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Keep shoppingAccountability for Managers: Goals, OKR and Delegation [EN]
2,892 students
Accountability for Managers: Goals, OKR and Delegation [EN]
Accountability | OKR | KPI | delegation | performance management | goal setting | performance review | 1-1 meetings
Last updated 8/2026
English
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What you'll learn
- Write an OKR that one person owns, run the quarterly cycle around it and close it without the usual argument
- Derive your KPIs from real critical success factors, then kill the indicators that cost more to track than they return
- Delegate through six levels — and know which level a task belongs at before you hand it over
- Assign responsibility with RACI so nothing lands in the gap between two roles
- Turn a one-on-one into the place problems surface early, using GROW when coaching is the right move
- Give feedback in six steps, and stop confusing it with the performance evaluation
- Run a review that ends in a decision: pay, promotion, development plan, improvement plan or exit
- Spot the six measurement myths that quietly wreck most KPI systems, including the one about tying indicators to pay
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
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Course content
15 sections • 40 lectures • 18h 43m total length
Requirements
- You do not need any management qualification. I build every framework from zero
- Bring a real team. Every technique here is meant to be tried on live work, not studied
- Be ready to write down what you are still doing yourself that someone else should own by now
- English at intermediate level or above — all lessons and materials are in English
- No software required, though a task tracker makes the delegation exercises easier
Description
This course contains the use of artificial intelligence.
Why accountability keeps breaking
I have watched more OKR rollouts die in month two than I can count. The goals get written, everyone nods, and nobody opens the document again until December.
It is almost never a discipline problem. Look closely and you find the same three failures. The goal was written so loosely that two people can both assume the other one owns it. The manager kept the interesting work because explaining it would have taken forty minutes. And nothing was checked between the kickoff and the review, so the review turned into an argument about who remembers what.
I hit all three while building the people function at Preply as it scaled, and again at Wargaming. None of them got fixed by asking people to try harder.
What you get instead
A system where ownership is obvious and progress is visible without anyone chasing it. Goals set with OKR so that one name sits against each result. Indicators that come from your actual success factors rather than a template someone downloaded. Work that moves down through six levels of delegation instead of piling up on your desk. RACI so responsibility never falls into the gap between two roles. And a performance review that produces a decision, because everything it needs was already discussed in March.
Who is teaching this
Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals. Everything in this course is what I actually used, including the parts that failed first.
How the course runs
We start with goals, because nothing downstream works if the objective is vague. OKR from first principles: the planning cycle, the launch, running the quarter, closing it properly, then case studies from Google, Intel, MyFitnessPal, Preply and iDeals. Then measurement — how to derive indicators from critical success factors, how to design them so behaviour actually shifts, and the six myths that quietly ruin most KPI systems.
After that, delegation. The psychological barriers first, since that is the real blocker, then SMART and the Eisenhower matrix for choosing what to hand over, RACI for assigning it, and GROW for using delegation to develop someone rather than just offload work.
The last part is the machinery that keeps it alive between reviews: one-on-ones that surface a problem while it is still a correction, feedback that changes behaviour, and the full performance management cycle through to the decisions on pay, promotion, development or exit.
What is included
- Lifetime access to all course materials
- Active instructor support in the Q&A section
- Udemy Certificate of Completion
- Practical assignments and real business cases
- A section with additional courses, tools and resources
A word before you start
Accountability is not a value you put on a wall. It is a set of mechanics, and you can install them in a quarter. The managers who get handed bigger things are simply the ones whose commitments reliably land. Enrol now and start the first lesson today.
Who this course is for:
- Managers whose team is visibly busy while the commitments that matter keep slipping
- New team leads still doing the work themselves, because explaining it feels slower than finishing it
- Heads of function who set goals every quarter and never learn what became of them
- Project managers delivering through people who do not report to them
- Founders who have grown past the point where they can personally check everything
- HR and L&D professionals building a manager development programme
- Anyone who dreads review season because nothing was written down in between