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Francesca Nardocci CPCC, CPQC

OKR Executive Coach | Founder | Working Genius | Team Dynamics

Francesca Nardocci CPCC, CPQC, is an Organisational- and Leadership coach with a strong passion for scale-up companies and ambitious growth teams.

She assists Scaleups in transitioning towards structured, performance-centric work environments and fostering cohesive teamwork.

Francesca's expertise lies in identifying organizational roadblocks and opportunities to develop strategic plans and enhance performance, drive, and focus within teams.

As a certified Co-Active Coach and Mental Fitness Coach, she excels in supporting leaders and organizations in achieving desired outcomes and reframing execution strategies.

Francesca's educational background includes studies in Fashion, Business Management & Administration, Visual Storytelling, and Teaching English as a Second Language.

She has held various roles such as Organisational- & Leadership Coach, OKR Coach, Faculty Member, Chief Operating Officer, and Founder in organizations like ScaleUpNation, Your Talent Agency, and Codaisseur.

Francesca has a diverse professional history, ranging from Start-Up Operations to Product Management, Customer Service, and EU Affairs within companies like Tata Communications, Cisco Systems, and Wallace Travel Group.

Her experience spans across multiple industries, showcasing her adaptability and ability to drive sustainable growth and positive change within organizations.

Highlights

Aug 23 · linkedin

We got this wrong!

Imagine....

You've heavily invested in time, resources and even external support for your OKR implementation.

And in the first couple of cycles, you get the unsettling feeling to have gotten it wrong!

"We failed to achieving the results we wanted." "We lacked disciplined to fully engage and execute the OKR process." "We are measuring the wrong things."

But you know what?

You and your team are actually right on track!

Why?

Because:

  1. Adopting and working with OKRs requires a (major) shift in mindset. We all know how difficult that is. Think of it like setting and keeping to new year resolutions. How hard is that?

  2. If you wouldn't have gotten it "wrong" in the first place, you would't be able to conclude what is staring you in the face. Take a moment, stop and reflect what you gained from the experience and what your team learned. And not just what you might think, went wrong.

  3. The OKR process allows teams to get it "wrong" faster. So that they can learn and course correct faster. And if done well, OKR execution is about experimentation. At its core, innovation is all about experimenting, discovering what doesn't work, rather than simply labeling it as "getting it wrong".

The only thing that you can get "wrong" is giving up.

Trust your teams, trust the (OKR) process and understand that the idea of "knowing what needs to be done" is misleading and goes against the essence of innovation.

And if you still perceive your OKR implementation as "flawed", feel free to send me a direct message, and I'll gladly assist you in reframing that mindset.

Aug 15 · linkedin

Back again and on LinkedIn from the summer break!

Any guesses where I went to? (Hint: look at the lemons) 😉

Came back feeling refreshed, rested and looking forward to get right back into "OKR & People". Part of my inspiration comes from this new OKR book by Jeff Gothelf and Joshua Seiden:"Who does what by how much?"

The OKR methodology, although quite 'old' (well, GenX I would say), has evolved through time. This book clearly underlines that and more importantly, that OKRs can be applied by any company, in any industry. And that everybody has a customer. Everyone!

For me personally, it has reframed how I'm going to apply OKR implementations from now on, how I will talk about it, and the questions I will ask. As OKR practitioner and coach one learns and evolves continuously. "Who does what by how much" has done just that. It has got me (re) thinking properly.

Why should you read this book, too?

  • It answers what OKRs are, their key principles, the OKR elements and how to draft them
  • It speaks to the OKR process, its (cadence) meetings, how to collaborate top-down-bottom-up, and how teams connect their work with the larger organisational goals
  • It speaks to what strategy is, why OKRs are perfect for experimentation, about the change of mindset needed and why you should focus on providing customer value, instead of chasing P/L numbers by (mis)using the OKR methodology and process
  • It clearly frames what 'delivering customer value' and being outcome focussed really means, what it means to look for the 'desired behavioural changes' as outcome
  • It speaks to fostering psychological safety, about organisational culture, values and the people. As a matter of fact this book is dedicated to people and mindset, and not just to the OKR methodology and process
  • Last but not least it has a lot of applicable examples, study cases and each chapter is summarised with key takeaways.

In short, this is the book every OKR practitioner probably wishes to have written. I do!

Thank you Jeff Gothelf and Joshua Seiden for this book!
In particular, I appreciate you for providing us (practitioners, coaches and OKR 'apasionados') with a fresh, new approach with the (OKR) methodology, process and what makes companies successful. And what really motivates people and teams.

Related Questions

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Francesca Nardocci  CPCC, CPQC
Francesca Nardocci  CPCC, CPQC, photo 1
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Location

Utrecht, Utrecht, Netherlands