7. OKRs vs Traditional Goal Setting
MBOs OKRs
Not ambitious Ambitious
Linked to compensation Decoupled from compensation
Annual (static) Quarterly (more agile)
Top down Top Down & Bottom Up
Private Public
8. Make my house a comfortable and
relaxing place to be after busy work days
1.0 all items from the ‘priority list’ are in place
0.7 4 items from the ‘priority list’ are in place
0.3 1 item from the ‘priority list’ is in place
PRIORITY LIST:
- Boxspring bed
- Large TV with Netflix
- Coffee Machine
- Artwork
- Large Plant (preferably palm tree)
- Fluffy Blanket
- Relax Chair
- Aroma Diffuser
14. 1. Alignment
“..help everyone in the company understand
what’s important and how you’re going to
measure what’s important.”
~ Dick Costolo, former Googler and former CEO of Twitter
16. 2. Acceleration
“Stretch goals are the building blocks for
remarkable achievements in the long term”
~Christina Wodtke
WARNING: Do not tie OKRs to performance reviews and bonuses.
21. WARNING: You will fail!
Main reasons:
1. No strategy defined!
2. Too many OKRs (Challenge with focus.)
3. Missing cadence of commitment and celebration
22. Quarterly OKR kick-off meeting
● Run by the CEO
● 10 people or fewer (sr executive team)
● Few days before, all employees submit the Objective (give them a small
window, 24h)
● Have someone collect the ideas (e.g. OKR master, consultant)
● Schedule 2 x 2 hour session (your goal, cancel the 2nd one)
● Each exec has 2 objectives in mind +
● Pick 1 objective!!
Discuss. Debate. Fight. Stack. Rank. Pick.
24. OKR Confidence
O: Establish clear value to distributors as a quality tea
provider
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve 5/10
KR: Revenue of 250K 5/10
25. OKR ConfidencePriorities this week
O: Establish clear value to distributors as a quality tea
provider
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve 5/10
KR: Revenue of 250K 5/10
P1: Start marketing campaign proposition X
P1: 3 solid fullstack candidate for team Y
P1: New Order fow Spec’d
26. Company Healths
OKR ConfidencePriorities this week
Risk Score below X
Employee Engagement score > Y
Revenue > X Mlj / week
Behind due to hot weather
O: Establish clear value to distributors as a quality tea
provider
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve 5/10
KR: Revenue of 250K 5/10
P1: Start marketing campaign proposition X
P1: 3 solid fullstack candidate for team Y
P1: New Order fow Spec’d
27. Next 4 weeks - Projects Company Healths
OKR ConfidencePriorities this week
Risk Score below X
Employee Engagement score > Y
Revenue > X Mlj / week
Behind due to hot weather
O: Establish clear value to distributors as a quality tea
provider
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve 5/10
KR: Revenue of 250K 5/10
P1: Start marketing campaign proposition X
P1: 3 solid fullstack candidate for team Y
P1: New Order fow Spec’d
Passive reorder notifications
New self-service flow for distributors
Hire customer service head
28. In Progress
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve 5/10
KR: Revenue of 250K 5/10
In Progress
OKR ConfidenceObjective 1
Backlog
Title
Hypotheses
KR1
KR2
Title
Hypotheses
KR1
KR2
Title
Hypotheses
KR1
KR2
Title
Hypotheses
KR1
KR2
In Progress
KR: CTR > 20% 5/10
KR: NPS > 8 5/10
Objective 2
Backlog
Title
Hypotheses
KR1
KR2
Title
Hypotheses
KR1
KR2
Title
Hypotheses
KR1
KR2
Title
Hypotheses
KR1
KR2
34. Getting started with OKRs
● Start with only one OKR for the company by using the commitment
square.
● Have one team adopt OKRs before the entire company does
● Start out by applying OKRs to projects to train people on the objective &
key result approach
Focus on learning what works in your company culture
35.
36. Top 10 Takeaways
● Set only one OKR for the company, unless you have multiple business
lines. It’s about focus.
● Give yourself three months for an OKR to have an effect. How bold is it if
you can do it in a week?
● Keep the metrics out of the Objective. The Objective is inspirational.
● In the weekly check-in, open with the company OKR, and then do groups.
Don’t do every individual; that’s better in private one-on-ones, which you
do have every week, right
● OKRs connect; set company OKRs, and then team OKRs
37. Top 10 Takeaways
● Set only one OKR for the company, unless you have multiple business
lines. It’s about focus.
● Give yourself three months for an OKR to have an effect. How bold is it if
you can do it in a week?
● Keep the metrics out of the Objective. The Objective is inspirational.
● In the weekly check-in, open with the company OKR, and then do groups.
Don’t do every individual; that’s better in private one-on-ones, which you
do have every week, right
● OKRs connect; set company OKRs, and then team OKRs
38. Top 10 Takeaways
● Set only one OKR for the company, unless you have multiple business
lines. It’s about focus.
● Give yourself three months for an OKR to have an effect. How bold is it if
you can do it in a week?
● Keep the metrics out of the Objective. The Objective is inspirational.
● In the weekly check-in, open with the company OKR, and then do groups.
Don’t do every individual; that’s better in private one-on-ones, which you
do have every week, right
● OKRs connect; set company OKRs, and then team OKRs
39. Top 10 Takeaways
● Set only one OKR for the company, unless you have multiple business
lines. It’s about focus.
● Give yourself three months for an OKR to have an effect. How bold is it if
you can do it in a week?
● Keep the metrics out of the Objective. The Objective is inspirational.
● In the weekly check-in, open with the company OKR, and then do groups.
Don’t do every individual; that’s better in private one-on-ones, which you
do have every week, right?
● OKRs connect; set company OKRs, and then team OKRs
40. Top 10 Takeaways
● Set only one OKR for the company, unless you have multiple business
lines. It’s about focus.
● Give yourself three months for an OKR to have an effect. How bold is it if
you can do it in a week?
● Keep the metrics out of the Objective. The Objective is inspirational.
● In the weekly check-in, open with the company OKR, and then do groups.
Don’t do every individual; that’s better in private one-on-ones, which you
do have every week, right
● OKRs connect; set company OKRs, and then team OKRs
41. Top 10 Takeaways
● OKRs are not the only thing you do; they are the one thing you must do.
Trust people to keep the ship running, and don’t jam every task into your
OKRs
● The Monday OKR check in is a conversation. Be sure to discuss change in
confidence, health metrics, and priorities
● Encourage employees to suggest company OKRs. OKRs are great bottom
up, not just top down.
● Make OKRs available publicly. Google has them on their intranet.
● Friday celebrations are an antidote to Monday’s grim business. Keep it
upbeat!
42. Top 10 Takeaways
● OKRs are not the only thing you do; they are the one thing you must do.
Trust people to keep the ship running, and don’t jam every task into your
OKRs
● The Monday OKR check in is a conversation. Be sure to discuss change in
confidence, health metrics, and priorities
● Encourage employees to suggest company OKRs. OKRs are great bottom
up, not just top down.
● Make OKRs available publicly. Google has them on their intranet.
● Friday celebrations are an antidote to Monday’s grim business. Keep it
upbeat!
43. Top 10 Takeaways
● OKRs are not the only thing you do; they are the one thing you must do.
Trust people to keep the ship running, and don’t jam every task into your
OKRs
● The Monday OKR check in is a conversation. Be sure to discuss change in
confidence, health metrics, and priorities
● Encourage employees to suggest company OKRs. OKRs are great bottom
up, not just top down.
● Make OKRs available publicly. Google has them on their intranet.
● Friday celebrations are an antidote to Monday’s grim business. Keep it
upbeat!
44. Top 10 Takeaways
● OKRs are not the only thing you do; they are the one thing you must do.
Trust people to keep the ship running, and don’t jam every task into your
OKRs
● The Monday OKR check in is a conversation. Be sure to discuss change in
confidence, health metrics, and priorities
● Encourage employees to suggest company OKRs. OKRs are great bottom
up, not just top down.
● Make OKRs available publicly. Google has them on their intranet.
● Friday celebrations are an antidote to Monday’s grim business. Keep it
upbeat!
45. Top 10 Takeaways
● OKRs are not the only thing you do; they are the one thing you must do.
Trust people to keep the ship running, and don’t jam every task into your
OKRs
● The Monday OKR check in is a conversation. Be sure to discuss change in
confidence, health metrics, and priorities
● Encourage employees to suggest company OKRs. OKRs are great bottom
up, not just top down.
● Make OKRs available publicly. Google has them on their intranet.
● Friday celebrations are an antidote to Monday’s grim business. Keep it
upbeat!