How to Build OKRs That Actually Drive Change from Day One with Natasha Redman

In this laid-back and insightful crossover episode with Natasha Redman, Tim breaks down what OKRs actually are, why they’re worth the effort—and what most people get completely wrong.

From defining meaningful goals to building habits that stick, the conversation covers real stories from inside big orgs, the traps of to-do list masquerading as OKRs, and the magic that happens when teams get aligned on the ‘why.’

Whether you're brand new to OKRs or knee-deep in them already, this episode will give you fresh perspective, practical advice, and a laugh or two along the way.

00:00 Introduction to Strategy Candy Podcast

00:18 Crossover Episode with Natasha

00:29 Importance of Change Management

00:39 Discussion on OKRs and Change Management

00:52 Personal Journey into OKRs

01:08 Podcast Overview and Key Takeaways

01:29 Casual Conversation and Icebreakers

02:11 Favorite Books and Recommendations

07:00 Deep Dive into OKRs

09:36 Why OKRs Matter

12:25 Challenges and Benefits of OKRs

14:04 Importance of Understanding the 'Why' in Change

17:20 Adapting to Change and OKRs

17:54 Using OKRs for Personal Goals

18:09 Reflecting on Weekly Goals

19:56 Adapting OKRs to Changing Circumstances

21:34 Setting Realistic and Motivating OKRs

23:11 Tips for Beginners Starting with OKRs

26:04 Common Pitfalls to Avoid with OKRs

28:34 The Importance of Effective Training

31:04 Where to Learn More About OKRs

32:36 Final Words of Wisdom on OKRs

Guest Bio:

Natasha Redman is a change leader, comms pro and host of the Casa de Cambio podcast—where she explores the human side of transformation. With a background in org design, agile change and leadership comms, Natasha brings real-world experience and curiosity to every conversation. She’s passionate about helping people understand why change is happening—and how to make it suck less.

Natasha's Podcast - Casa de Cambio Podcast

OKR Quickstart Guide & Resources HERE

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🎧 Listen now and start thinking in outcomes, not outputs.