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OutThink

CRAFTING GREAT OKRs – Part Two

October 1, 2024
By Bill Gelbaugh

A five-part series: 1. Introducing OKRs, 2. Preparing for the OKR Journey, 3. Crafting Great OKRs, 4. Driving OKR Alignment, and 5. Managing Effectively with OKRs

Summarized by Bill Gelbaugh from: Objectives and Key Results by Paul R. Niven and Ben Lamorte. With additional material from Measure What Matters, Lattice OKR 101 and Perdoo

CRAFTING: THE PROCESS TO CREATE GREAT OKRs

Having discussed characteristics and tips for creating effective OKRs in part one, we are now ready to commence creating great OKRs.

Create
We recommend not using a large brainstorming group to draft your OKRs. Use a small team. A very small team, most likely two or three people. OKR teams are formed to tackle specific business problems, and to discover creative solutions to problems.  People require deep, time-consuming concentration on the task. It’s not realistic to expect a group of 20 (or more) to drop everything and spend the time necessary to create a draft set of OKRs. However, for two or three people, despite the inevitable demands on their time, and while it may not be convenient, it is possible. The small team you convene can invest the required time to delve into the background necessary to create your OKR: Your place in the competitive environment, scrutinizing your strategy, determining your core capabilities, and so on. These are the raw materials that lead to effective OKRs, and they must be carefully considered.

Whether it’s the corporate level or department, we suggest your small team document two to three objectives with one to three key results each. They should be written at a stretch level (20%-30% beyond what you feel is achievable) to inspire.

Refine
Once your small team has completed their initial draft set of OKRs, submit to the wider team for review prior to the first actual full team meeting/workshop. In attendance for the workshop, we would expect the leadership team if you are working on your corporate level OKRs, or the team-level leadership group if it’s a team set of OKRs. The purpose of the session is to critically examine what has been prepared, have the small team explain their choices, generate debate (a vigorous debate we hope), and ultimately come to an agreement on the set of OKRs you will use for this next quarter.

Align
Much of the work in modern organizations is cross-functional in nature–teams working together to solve problems or create new modes of working that will benefit multiple areas of the business. OKRs created at the team level must be created with this context front of mind. 

The small team or dynamic duo we profiled in the previous steps should take your draft OKRs on a road trip around your organization, discussing dependent OKRs with other team leads. You’ll be liaising with colleagues to discuss how some of your OKRs depend on their best efforts while sharing with other teams how you are uniquely positioned to assist them in meeting their goals.

Scoring will often help you in assessing the level of dependency between you and another team. For example, if you determine that one of your key results is highly dependent on another team’s assistance, your aim in meeting with them is to ensure they acknowledge the dependency and pledge their support, which will then allow you to ratchet up your targets because you’re confident they’ll provide their backing when necessary. The converse is also true; other teams may rely on you to meet their targets and, thus, you’ll work with them to show how you can help.

Finalize
Assuming you’re creating OKRs at the team level, during this step the team lead and partners will confer with their superior (most likely a member of the senior executive team) to receive final approval to use the OKRs in the upcoming quarter. It’s also important to ensure that the executive understands the rationale behind the scoring targets you’ve chosen. The last thing you want when results begin to accumulate is mismatched expectations that lead to confusion and disappointment.

Transmit
There are two components in the final step. First is the fairly rote necessity of loading your OKRs into a software system or whatever product (Google Sheets, Excel, etc.) you deem appropriate to track your results each week. A simple process indeed, but a vital one nonetheless. OKRs must be rigorously and formally cataloged and monitored to insure the integrity of the entire OKR process.

The second task is transmitting the OKRs to your team and beyond. We encourage you to communicate them widely, using a variety of media. One method, sharing them in an in-person venue, such as an all hands or town hall style meeting is strongly recommended for a number of reasons. Chiefly, it provides an opportunity for employees who were not directly involved in OKRs creation to ask questions of those who were there when the critical decisions were made.

THE OKR CRAFTING PROCESS

Following are some practical examples of Objectives, Key Results and Initiatives to help you get started.

For further inspiration, this football team graph is an example of OKRs in action. Starting with OKRs for Head Coach, you can see how objectives and key results for other coaches fall into place to support the overall team objective.

OKR | Football Team Example

HOW MANY OKRs SHOULD WE HAVE?

The late screenwriter Nora Ephron left us with a number of Hollywood classics, including When Harry Met Sally, Sleepless in Seattle, and Silkwood. All three were Academy Award-nominated for writing. Before she turned her talents to the screen, Ephron was a journalist, and perhaps her greatest gift in that world was the ability to capture the essence of a story. She learned the importance of identifying a story’s core early on, at Beverly Hills High School, from her Journalism 101 teacher Charlie Simms. Here’s the enduring lesson Simms passed on to Ephron. 

He started the first day of class by explaining the concept of a lead. He explained that a lead (i.e., the leading sentence) contains the why, what, when, and who of the piece. It covers the essential information. Then he gave his students their first assignment; write the lead to a story. He presented the facts of the Story:

    Kenneth L Peters, the principal of Beverly Hills High School, announced today that the entire high school faculty will travel to Sacramento next Thursday for a colloquium in new school methods. Among the speakers will be anthropologist Margaret Mead, college president Dr. Robert Maynard Hutchins, and California Governor Edmund “Pat” Brown.

The students then hammered away on their typewriters outlining their lead. Each attempted to summarize the who, what, where, and why as concisely as possible: “Margaret Mead, Maynard Hutchins, and Governor Brown will address the faculty on…”; “Next Thursday, the high school faculty will…” Simms reviewed the students’ leads and put them aside. He then informed them that they were all wrong. The lead, he said, was “There will be no school Thursday!” In that instant, Ephron realized journalism was not just regurgitating facts but about figuring out the point. It wasn’t enough to know the who, what, when and where; you had to understand what it meant. Moreover, why it mattered.

When it comes to how many OKRs you produce, we recommend you adhere to the tried and true aphorism: less is more.

Ephron later noted that what Simms had taught her worked just as well in life as it does in journalism. It also works great for OKRs. The day you set foot in the conference room with your team to debate and decide on your OKRs, you’re searching for the business equivalent of the “lead.” Just think of the universe of possibilities that awaits you when someone says, “Okay, what are our most important objectives?” You have customer concerns, shareholders or partners, employees, competitors, the list is endless. They are the organizational equivalent of the “why, what, when, and who.” Your challenge is to cut through the clutter and pinpoint exactly what is most important to you, what will have the most impact right now.

When it comes to how many OKRs you produce, we recommend you adhere to the tried and true aphorism: less is more. There is a huge opportunity cost to increasing your inventory of OKRs. Primarily, lack of clarity and focus around what the company’s priorities truly are. When you begin your OKR process, we recommend you generate a small number (a handful most likely) of objectives that are crucial to the execution of your strategy for the year. Then change tactical objectives each quarter to move the strategic objective forward.

Bill Gelbaugh is one of our Senior Partners here at Outhouse and champions our OKR efforts.

3 CRAFTING GREAT OKRs – Part One

October 2, 2024
By Bill Gelbaugh

A five-part series: 1. Introducing OKRs, 2. Preparing for the OKR Journey, 3. Crafting Great OKRs, 4. Driving OKR Alignment, and 5. Managing Effectively with OKRs.

by Bill Gelbaugh from: Objectives and Key Results by Paul R. Niven and Ben Lamorte. With additional material from Measure What Matters, Lattice OKR 101 and Perdoo.

Having explored the basics of OKRs and prepared for the OKR journey, we are now ready for implementation.  Due to the length of this section, we will be covering the crafting of OKRs in two posts – one this week and one the following Monday.  OKRs are comprised of three components – 1) Objectives, 2) Key Results, and 3) Initiatives.  Where do we begin?  We always start with the objective as it is the cornerstone of successful OKRs. 

CHARACTERISTICS OF EFFECTIVE OBJECTIVES

An objective is a concise statement outlining a broad qualitative goal designed to propel the organization forward in a desired direction. One challenge faced by those new to OKRs is a lack of context for the exercise. “What exactly is a good objective?” you may wonder. To assist you in overcoming this potential barrier, we’ll outline a number of criteria you should keep in mind when constructing your objectives.
 

Inspirational
A well-written objective is more than a short collection of words that string together to describe a business goal. Your objectives should compel people to a higher standard of performance based on the inspirational power of the message. People should be forced to think differently based on the inherent challenge and inspiration of the objective. It’s not enough to say you want to see 10 percent improvement when you know that’s well within your reach. It means you’ll just keep doing the same things, just working ever so slightly harder. However, if I said to you, I need 50 percent improvement in what you’re doing; you’d probably say, “Gosh, in order to do that, I’d have to completely solve this hard problem,” or “I need to completely rethink how I’m addressing X or Y.” That’s what OKRs are supposed to do.

It’s not enough to say you want to see 10 percent improvement when you know that’s well within your reach.

Qualitative
Objectives should represent what you hope to accomplish, and therefore, be expressed in words and not numbers. The use of numbers will be thoroughly covered with key results.

Attainable
It’s no accident that this item appears directly below our call for inspirational objectives. Finding the balance between inspiration and reality is one of the foremost trials of creating objectives that work. We encourage you to push the limits of employees’ imaginations when setting objectives, but please be cognizant of the fact that limits exist.

Doable in a Quarter
Assuming you’re creating objectives each quarter, you’ll want to advance something that can, indeed, be accomplished during the subsequent three months. If, after drafting an objective, the collective wisdom of the team suspects it will take a year to realize, then perhaps what you’ve developed is closer to a strategy or even a vision.

Controllable by the Team
Whoever drafts the objective, whether it’s at the corporate, business unit, department, team, or individual level, must be able to control the outcome. If, at the conclusion of the quarter, your objective has not been reached and your first temptation is to say, “Well, sales didn’t deliver, so we missed our objective,” you’re missing the spirit of the exercise.

Provide Business Value
Your objectives should be translated from your strategy and directed toward creating tangible value for the enterprise if achieved. If there is no promise of a business benefit at the end of the day, there is little need to expend the resources necessary to accomplish the objective.

TIPS FOR CREATING GREAT OBJECTIVES

Avoid the Status Quo
Your aim is to always identify new objectives that tug at the edges of your capabilities. Therefore, you should avoid those that simply recite what you’re already doing, for example: “Maintain market share” or “Keep training employees.” If you can accomplish an objective with virtually no change in the way you’re working, it is most likely going to prove to be wholly ineffective in moving your business forward.

Use Clarifying Questions
Often, the best way to cut the confusion is to simply and sincerely ask, “What do you mean by…?” If, for example, someone offers that you must “Create value for our customers,” assume the role of an OKR anthropologist and try to ascertain the specifics of that comment. Are they referring to a particular segment of customers? All customers? What does value mean in this context? Escalating from abstractions to specifications will help you unearth the true objective that requires your focus.

Frame Objectives in Positive Language
Ideally, you and your team should feel compelled to work towards achieving the objectives you set. Therefore, you should carefully consider how you frame them. As an example, let’s say you want to improve your eating habits. When designing an objective you have two choices. You could say, “Reduce the amount of junk food I eat.” Alternatively, you might term it this way: “Eat more calories from healthy food.” Choosing the latter will force you to research healthy foods, identify those you’d like to experiment with, and ultimately provide a greater likelihood of success.

Start With a Verb
Very basic advice, but frequently ignored. An objective is a concise statement outlining a broad qualitative goal designed to propel the organization forward in a desired direction. That implies action. Thus it’s crucial that every objective begins with a verb to denote the action and desired direction. Does the company want to maximize loyalty, build loyalty, leverage loyalty? Each of these is quite different and would drive diverse actions. Action verbs are what bring your objectives to life.

What’s Holding You Back?
There is real power in recognizing and overcoming challenges to improve your situation. When considering possible objectives ask yourself what problems are holding you back from executing your strategy. Taking an unvarnished look at the problems that separate you from the successful execution is a great starting point in the creation of objectives.

When considering possible objectives ask yourself what problems are holding you back from executing your strategy.

Use Plain Language
While you don’t want to shy away from using words that accurately convey the essence of the objective, you should err on the side of choosing language that everyone can immediately understand to generate widespread comprehension of the objective and why it’s important. We also suggest sparing use of acronyms. Should you include any, ensure everyone is aware of their meaning.

CHARACTERISTICS OF EFFECTIVE KEY RESULTS

Key results are defined as a quantitative statement that measures the achievement of a given objective. If the objective asks, “What do we want to do?” the key result asks, “How will we know if we’ve met our objective?” Sounds easy enough, especially since tracking results is something that comes almost naturally to most of us now, given the rise of Fitbits and other wearable devices. However, creating effective key results for your business, those that accurately gauge progress on your objectives can prove elusive

Aspirational
The results of years of goal science research are quite clear and compelling: Setting the bar high leads to improved performance and enhanced satisfaction at work. Conversely, should you decide to draft easy to attain results, you can expect achievement, but subsequent motivation and energy levels will most likely fall. So, when drafting your key results we urge you to stretch the limits in order to challenge your teams to think differently. However, ensure the results are ultimately achievable.

Quantitative
Objectives are always qualitative, representing a desired action, while key results are necessarily quantitative so that we can apply numbers to determine whether or not we’ve met the objective. It could be a raw number (number of new visitors to your website), dollar amount (revenue from new products), percentage (percentage of repeat customers), or any other form of quantitative representation. Progress on key results should never be a matter of opinion, that’s why numbers are so powerful.

Specific
Clarifying terms and concepts, and ensuring shared understanding, is critical when writing key results should you hope to foster communication among teams and avoid unnecessary and damaging ambiguity.

Owned
Those responsible for delivering key results must be actively engaged in the process, principally in the creation. You will always be more prepared (and disposed) to execute on something that you helped create, since you molded your intentions based on a common understanding of the desired result, and your willingness to find innovative ways of achieving it.

Progress-Based
Harvard Professor Teresa Amabile has written extensively about what she terms “The Progress Principle.” It suggests that: Of all the things that can boost emotions, motivation, and perceptions during a workday, the single most important is making progress in meaningful work. Moreover, the more frequently people experience that sense of progress, the more likely they are to be creatively productive in the long run.

Vertically and Horizontally Aligned 
We would underscore the importance of ensuring your key results are vertically aligned by reviewing them within your team and leadership, and horizontally aligned by sharing and reviewing with teams upon whom you depend, or who depend on you. 

Drive the Right Behavior 
There are a number of pithy statements relating to measuring performance; perhaps the best-known being, “You get what you measure.” That is often the case. Once you shine a metaphorical light on anything, you will necessarily be drawn to it, and increase the attention paid toward it. We suggest you think carefully about the behavior each key result you generate may engender in people.

TIPS FOR CREATING KEY RESULTS

Key, Not All
This exercise is not an excuse to demonstrate how overworked and overburdened you are by cataloging every conceivable action you’re considering for the next quarter. On the contrary, it’s a strategic endeavor focused on highlighting and maximizing the most critical value drivers of your business. Maintain exclusive emphasis on identifying the key results that denote the most actual progress on your objectives.

This exercise is not an excuse to demonstrate how overworked and overburdened you are by cataloging every conceivable action you’re considering for the next quarter.

Describe Results, Not Tasks
Related to the item above, your goal is to isolate key results, not create a list of tasks or activities. To clarify our terms, when we say task we’re referring to something that can typically be accomplished in a day or two; that would reside comfortably on a to-do list. “E-mail a prospect” or “Meet with the new VP of Sales,” are tasks, not key results. Whereas, “Add twenty-five qualified opportunities to the pipeline” is a key result. To distinguish between a task and key result, look at the verb you assign. If you find yourself using “help,” “participate,” “assess” or other relatively passive verbs (passive in this context at least) you’re most likely offering up tasks rather than key results. If that’s the case, move up the value ladder by asking, “Why are we helping, or participating, or assessing?” What is the outcome? Once you do that, a more solid key result featuring an action-oriented verb is likely to emerge.

Use Positive Language
We shared this advice when discussing how to create objectives and it holds equally well here. Bigger is better with key results. Rather than offering “Lower error rate to 10 percent,” consider the messaging power inherent in: “Increase accuracy to 90 percent.” The positive framing will enhance motivation and increase commitment.

Bigger is better with key results.

Keep Them Simple and Clear
Creating robust key results doesn’t mean you should require a Ph.D. to decipher them.

Be Sure to Assign an Owner
There is a well-known phenomenon in social psychology literature termed diffusion of responsibility. Distilled to its essence, it suggests that people are less likely to take action or assume responsibility when others are present. The quintessential example is someone suffering a heart attack on a busy urban street with nobody stopping to help, because they all assume someone else will. In less dramatic fashion, key results may suffer the same fate if an owner is not assigned (i.e., since no one individual is ultimately responsible for the result, no action is taken and the goal languishes).

CHARACTERISTICS OF EFFECTIVE INITIATIVES

Initiatives are where the rubber meets the road, the fun begins, and the actual work gets done.  They are the tasks that move you in a meaningful way towards achieving your Key Results and Objective.  The best way to get started is to ask:

“What tasks (initiatives) will accomplish this with the most efficacy?” 

Once you have answered this question, a few key steps will have you on your way to creating successful initiatives.

“What tasks (initiatives) will accomplish this with the most efficacy?”

Set a Strategy
Be sure your team is working on the right initiatives, and that there is a direct line of sight with accomplishing your objective.  Determine where greater efficiencies can be created, or the steps needed to produce a better result or achieve specific outcomes.  Also be sure to discuss obstacles or challenges you might face.  If making significant change, consider if the team might benefit from training or a dedicated roundtable discussion.

Secure Buy In
Each team, unit, or group of people should be developing and working on initiatives in a coordinated fashion.  All members of the team have a legitimate say in prioritizing initiatives, thereby increasing their level of vested interest in the process.  Inclusion and transparency fuel collaboration, alignment, and ultimately the execution of strategy.

Make a Plan
Determine who will be championing individual tasks, if they will need additional team members to support, and the time frame to complete each task, “Who” will do “What” by “When”.

Execute
With strategy, buy in, and plan in hand, your team is now ready to carry out their initiatives.  They are the ones who are accountable for executing the plan.  Meetings should be set quarterly, monthly, and/or weekly for managers/leaders and teams to review progress and celebrate milestones achieved along the way.  There may be a lot to accomplish, but the goal is to foster communication and collaboration, and have fun too.  OKRs are designed to be inclusive and inspirational, leading to greater success in achieving your objectives. 

Bill Gelbaugh is one of our Senior Partners here at Outhouse and champions our OKR efforts.

Create a Positivity Bias

October 2, 2024
By Jim Sorgatz

The Better Thinking: Think Better. Be Better daily emails from Ronda Conger at CBH Homes have become an integral part of my daily routine. Her series of simple quotes that pack a considerable punch compels me to begin each day focusing on what is truly important. If you don’t follow Ronda or have not had the opportunity to hear her speak, you are missing out on a great source of positivity. She is a big personality and a tremendous inspiration to the home-building community and others. Her insights come from thought leaders representing diverse beliefs and cultures, including famous people, motivational speakers, respected brands, spiritual gurus, and many others. The one trait they all share is a love for life. Today’s Better Thinking quote as I write this post is by another big personality:

Surround yourself with only people who are going to LIFT YOU HIGHER. — Oprah Winfrey

Oprah knows well the importance of surrounding yourself with people who are going to lift you higher. We see the ups and downs of her life play out in the public eye. We also see that every time Oprah faces adversity, she triumphs, returning greater and stronger with the help of others.

Another recent quote from Better Thinking comes from one of the most prolific athletic footwear and apparel corporations in the world, encouraging us to always strive for excellence:

BETTER IS TEMPORARY. At Nike, the desire to be the best is a journey, not a destination – better is always temporary.

Equally important is seeking out peace and happiness. Take this quote for example from the Zen Master who Dr. Martin Luther King, Jr. called “an Apostle of peace and nonviolence” when nominating him for the Nobel Peace Prize : 

If in our daily life we can SMILE, if we can be peaceful and happy, not only we, but EVERYONE WILL PROFIT FROM IT. ––  Thich Nhat Hanh 

The power of positive thinking can never be overstated. After a relatively slow July here at the office, I was thrilled to see this empowering message welcoming August:

Hello August,

This month, EXPECT TO BE VICTORIOUS, expect to win, and expect to shine.

To that, I say, “Go, August!”

There are so many nuggets of wisdom in the Better Thinking series that it is difficult to pick a favorite. One of the most meaningful in recent weeks is on creating a positivity bias. Daily affirmations like the one below provide a boost of energy and foster a mindset of success. I find this especially helpful on those days when getting out of bed feels like a chore.

CREATE A POSITIVITY BIAS. Purposefully start each day on a positive note. As soon as you awaken or your feet hit the floor in the morning, start the day by saying…”Today is going to be a great day” out loud. — Dr. Daniel Amen

If you have seen the award-winning Broadway musical DEAR EVAN HANSON, you know Evan does his own spin on this quote each morning. The show’s storyline might be a little silly, but the music is uplifting, and the overarching message about fitting in and finding our place in the world appeals to us all. Evan is a teenage boy on the spectrum, which means facing more significant challenges than most. Rattling off a short list of positives, he begins each day with:

TODAY IS GOING TO BE A GOOD DAY, AND HERE’S WHY… — Evan Hanson

As summer vacations come to a close, kids are heading back to school, offices continue to reopen, and live events and trade shows are resuming once again for home builders and related trades and sales and marketing professionals. These include the International Builders Show (IBS), Pacific Coast Builders Conference (PCBC), Southwest Builders Show (SWBS), and the Home Builder Digital Marketing Summit which we will co-host with Blue Tangerine early next year. There are a lot of unknowns ahead. Tempering the excitement of seeing business friends and colleagues in person is a bit of trepidation as new Covid variants come our way. Greater uncertainty may be the “new normal,” so I appreciate the stream of motivational messages from Better Thinking and other sources. Taking their message to heart, I plan to proceed with a bit of caution but also a massive dose of positivity. Today is going to be a GREAT day, and here’s why…!

Visualization Sells

October 2, 2024
By Jim Sorgatz

Lessons Learned from Zillow + a Trip to Croatia

A mural at the market in Zagreb, the largest city and capital of Croatia.

With its ancient towns, incredibly detailed architecture, and pops of color, the country of Croatia a sight to behold.  If you haven’t been, this is one place that should be on your must-see travel list.  The country is a visual feast, and the great walled cities like Dubrovnik and Split are spectacular! As you sail along the Dalmatian Coast and between the islands dotting the Adriatic Sea, the first glimpse of each city or town reveals a mass of limestone buildings with terra cotta tile roofs.

Korcula Island, a historic fortified town.

Although a bit similar, each is wonderful and breathtaking in its own way.  Color and texture play a vital role in bringing out the unique personality of each island and the coastal area in general.  Fantastic murals, light installations, brightly painted pottery, and fun, colorful yachts and boats stand in sharp contrast to the deep blue sea and off-white buildings.  “A picture paints a thousand words” certainly applies to this amazing country, and that is why Croatia draws travelers from around the world.

Imagery and Engaging Tools are Vital to New Home Sales

The same holds true for your homes when it comes to painting a picture for potential buyers. Describing a “beautiful bedroom with tray ceiling and a pair of windows” is one thing. And then there is this rendering.

Which bedroom is most appealing to you? The one in the description, or the one in this beautiful rendering?!

A recent report by Zillow shows nearly half (49%) of new construction buyers under age 40 (Gen Z and millennials) say they feel very or extremely confident about making an offer on a home solely after seeing it virtually.  The same holds true for 36% of buyers between the ages of 41 and 55 (Gen X).“

2020 brought some unique challenges to the home building industry. With Americans staying home in droves, builders were forced to rethink online marketing strategies. As the abundance of time people spend online continues in 2021, we see a growing contingent of sophisticated buyers who are making most purchases online; and retailers are spending billions of dollars engaging them.  When it comes to their search for a new home, these same buyers seek out and expect a similar, interactive experience.  Outdated 2D renderings and static floor plans are not enough to capture their attention. They are looking for tools like Interactive Floor Plans (IFPs) and Interactive Site Maps (ISMs). These tools are incredibly engaging and build emotional connections, especially the IFPs with their furniture planners, pricing tools, and structural options selectors. Statistics show that home buyers spend 2-3 minutes on the typical builder website. This time increases by 13-20 minutes, on average, with an Outhouse IFP.

Click to engage the Outhouse Interactive Site Plan and Floor Plans.

Statistics show that home buyers spend 2-3 minutes on the typical builder website. This time increases by 13-20 minutes, on average, with an Outhouse IFP.“

Also playing a huge role in online sales are virtual tours and animations, which allow home buyers to walk or fly through homes not yet constructed. These can be so lifelike with running water, crackling fireplaces, and more, they may even look better than the Matterport tours of your model homes. A massive benefit to builders is the cost, which is substantially less than building and furnishing a model.

Click to see our animation in action – bubbling fountains included!

Virtual Tours and Visualizers Bring Maximum Engagement 

Kicking it up a notch are interior and exterior Visualizers, enticing home buyers to select color palettes, materials, and finishes for their new homes.  In addition to clear, vivid images, the Outhouse Visualizer offers builders the choice between predetermined color schemes and a la carte selections.

Yes, model home traffic will gradually continue to grow, but the move to greater interaction online is here to stay. The pandemic has accelerated the widespread acceptance of new technologies. Even people who typically are later adopters have learned to use and appreciate the convenience of interactive online tools (can anyone say Zoom!). Visualizers, Virtual Tours, Animations, Interactive Floor Plans, and Interactive Site Plans are crucial for builder websites. All of these tools are designed to capture buyers. They market and sell your homes from anywhere in the world, even when your sales centers are closed.

Pants Optional – Episode Three: Policy Updates

March 28, 2025
By Stuart Platt

Pants Optional is a series focused on advice to company Owners, Managers and Employees on how to be successful in a Work-From-Home business model.

…Clients complained they could hear children in the background of a call. After 2020, that complaint no longer exists.

Some Outhouse, LLC employees have been working from home since 2018, long before a global pandemic made ‘WFH’ a common and recognized acronym. Since then, can you pick which of these Work From Home policies have been updated, made obsolete, or remained the same?

  1. Childcare must be provided in the same manner you would if you worked in the office.
  2. Present yourself in a well-framed, well-lit, organized, professional work environment for video calls.
  3. Dress as you would if you were coming to the office.

When a business model changes, so must policy. The bigger the change, the bigger the adjustments, and no doubt moving to a WFH business model is one of the biggest changes a business can make. If you are an in-office company and you have an employee handbook, read through it and you will quickly identify policies that will need to be added, updated, or eliminated. If you have already moved to a WFH model, you are likely finding the updates you made in the beginning are again requiring updates. Below are only a few of what I have discovered.

1. Childcare Policy

During the summer of 2019 I received a call from a client complaining they could hear children screaming and fighting in the background during a call with one of our managers. The client knew this manager worked from home and was fine with that but “…hearing children in the background was very unprofessional”. I have received similar complaints about dogs barking or cats randomly walking across someone’s desk. I wholeheartedly agreed with the complaints and I promptly called the manager and reminded them of policy #1 and was assured, by the employee, it would not happen again.

Then, well… 2020 right? Schools and daycares were shut down and the entire world changed. You know the story.

Since 2020, you may or may not be amazed how people’s attitudes have changed and relaxed around what would be considered unprofessional disruptions. The complaints I heard in 2019 have all seemed to fall away completely. “Walk a mile in another person’s shoes” as they say. What was once an irritation during a call or virtual meeting has become fodder for empathetic banter, often helping build a stronger rapport between the company and client. In a large Zoom meeting, what might once have caused embarrassment and apologies when a dog comes in and persistently nudges someone’s elbow for attention now elicits an explosion of laughter from the entire audience. Why? Because nearly everybody in that meeting is at home with a dog, cat, child, or adult that did something equally or more embarrassing to them last week.

For our company, the day schools and daycares shut down, the childcare policy temporarily became obsolete. Today, it is mid-2021 so the policy is still unenforced but will one day likely be back when it’s reasonable to do so.

2. Video Calls Policy

Let’s be real. When you are on a video call, we all can’t help but check out what is in the other person’s room or on their walls and JUDGE them for it; and believe me they are doing the same to you! When I am on a video call with anybody; employee, client, vendor or even watching a webinar, I would cringe when I see something that that doesn’t meet the standards I set for myself in a video call. It is different for everybody, but a small list of cringeworthy examples I have personally seen are:

  • Meetings in someone’s bedroom.
  • People are a dark silhouette because of a bright window behind them.
  • Their head is in the lower half of the frame making it look like they are sitting at the kiddie table.
  • Empty Amazon boxes piled behind them.
  • TV’s on in the background.
  • A kegerator! Yes, I’ve seen it and to be honest, I did not cringe; I was impressed!

For many companies, gone are the days of impressing clients or customers with a fancy, professional office. Even if you have an office, today’s technology makes it easy to simply stay at home or anywhere when it comes to meeting nearly anybody. Therefore, what a person sees behind you becomes representative of not only your company, but also you personally.

I was very strict regarding what was seen in the frame of video calls. I was hyper-aware of what was behind myself as well. That has all changed now. Since the addition of virtual backgrounds in the two platforms my company uses, Zoom and MS Teams, it no longer matters what room you are in or what is behind you. Our policy has been adjusted that if you do not have a professional physical background, that you use an appropriate virtual background. It is also important that you are still well lit and properly framed; but having a cat using the litterbox behind you is no longer against policy when using a virtual background.

We also have more leniency with virtual backgrounds allowing employees to express more of their personality if it is tasteful. For meetings with clients, they can use a company branded background or the command deck of the Starship Enterprise if they choose. When it comes to internal meetings, we are even more lenient, bordering NSFW.

Here are my favorite backgrounds for INTERNAL meetings. Email me at stuartp@outhouse.net and I will be happy to share them with you.

3. Dress Code Policy

This is the policy that has not changed. Granted, we never really know what people are wearing below the waist, but up top needs to be presentable. At Outhouse, our dress code is already business-casual, leaning more to the ‘casual’, but at home people can take that to a whole new level. Regardless, every employee is a representative of the company so what they wear matters, and the leadership needs to communicate that.

More importantly, the positive impact of dressing appropriately is becoming more and more apparent. Maintaining the same routine at home that you had going to the office gives you a sense of normalcy, helps keep you focused and productive, improves your self-image, and even helps separate work-life boundaries.

When you used to go to an office, if you showered every morning, continue doing so. If you changed your clothes after coming home from work, continue doing so. Maintaining separation from work and home, when they are one in the same, is critical… but that’s another blog.

The good news is most policies only require minimal updates moving to a WFH model. To add to that, there is an abundance of new online WFH resources that did not exist before 2020. Google search is your friend and many new professional services and apps have been developed specifically for WFH companies. This past year has seen an explosion of WFH advancements, and I predict it is not going to slow down any time soon.

About the Author: Stuart Platt, Managing Partner at Outhouse LLC restructured his 25+ year company to an Office Optional (OffOp) business model in 2018. Stuart’s version of the OffOp model enabled the company of nearly 40 employees to downsize its physical office from 14,000sf to 6,000sf. Based in Phoenix, local employees desiring to work in the office for a few days, weeks or months can reserve any open desk whenever they want. The remaining employees work from home, fulltime across 10 different states and counting.

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