Dora Nagy

Most teams set OKRs the way 5-year-olds answer the question: “What do you want to be when you grow up?” Kids don’t need to be realistic. They aren’t expected to have an execution plan. Nobody holds them accountable if their dreams remain just that, dreams. For companies, it can mean going out of business. A nightmare. These 7 questions will help you set better OKRs and turn dreams into reality: What do you want to achieve? The 5-year-old’s answer is good enough. Quick

The paradox of OKRs is that they are supposed to drive focus, productivity and results. But most often, they don’t. Here is why. Sin #1 Confusion between OKRs and KPIs And therefore OKRs end up being a metrics vomit. Remember this: You run the business with KPIs. And build the business with OKRs. Tip: Use KPIs to monitor performance where it matters the most - these are your health metrics. Use OKRs to make a change if performance is falling behind or you want to reach

$5M problems > $50 problems. Spend your time wisely. Common sense is not that common. Your leadership team has ‘lead’ in their name for a reason. No strategy, no OKRs. No amount of OKRs can make up for the lack of strategy. Often co-founders fall out of love, and that’s ok. Divorce gracefully. Money talks, bullsh*t walks. The rest is smoke & mirrors. Not every CEO likes the job post seriesA, and that is ok. Don’t force it. Just because your roommate, friend, relative, f

‘How can I scale myself?’ is one of the most pressing questions I hear from CEOs. Spoiler alert: hiring more people is not the (real) answer. The more people you hire, the more people you have to manage, the more complexity you get as the org grows, and with all the misunderstandings, miscommunication, and lost information, well, it just becomes counter-productive. And you are still: Working 14+ hours a day Spending most of your time in reactive mode The main decision-mak

"Do what only you can do." Sounds straightforward, right? But here is the catch: If a Founder continues doing only what they can do, they continue being an excellent Founder. But not necessarily an excellent CEO. There is a big difference: Founder: builds a kick*ss product ⇒ CEO: builds a kick*ss team that builds the product. Founder: builds the tech ⇒ CEO: builds the business Founder: works IN the business ⇒ CEO: works ON the business Founder: “I just do it myself” ⇒

When you are running a startup, it seems that you can work all the hours of the day, and even that doesn’t feel like enough. Doing tasks most of which won’t matter in the long run anyway because there won’t be a long run. There are only 4 things that founders need to focus on and get right. The rest is noise. Cash Either from your founding round and / or revenue, this is your number 1 priority. As Google’s Eric Schmidt says ‘revenue solves all problems’. Unless you start gene

People’s capacity to achieve is determined by their leader’s ability to empower. John C. Maxwell One of the biggest challenges I hear...

If you don’t have a clear strategy, don’t even bother implementing OKRs. OKRs are great. But they can't make up for the lack of: 💰...

If you are a successful family-run restaurant that wants to get a Michelin star, you need to step it up. Likewise, if you want to become...