MORE IDEAS FROM The Art of the OKR
The Objective is qualitative, and the KR’s (most often three) are quantitative.
They are used to focus a group or individual around a bold goal. The objective sets a goal for a set period of time, usually a quarter. The key results tell you if the objective has been met by the end of the time.
OKRs aren’t just about hitting targets but about learning what you are really capable of. When missing a KR you've learned a ton about what works and what doesn't.
You are looking for a sweet spot where you are pushing yourself and your team to do bigger things, and where you have a 50/50 shot of failing.
Your objective defined in a single sentence should be:
Much of the value in OKRs comes from the conversations on what matters, how it will be measured and what it means for the teams who are used to working from their own standards, apart from the business goals.
Individual OKRs are about becoming better at your job, as well as helping your product get better.
Key results take all that inspirational language and quantifies it.
You create them by asking a simple question “how would we know if we met our objective?”
...halfway through your bounded time period.
Changing them dilutes focus, and keeping teams focused is the entire point of the OKR.
There are three steps in order to ensure progress toward a shared destination:
OKRs take big lofty goals, segment them into objectives, and then tie each of those objectives to actionable Key Results.
The Objective is the point on the horizon that you want to get to, and the Key Results are the measures that confirm to you that you’re making progress.
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