, checklists, and shared forums – real, practical stuff. I liked that. Sometimes, all you need is to see how another team structures their key results, and you instantly think, ok, I am not alone in this.
They called it “unlocking organizational potential,” which sounds big, but it really means something simple. People synchronizing up, finding clarity, not stepping on each other’s work.
The Real Picture
When I imagine a team going through OKR training, maybe coffee cups on the table, that faint hum of laptops, some laughter in between awkward silences. It feels real. That is how change usually starts: not perfect, but honest.
And I think that is what Wave Nine and others are really doing; helping teams find shared direction. Every person begins to see their place in the bigger story. A bit clearer. A bit prouder. How something as small as writing down an “Objective” can make you feel part of something so much bigger.
