What is CFR?


CFRs are the magic wand in the agile transformation. They require the effective use of 3 skills which enable the cultural transformation, and consist of the initials of the words Conversations, Feedback, and Recognition.


Over the last few years, OKRs (Objective and Key Results) have been much talked about and promoted as a simple-to-learn targeting and corporate performance management system. Almost every article emphasizes that the culture must be appropriate to foster success. The CFRs which create this culture of success, together with the OKRs which enable the transformation are listed below;


With OKR, you focus not only on the results, but also on how much the target motivates, develops and moves you and others (in your organization at the corporate level). As you share goals and responsibilities with others with the CFR, you focus on how that sharing and resulting relationship develops, transforms individuals, and effectively increases motivation and energy.


Because you need the accelerator power of CFRs to go where you want with OKRs (Objective and Key Results).

CFRs are, in fact, a combination of methods that we are not familiar with, where we have gathered the leadership skills which we have been trying to develop in performance management systems for years under three headings. The biggest difference, on the other hand, is that the absence of annual stressful meetings which are a part of the traditional performance management meetings and the success or failure not attributed to a single performance evaluation grade as a result of these meetings. In other words, it is possible to find motivation management, which has been mentioned for years as positive psychology and the development of strengths, translated into behavioral indicators in the model.

In this week’s blog post, I would like to tell you about this model and its behavioral indicators.


Continuous Conversation


Continuous one-to-one meetings are based on continuous dialogue between the employee and the manager. Their purpose is to establish a mutual bond, increase the employee’s contribution, accelerate development and reinforce learning.


The communication here mainly focuses on the one-to-one meeting principles of the receiver and the transmitter. Receiver and donor roles can be manager, employee, or peer-to-peer. In other words, it is not a manager and subordinate meeting, but the important thing is to correctly convey a meaningful message aimed at improving the business.

Continuous communication aims at a constant interaction on its name. To learn more, you can read our article titled “Continuous One-on-One Meetings Increase Engagement 2.8 times”.


Meaningful Feedback 


“Feedback is a listening system.”

John Doerr


Meaningful feedback, or development-focus as it is referred to, is a gift in essence and should be presented and accepted as a gift. For something to be a gift, it must be meaningful to the recipient. The giver of feedback should never forget this! Feedback is not feedback if it does not have the following characteristics.


  • It should be packed with empathy and meet the needs of the recipient.

  • It should be given on time
  • Even if something negative is said when the package is opened, it should motivate,
  • It should be a constructor, developer, value adder.

You can create three types of feedback using these 4 features. These can be summarized in one word as “coaching”, “evaluation” and “satisfaction”.


Real Time Recognition 


More than 65% of employees say that what they do within their organization is not noticed or their efforts and business results are not appreciated. In addition, a lack of recognition and appreciation plays a leading role in resignations. High engagement leads to successful business results and low employee turnover rates. Recognition and appreciation are cited as the most effective recipe for employee happiness.


– Great Place to Work –


At this point, noticing and appreciating success should be one of our most effective attributes as a leader.

This attribute is not only a skill that the manager should possess, but one that they should be encouraged to be deploy in all dimensions. The institution, the team, the teammates, the manager… everyone should see, notice and appreciate the contribution.

Follow our articles in the coming weeks for more information, suggestions and ideas on these three dimensions.