Strategy is something most leaders care deeply about.
We invest time building a clear plan, shaping a direction and setting the tone for progress. But many of the leaders I speak to quietly admit the same thing. The strategy feels convincing when the leadership team aligns around it, but turning intention into daily action is where things begin to slip.
That’s why I wanted to bring Roger Longden, founder of There Be Giants, onto The Incremental Edge. Roger has spent nearly a decade helping organisations use OKRs to build alignment, focus and momentum. What I appreciate about his approach is how grounded it is. There’s no jargon, no over-complication. Just a clear belief that people can do their best work when they understand what they’re aiming for and how they contribute.
One of the first points Roger made is that strategy often becomes abstract. Leaders are comfortable talking about ambition and direction, but teams need something more immediate. OKRs help bridge that gap by framing long-term goals into shorter-term outcomes. And the shift to a three-month rhythm is crucial. It gives businesses the agility to respond to change without losing sight of where they’re going.
A theme that really resonated with me was the idea of spotlighting. Leaders are ambitious by nature. We want progress everywhere, all at once. But Roger explained that OKRs only work when the organisation chooses what matters most. Without that discipline, teams become overwhelmed, and transformation becomes diluted.
Throughout the conversation, Roger kept returning to one principle: outcomes over actions. It sounds simple, but it’s transformative. We’re all used to measuring our effort by how busy we are or how much we’ve completed. OKRs ask a different question: Did the work make a difference? His story about the CEO who regained time to focus on what he loved because his team had embraced outcome-thinking is a perfect illustration of what becomes possible.
Another powerful point was the role of psychological safety. For OKRs to function, people need the confidence to say when something isn’t on track. Without that openness, issues remain hidden until it’s too late. I found Roger’s framing helpful: psychological safety isn’t about being soft. It’s about creating an environment where difficult conversations are possible and productive.
Roger shared practical advice for leaders tempted to “implement OKRs” in one big sweep. His answer was clear: don’t. Instead, start with a pilot, either horizontally at leadership level or within a single function. Let the habits form, build confidence and allow the early wins to create energy across the organisation. In his experience, pilot teams often become the biggest advocates.
I always ask guests for something leaders can do straightaway. Roger suggested shifting one conversation from actions to outcomes. Next time you’re aligning with someone on a task, ask: How will we know this was worth doing? What evidence will tell us it worked? It’s a small shift, but it builds the mindset that underpins effective OKRs.
This episode is for anyone trying to create focus without slowing down, or clarity without adding more complexity. If that sounds familiar, I think you’ll find Roger’s guidance refreshingly practical.
📺 Watch on YouTube: https://youtu.be/4u-IlwKISLE?si=P7vaXHzmHLHIDrIj
Listen here:
🎧 Spotify: https://open.spotify.com/episode/0zcaM5eYG6MvbldHkOAg1q
🎧 Apple Podcasts: https://podcasts.apple.com/us/podcast/the-okr-effect-how-outcome-focus-transforms-strategy/id1822520873?i=1000739310707
Connect with the speakers:
Emma Pownall - https://uk.linkedin.com/in/emmapownall
Roger Longden - https://uk.linkedin.com/in/rogerlongden
Read the show notes for the key takeaways: https://www.linkedin.com/pulse/okr-effect-how-outcome-focus-transforms-strategy-execution-datel-gmlwe/