A meeting every time something felt off
Family had long-term goals but nothing shorter-term to show whether the team was on its way. Progress lived in Google Docs, and the only way Deniyi knew what had been done was what people told him.
We would have a bunch of meetings. Every time we felt like something was not working right, we call up a meeting. It cost us maybe two to three meetings in a week.
Check-ins, read against goals
The team broke its long-term goals into shorter-term OKRs in Beam and answered regular check-ins. Deniyi read each check-in next to that person’s goals, so he could see whether the week’s work was moving a goal or just keeping someone busy.
Once I see the check-ins in relation to what your goals and your objectives are, I know if you are doing anything that is contributing to you achieving your goals. … Before we get to that point where it becomes dangerous, issues are already addressed, and it cuts out multiple meetings.
Each goal shows how long is left to reach it, which kept the deadline in view.
When you observe there are only 58 days left to achieve your goal, the realization keeps you on your toes, knowing the distance you still need to cover.
A people question, or a strategy question?
The check-in updates showed that growth on Family’s social media had stalled after three months. Instead of guessing, the team used the record of status and progress to work out whether the problem was the person or the plan.
It brought us to a place where we had to first identify what the issue was and then take some steps to see if this is a personnel issue or a strategy issue. And thanks to Beam and the update of the status and progress, we were able to identify all of that.
Reviewing everyone’s goals at the end of each quarter also made the team’s aim plain to everyone in the room.
