OKRs are a collaborative, goal-setting framework that helps teams and organizations reach their goals through identifiable and measurable results. By design, the OKR framework works across teams to create a standard the whole company can adopt.
What it takes to make OKRs work will differ based on organization size, culture, and OKR maturity, but there is one thing organizations of any type should master if they want to leverage the OKR superpowers – writing great OKRs. Why? Because the quality of your OKRs can affect the achievement of your goals in the long run.
So, let’s get started.
Great OKRs are clear and transparent
Well-written OKRs give you a sense of direction, enable you to focus on what’s truly important, and help you get your priorities straight. They also make it clear to everyone within the organization what a team or individual is working on at a given time — transparency check!
And let’s be honest, it will be so much easier for your company to execute your OKRs if they are set the right way. Well-written OKRs mean a well-outlined path to achieving them. You’ll feel confident about not only where you want to go, but also how to get there. And you’ll be able to track the right metrics, which leads to more effective decision-making.
On the other hand, poorly written OKRs can undermine the hard work you put in to reap the benefits of OKRs. Writing unclear, difficult-to-grasp OKRs that are not in line with best practices can be a recipe for disaster. If your OKRs fail to convey your highest priorities clearly, you risk spending precious time on the wrong activities. Plus, it can be quite demotivating and costly to put your time and effort into something that doesn’t contribute to the bigger picture.
Find out the 20 Most Common OKR Mistakes and how to avoid them.
How to write objectives
By nature, objectives should be inspiring, easy to remember, and qualitative. Objectives are what you will accomplish and should express your intent, ambition, and aspiration. When writing objectives, think about whether the objective evokes emotion. You want the team to look at that objective and say, “yeah, I want to help get that done.”
Typically objectives are stated monthly or quarterly. We recommend having no more than one to three objectives per team, per quarter, but the exact quantity you have depends on the needs of your organization. The situation you want to avoid is having so many priorities that you actually have no priorities. And lastly, make sure it’s short, punchy, and concise so everyone can understand it.
Pro-tip: When stating objectives, push yourself to think about why achieving the objective matters.
How to write key results
To measure your progress towards your objective, you need to set quantitative key results. When defining key results, state these definitively using a metric. Defining key results using metrics with numbers makes it easy to communicate progress toward accomplishing your objective in a meaningful way.
Again, we don't recommend more than three to five key results be stated per objective, but the exact quantity depends on your business. The good news is that it’s easy to change your statements later, and it takes practice to get a rhythm for defining your objectives and key results.
The formula for writing great OKRs
When it comes to creating and writing good OKRs, consider the following formula:
Objectives should be:
- “We will accelerate sales growth in Small-to-Medium Enterprises this quarter”
- “Ship an amazing MVP!”
- “Have super successful pilots with X and Y and Z”
- “Solve our support ticket crisis”
- “Move from monthly release to continuous release process”
Key results should be:
- Black and white
- Quantifiable — whenever possible, use metrics instead of a binary result
- 3-5 per objective
Example key results:
- 100% of leads have an account rep assigned and a “plan to land”
- Prove bottom-up “land and expand” within (2) two existing SME accounts
- Close 6 new SME customers before the end of the quarter
What are the best metrics to use for OKRs?
As we’ve discussed, you want to be very clear when defining key results by ensuring they’re quantifiable. When key results are measurable, it's effortless for the team to see their progress and whether or not the objective has been achieved.
It’s not a KR unless it has a number. — Marissa Mayer
Key results should be outcome-focused instead of task-based and should describe the optimal outcome that needs to be accomplished to complete the objective — without constraints surrounding how it's achieved.
Common mistakes when writing OKRs
Running into challenges along your OKR journey is inevitable, but there are a few mistakes you can try to avoid. The biggest one is having too many priorities that no one on your team can see the path forward.
Questions to ask the team while writing OKRs:
- Are there too many OKRs? Too few?
- Do they represent tasks rather than outcomes?
- Are the targets realistic?
- Are they ambitious enough?
- Do we have the resources we need to deliver?
5 steps to write great OKRs
Creating OKRs should be a collaborative team activity. Here’s a step-by-step guide to ensuring you’re prepared to write OKRs with your team.
Step 1: Have the goal conversation, first
Sit down with your team and ask them, “What are the three most important things for us to accomplish in the next three months?” Then, ask them why it’s important — and do so again and again.
By asking why continuously, leaders prompt their teams to share meaningful details regarding what specific objective they're trying to accomplish. If your team collectively understands the “why” on a deeper level, you're likely to end up with better active statements and gain greater commitment.
For example, perhaps one objective is “We're going to ship an iOS App.” Fantastic. That’s a great objective — but it's not inspiring.
So we ask the question, “Why does that matter?”
The more profound answer is, “It matters because there’s been a drop-off in customer engagement and our customers prefer mobile” Or, “it matters because to stay viable in the market, we need to have a mobile presence and a native app to meet our customers where they expect us to be.”
So a new objective might be, “We're going to win back our customers by shipping an amazing iOS app.”
Step 2: Prepare draft goals and share them with the team
Publish a draft of objectives ahead of time and then ask your team for feedback to get the conversation going. Sometimes, staring at a blank piece of paper is much harder than reviewing work in progress.
During this sharing exercise, instead of asking, “Do you have any questions or comments?” consider asking your team to “please suggest one or more variations that would improve this objective.” Give your team the freedom to contribute and incorporate their perspective into the OKRs.
Step 3: Conduct a team brainstorm to set key results
When it comes to setting key results, it's a good idea to get the team involved. An OKR brainstorming session gives your team a level of ownership, drives accountability, and inspires them to care about the OKRs they set.
Step 4: Debate key result ideas collectively
When crafting key results for each objective, get the sticky notes or the virtual whiteboard. Have each team member jot down suggestions and take turns sharing and debating their metrics until you find the right level of difficulty to push the team.
Step 5: Don’t “cascade” OKRs down the org chart
It's tempting to cascade OKRs down through the organization. But if all your goals fit together into a pretty parent/child tree, teams aren’t thinking creatively, taking risks, or showing initiative. Plus, it hinders alignment and collective buy-in across the organization.
Instead, consider aligning OKR development through a bottom-up process. Invite teams at every level to define their OKRs before bringing the organization together to understand and challenge their alignment with your overarching vision. Not all OKRs within the organization will align with the company level, and that's okay.
Ultimately, you want to create a process where teams feel empowered to create their OKRs and then challenge teams across the business to ensure they’re focused on the right priorities at the right time. This process encourages creative thinking and informed risk-taking, pushing your business forward.
Some final goal-setting advice
Remember that it's crucial to celebrate wins and learn from failures. Celebrate when you win by providing public recognition to team leads and supporting players. Use the opportunity to connect the win to the bigger picture of why it matters, and be sure to have retrospectives with what went well, what didn't, and how you can improve the goal-setting process the next time.
Quantive is your bridge between strategy and execution. Founded on the objectives and key results (OKR) methodology, our Strategy Execution Platform is where businesses plan successful strategy, focus and align teams to it, and stay on the leading edge of progress.
As your company looks to achieve the best possible results, you need a modern approach to run your business and change your business. The Modern Operating Model brings strategy, teams, and data together to help make decisions faster, optimize operations, and drive better business outcomes.
Whether you’re a large enterprise facing competitive disruption or a small business leading the innovative charge, Quantive helps gets you where you want to go.
Ready to achieve the best possible? Start using Quantive for free.