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What You'll Learn

Run a strategy session and leave with an implementation plan rather than a flipchart,Cascade a strategy into objectives that have owners and dates attached,Run a full quarterly cycle: setting
check-ins
scoring
closing
and starting again,Design indicators that measure the outcome instead of the activity,Connect goals to performance review
development and reward without breaking either,Run a review conversation that changes what happens next month,Handle resistance with Kotters eight steps and the rider-elephant-path model,Recognise the six measurement myths that quietly kill execution,Learn alongside Mikes 1.6 million students from 185 countries,Get the authors experience from Preply
Wargaming
iDeals and Alfa-Bank

Requirements

Responsibility for delivering something someone else decided
or for deciding it,No prior OKR or KPI experience required. Both are built from the beginning,Access to whatever goal or review system your company already uses
if any,English at intermediate level or above
since all lessons are in English,Willingness to check whether last years priorities changed anyones week

Description

This course contains the use of artificial intelligence.

Ask three people what your company's top priority is this quarter. If you get three answers, the strategy is not being executed. It is being stored.

Where the chain breaks

Between a strategy and a result there are five links, and it almost always snaps at the third. The plan exists. Objectives get written. Then nobody owns a specific number by a specific date, the metrics measure activity because activity is easier to count, and the review conversation becomes a form somebody fills in the night before. I have run quarters exactly like that. Everything was green and nothing had moved, and it took me too long to notice that the green was measuring effort.

What this course actually covers

Six blocks, one per link in the chain. First, producing the strategy: preparing and running the session, and leaving with an implementation plan rather than photographs of a whiteboard. Second, cascading it with OKR across the company: training managers, the first goal-setting meeting, the quarterly rhythm, closing the cycle, tooling, and connecting goals to review and reward. Third, the same cycle from a team manager's chair, for the people who receive objectives rather than design them. Fourth, measurement: critical success factors, designing indicators, displaying them, and the six myths that break most systems. Fifth, the individual level — the performance agreement, feedback, evaluating results and competencies, the review conversation, and the decisions that follow it. Sixth, change management, because executing a strategy nearly always means somebody has to work differently.

A note on the fifth block

Those eight lessons are recorded in the language of managing people: role profiles, review cycles, talent pools, promotion and dismissal decisions. That is deliberate. Execution eventually arrives at one person and one conversation, and this is where the plan either becomes their work or does not.

Who is teaching this

I am Mike Pritula. I built the people system at Preply as it became a unicorn, running quarterly goal cycles through fast growth, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.

What is included

Lifetime access to all 40 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working material: the session agenda, the quarterly cycle, the "from X to Y by Z" format, impact mapping, review templates, Kotter's eight steps
Real cases from Google, Intel, Preply and iDeals

Where to start

Open the objectives your team agreed at the start of this quarter and find the one with a named owner and a date. If there isn't one, you have found the broken link before lesson one. Enrol now and start today.

Who this course is for:

Executives whose strategy is agreed and somehow never arrives,Managers who receive company objectives and have to turn them into team work,Heads of function running a quarterly cycle that has become a reporting ritual,Transformation and strategy specialists who own the plan but not the authority,Operations leaders whose metrics are all green while results are not,Founders introducing goal setting to a company for the first time,Anyone who has watched a strategy launch loudly and disappear by March