In conversation with
“We’re all a lot more collectively focused on what’s important right now.”
Dan Kieghron-Foster, Managing Director @ Steamhaus
We asked Dan~ ‘What was it that lead you to seek our services? What was your challenge’?
“Steamhaus was suffering from the sort of drift that growing companies often do, where you’re heading in the right direction, but in some ways, you don’t know what the right direction actually is, and what’s important to the business in the next year. It’s so easy to get consumed by the machinations of day-to-day business to not be able to set and focus on a direction for the entire company”
We asked Dan~ ‘What work did we do together’?
“Our Head of Development proposed we implement an OKR system across the business to help us work out our key priorities as a company, and then as individuals, for both the next year and the next quarter. But the process started with a couple of sessions themed around setting out Steamhaus’ core values to help guide the OKR work. We then had ongoing time every month to help us managing and becoming more self-sufficient with the OKRS. TBG also attended and led our management meetings for around six months to introduce discipline and focus.”
We asked Dan~ ‘What outcomes were achieved? What was the impact on growth’?
“We’re all a lot more collectively focused on what’s important right now, and we know what we’re working towards as a company in the next 12 months. Our management meetings are now regular, disciplined and focused too.”
We asked Dan~ ‘What would you say to someone like yourself, facing the same challenge you had’?
“OKRs can be a lot to get your head around initially, and also feel like someone’s checking up on you, which as an MD can go against the grain. The benefits of having OKRs in place are well worth it and let’s be honest, we all need to be accountable to something or someone.”