Step by Step Guide to

OKRs
S e b S e G ide OKR 1

ntroduction 2

What are OKRs? . .. 4

What is Goal Setting? 9

Benefits of OKRs . 12

History of OKRs ... 14

Getting Started with OKR . 16

Writing Good Objectives 20

Setting Key Results .. 26

Committed and Aspirational OKRs 31

OKRs and Weekly Planning and Check-ins 35

Aligning and Linking OKRs ... 37

OKR Best Practices and Tips 45

Common OKR Mistakes .. 47

OKR Case Studies . 49

OKR mplementation Guide . 53

The OKR Process .. 54

Conclusion 57
S e b S e G ide OKR 2

ntroduction
Objec i e and Ke Re l (OKR ) a e f en een a a im le f ame k i h nl a
c le f inci le f ll hel b ine achie e i g al . ' m ch m e
han ha ! Mea e Wha Ma e i g ea f m i a i n and e ie , b m
babl n' c me a ma e af e eading i . E en h e aid im le
inci le '' eem be diffic l nde and f man c m anie . A an OKR f a e,
e ha e ked i h h nd ed f c m anie and e ee hem making he ame
c mm n mi ake . E e da e ee c me h call ha he a e d ing OKR , b
e cann find a ingle OKR in hei li .

Tha d e n' mean ha e le a e n able nde and lea n he me h d l g .

The j eem be ck in hei ld habi . Man e le an e ne , la
me h d l gie , b he a e n ead in he eff change and ada ne
a .

N hi i n di c age and l f d eam f cce , b a he

em ha i e he in ha lea ning and im lemen ing OKR ake ime, a ience, and a
change in c m an c l e. The e a e c n le cce ie f c m anie h ha e
im lemen ed he me h d l g and ha e had inc edible cce , ihG gle, Ama n,
and n el being me f he bigge name . B hi hen ai e he e i n, ha did
he e eam d igh ha man he ha e ggle i h? d e n ha e an hing
d ih i e f nding. We ha e een len f malle and mid- i ed c m anie ,
n n- fi , and a - ha e inc edible cce . eall all c me d n he
illingne change he a hing a e d ne and nde anding ha im lemen ing
OKR ake m e han j im lemen ing a me h d l g .

Wha d e mean b ha ? T i im l , a me h d l g i n a me h d. A
me h d l g i a a f nde anding h d me hing; al need ha e a
me h d and a ce f a l ing i . Man ma e ial n OKR he e each all
he g ea hing ab he me h d l g and be ac ice ih hel ing e le
nde and he me h d he need ac all im lemen OKR . Be nd ha , OKR
me h d l g ha ieal f n ance and e m ch a ca cading and alignmen
ha can ea il be c nf ed and e f fail e if n e l nde df m
he a . Unde anding he fine de ail and finding a me h d ha k f and
c m an i f en ha make b eak cce f l OKR im lemen a i n.
S e b S e G ide OKR 3

S ha ' h e e hi b k: hel c m anie and eam nde and b h he

big and he mall f Objec i e and Ke Re l . The ma e ial in hi b k ill gi e
he f nda i n need ma e b h he me h d l g and he me h d, ha
can be added he li f OKR cce ie .
S e b S e G ide OKR 4

What are OKRs?

Objec i e and Ke Re l (OKR) i a c i ical hinking f ame k and g al e ing
me h d l g ha hel c m anie align g al and en e e e ne i king
c llab a i el n g al ha eall ma e . OKR can be im lemen ed ing
ead hee , m e c mm nl , i h an OKR f a e. OKR me h d l g diffe f m
he g al- e ing me h d l gie ch a balanced c eca d , and KP .

The OKR me h d l g i a im le ce f e ing and aligning c m an and eam

g al (Objec i e ) and c nnec ing each Objec i e i h 3-5 mea able e l (Ke
Re l ) mea e g e .F e am le, inc ea e _____ f mX Y. Red ce ______ b
X%. m e ______ X%. Ke Re l can be mea ed n a 0-100% cale an
n me ical ni (e : d lla am n , %, i em , e c.).

A g e i made n each Ke Re l, g e n he Objec i e m e f a d na

0-100% cale. Objec i e a e al ed b eekl ac i i ie and ini ia i e
(Plan ) ha ll ake d i ef a d he g e f an Objec i e. Plan h ld be
c ea ed n a eekl ba i and be linked Objec i e .
S e b S e G ide OKR 5

Objectives Key Results Plans

● A i a i nal ● Mea able ● Ac i n / ni ia i e

● Q ali a i e ● Q an i a i e ● Tac ical

● Time B nd ● Val e-ba ed ● Weekl P i i ie

Example OKRs

N ha ha e a be e g a n ha make f ag d OKR. Le n h gh
me e am le and ee ha i g d c ld be im ed ab each.

Example 1:

Le a ha c m an i j ge ing hi g h ha e and n an
each a l f e le. Ma ke ing decide ha he ill f c n g ing i al nline
d i em e a en i n c m an . The e an OKR ha l k like hi :

Objective: Make c m an g i al

Key Results:

KR1: Gene a e 100,000 ie n Y be channel

KR2: Ge 10,000 ne f ll e n n ag am

KR3: nc ea e ganic ea ch affic eb i e b 20%

Thi i a g d e am le f an OKR. The Objec i e i a i a i nal and m e he c m an

f a d hile he KR a e n me ic and bjec i el an if he cce f he e all
Objec i e. Bad Ke Re l f hi Objec i e ld incl de:

Bad Key Results:

KR1: Make ide f be,

S e b S e G ide OKR 6

KR2: Ge m e n ag am f ll e

KR3: m e SEO

Th e e am le a e bad beca e he a e n f c ing n O c me b a ej ab

ge ing me hing d ne. J making ide d e n al a mean ha e le like hem
and a l f e le ill ee hem. Y need f c n he mea able Re l ee if
eff a e ac all king.

Example 2:

Le e end ha a e a f a e c m an h i elling a jec lanning

f a e f b ine e . Y kn ha kee ih c m ei need
de el d c ffe m e f nc i nali ie f c me . Y ha e
decided ha need c me i h a ne fea e. Y e an OKR:

Objective: De ign, c ea e, and la nch a ne fea e

Key Results:

KR1: n e ie 50 e i ing c me n ha a e hei need ega ding jec

managemen l

KR2: C ea e ne fea e

Wha d hink, i i a g d ne?, We ld a ha he OKR c ld e me k.

The Objec i e i likel n ible achie e in a ingle a e . And hile he fi KR i
g d, he ec nd e l i n an ifiable. Reali icall , m d ing he fi a e
ill nl manage e ea ching he c me need and de igning he fi e.
Le again e a be e OKR:

Objective: Re ea ch c me need and de ign a ne fea e

Key Results:

KR1: n e ie 50 e i ing c me n ha a e hei need ega ding jec

managemen l

KR2: Ch e 2 im an need ha can be c e ed i h ne ne fea e

S e b S e G ide OKR 7

KR3: Te and e ie 10 c m e i l and d c men 2 idea f m each de ign

ne fea e

N e am le i m e eali ic and d able in ne a e . Ne a e , hen e

a e la nching he fea e, e can e an he OKR ha f c e n he cce and
age f he ne fea e.

Example 3:

Y c m an i ggling i h b inging en gh m ne in. Af e l king in da a,

kn ha he blem i n ha ing en gh lead . Y decide ha need
me ne idea and ma ke ing channel . Email cam aign eem be he be hing
e g al:

Objective: m lemen ne b nd email cam aign

Key Results:

KR1: W i e email c end b nd lead

KR2: Ge a li f b nd lead

KR3: Send email e e ne n li

Unf na el hi ld n be c n ide ed an OKR b a he a jec i h a a k li .

The Ke Re l d n c n ain an n mbe . Remembe , Objec i e a e la ge a i ai n
g al and KR a ea an ifiable mea emen f ha g al. f e e e e i e he
OKR, i ld l k like hi :

Objective: m lemen ne b nd email cam aign

Key Results:

KR1: m e en a e f m 15 25%

KR2: nc ea e m n hl email ign- f m 200 300

KR3: G email li f m 30,000 40,000

S e b S e G ide OKR 8

N he OKR i m ch be e . The Objec i e i in i ing and he Ke Re l a en

an ifiable. F m he e he eam can a k h he can d i e h e Ke Re l f a d
i h hei k. F e am le, he ma im e ign- h gh a be e call ac i n
g he email li h gh an ad e i ing cam aign c n en e change .
S e b S e G ide OKR 9

What is Goal Setting?

OKR e e a a g al e ing me h d l g . B bef e j m ing in hem in m e de h,
h ld eall nde and ha he e m g al ac all mean . Y e babl
hea d f diffe en e m like g al , a ge , OKR , and Ke Pe f mance ndica
(KP )/me ic . n man ca e , he e e m ge mi ed- . Each f hem need be
defined he e n eal c nf i n.

What are goals?

G al in a b ine a e me hing ha a c m an lan achie e in he f e. A g al

i he e l an b ain. A hei c e, g al a e all ab c mmi men . The gi e
ab ine di ec i n and hel f c n ha im an . G al can be e a ching
(di ec i nal) and f c n he la ge aim f he c m an (aka c m an g al ),
e a i nal and f c n f nc i n- ecific eam le el i i ie . De ending n he le el
h gh, g al can fill ecific niche ba ed n de el men need a ell.

G al h ld be kn n b e e b d in he c m an and lanned ini ia i e h ld

hel eam m e a d h e g al .
S e b S e G ide OKR 10

Goals vs Objectives

The line be een g al and Objec i e i hin ha i ba icall d e n e i . The b h

e e en a de i ed e l achie emen . The e a e diffe en he ie a ing ha g al
a e all m e l ng- e m and c e he big ic e and Objec i e a e m e ecific,
ac i nable and e a e l .

Se a a ing g al f m Objec i e ma be ele an me g al e ing me h d b i

defini el n needed hile ing OKR . We a he a e he ame hing! T ing
e a ae h e e m d e n ac all gi e an al e, h b he ?

What goals aren t

i.e. what are KP s/metrics and targets?

KP and me ic and a ge a e im an e m f nde anding h c m an

i d ing. KP and me ic a e b ine mea emen and mean he ame hing. The e
mea emen e e en h he c m an i e f ming. T acking c m an KP hel
nde and if he c m an i in a heal h ae n . im an de e mine
ha a e he hing need mea e in c m an . c ld be ch n a e, MQL,
NPS, e c. de ending n ha c m an i d ing.

Ta ge a e e f mance le el hich e f KP /me ic . F e am le, ale

e le can e a a ge f h man c me mee ing he need e m n h. While
he me ic i he n mbe he ac all achie ed.

The diffe ence be een g al and KP /me ic and a ge i ha a g al i me hing

an achie e, hile KP /me ic e e en he e a e and ha n mbe
a e hi ing n a dail ba i kee he c m an nning. f c m an KP a e
e f ming ell d n need ake an e a ac i n n hem. G al a e me hing
ha a e in he ligh and he a e all ab aking diffe en ac i n achie e hem.
KP /me ic and a ge e e en he c en i a i n, hile g al in in he
di ec i n he e an g .

G al can al be e f he a egic di ec i n f he c m an . Tha mean , g al end

c me f m KP /me ic hich a en mee ing hei a ge f m a egic deci i n
S e b S e G ide OKR 11

(i.e. e anding a ne c n / egi n, deciding ha a c m an ill f c n

diffe en ia e i elf).

Your goals are set, what s next?

G al a e d i en f a db lan . f g al an e he e i n he e , hen ini ia i e

a e he h a . We like e he e m ini ia i e , b ma e diffe en e m
like lan , a k , (ke ) ac i n , jec , e c. G al defini el a en j a li f
ini ia i e beca e c m le ing ne ini ia i e d e n mean ha he c me i ha a
e ec ed.

ni ia i e a e im an beca e if d n f c n g al and d n ha e a lan

f h achie e hem, hen he e i a big chance a e g ing fail. Whene e
g al a en m ing f a d need change ha a e d ing ne
ini ia i e . c cial ha e a eadine and en mind e change me h d
ne hing in c m an hen a e ing ake i ne heigh .
S e b S e G ide OKR 12

Benefits of OKRs
OKR all e and c mm nica e he m im an g al in gani a i n
in an gani ed, f c ed, and an a en manne . OKR a e e eciall g d if
eam i g ing, ld me h d j a en c ing i an m e, e ha ing an
i e i h eaching g al and ih d c i i . N ma e a ing in , he main
benefi f ing OKR i a nified c m an he e e e ne kn e ac l ha he
need ge d ne and he feel m i a ed d i.

He e a e me f he benefi f OKR :

Know what s happening

OKR ide in igh in ha ha ening igh n in eam c m an and

hel ack c m an ac i i ie and e n g e . The b ing g al he
f ef n and ide inc ea ed i ibili .

Focus on what matters

Wi h OKR , e e ne can be a a e f ha need be acc m li hed each eek and

a e .Y can kee a i a i nal c m an and eam g al in f c e e ne can
lan hei eek i h he c m an i i n in mind and a n ack.
S e b S e G ide OKR 13

Engage and inspire

Wi h clea i i ie f c ne e ne ill be m e engaged and feel ha hei k

ma e . Y ill ee a m e d c i e c m an i h em l ee h ake ini ia i e in
hei k!

Make informed decisions

OKR all be m e da a-d i en and make inf med deci i n . B a e ing he

g e f eam g al , can m ni if g ff c e and ake ini ia i e
bef e an blem a i e.

Align and organi e

OKR hel a m e gani ed, f c ed, and aligned. B ba ing ini ia i e n highe
c m an and eam le el g al , e e ne k ill be m e f c ed and d i e he
c m an f a d.

While ing OKR na ead hee d c men ide he e benefi , ing ecial
OKR f a e like Weekdone can ide e en m e benefi . a ma e he ce
and ide addi i nal fea e , hich ide inc ea ed i ibili and engagemen
ha ead hee f en lack.
S e b S e G ide OKR 14

History of OKRs
F a b ief hi , le a el back he 1970 . Di c i in, bell b m a e he la e
fad, and And e G e, e iden f n el, fi de el ed and im lemen ed OKR in hi
c m an , and d c men ed he main inci le in he b k, High O
Managemen . And G e e ha ed managemen in me hing im le and ea ie
b a king e en ial e i n .

1. Whe e d an g ?
2. H ill ace m elf ge he e?

N i i 1974 and J hn D e j in n el and i in d ced OKR . La e , D e e ed

a an ad i e d ing G gle ea lie m men and in 1999, in d ced OKR
G gle f nde . N ,D e i ell kn nf cham i ning he g al e ing l i n
and G gle ill e OKR hi e da .

And i ha a ed i h man he a ell incl ding G gle, T i e , S if , Linked n,

Ama n, and man he .
S e b S e G ide OKR 15

The bigge change in he la fe ea ha been he e l i eg h f OKR e

and he echn l g im lemen hem. Th gh leade like Weekdone ha e n d ne
OKR f a ef m e han 7 ea , i ha bec me an e abli hed ec .
S e b S e G ide OKR 16

Getting Started with OKR

Bef e e g in ecific ab h e g d OKR , le g e he ba ic OKR
ce gi e me e ie ab h all hi k . The ba ic OKR c ei
a he im le and eamlined. Y can define OKR in a ead hee ecial OKR
f a e. Follow these 5 steps as you get started:

1. Set your Objectives

A begin e ing fi OKR a b defining 1 Objec i e f c m an . (A

ge m e c mf able ing OKR , can add m e C m an Objec i e , b
ill ne e an m e han 5.) C mm nica e and e lain hi Objec i e f nc i nal
eam (f e am le, P d c De el men , Ma ke ing, Sale , e c.) and a k he eam
e hei c n ib ing Objec i e be aligned i h he C m an Objec i e. Each eam
h ld hink ab h he can hel m ef a d he c m an g al .

Remembe , Objec i e h ld be ambi i , ali a i e, achie able in a a e , and

ac i nable.

2. Define your Key Results

Unde each Team Objec i e e 3-4 mea able Ke Re l . The j b f Ke Re l i

mea e h cl e ' e ge ing achie ing Team Objec i e. The c m an
Objec i e d n need Ke Re l beca e h e g al ill be m ed f a d b Team
OKR .

Mea able Ke Re l can be e in a diffe en a :

c ea e ______ f X Y

Red ce ______ b X%

e ______ X%

Ach e e X a f ________

B m ing he needle n Ke Re l , ' e d i ing he Objec i e f a d. Ke Re l

can be ba ed n g h, e f mance, e en e, engagemen .
S e b S e G ide OKR 17

3. Update your OKRs

While h ld e Team OKR a e l , i i im an g e OKR e e

eek. Thi a can make e a n ack ih g al and ide
feedback eam membe a nece a .

4. Plan your activities and have Weekly Check-ins

i al im an inc a e OKR in eekl ac i i ie . Each eek hink

ab ha jec and lan h ld f c n achie e h e Objec i e and
i e hem . Thi a can ee h all eff hel achie e g al .
g d if nce a eek check-in ih eam ee h he OKR a e
g e ing and ha he ha e been .

5. Review your OKRs

A he end f he a e each eam h ld hen l k back a he acc m li hmen f

hei OKR . See ha did ell and ha can im e. eall im an ha
ma k d n lea ning . E en if failed m ing Objec i e f a d
e cen i e, migh ha e gained a l f ne kn ledge. F m he e can a
lanning eam OKR f he ne a e .

C m an ide, h ld ha e an OKR e ie 2-3 ime a a e ha e h gh

and lea ning .
S e b S e G ide OKR 18

Writing Good Objectives

How do you write a good Objective for your OKRs?

Bef e i ing an OKR need a g d nde anding f ha an acc m li h.

Fi f c n Objec i e. Think f he en ial Objec i e d like acc m li h
hi a e , and a k elf he f ll ing e i n :

1. D e he Objec i e hel achie e c m an g al ?

2. he Objec i e in i ing?
3. D e hi Objec i e ide b ine al e?
4. hi Objec i e eall achie able in ne a e ?
5. hi Objec i e l ing he blem eam i ha ing?
6. hi Objec i e ac i nable and achie able b j ?

i al im an c n ide ha Objec i e a e n :

Objectives should not be easy.

f a e a ing i h OKR , achie ing 100% f Objec i e in 3 m n h i e

c mm n. ill hel eam m ale and m i a e e le e m e
ambi i g al ne a e .

f an Objec i e i achie ed ell bef e he end f he a e e en hinking big

en gh. f d n each an he e nea ha ma ha e e an ann al g al in ead.

When bec me m e c mf able i h OKR , ill an make hem m e

ambi i . When hi 65-70% f an ambi i g al, i i ill i e an acc m li hmen !
Thi i h h ld be a i fied if nl achie e - hi d f Objec i e in a
a e .

Tha being aid, an make e ha - hi d d e n' bec me he ne 100%

f eam! E e ne h ld al a aim achie e 100% f hei Objec i e b
c ming i h ne a d ce be e e l .
S e b S e G ide OKR 19

Objectives are not projects with sub tasks.

Objec i e a e a i a i nal g al . The a e n ne- ff ac i i ie , hich ld be

c n ide ed a k lan .

S if e an ed i e an Objec i e f a c m an inc ea e hei e en e a g d

bjec i e ld be :

Objective: ncrease product reach in Germany in Q3

Thi Objec i e k , ince i ' a i a i nal, ime b nd, and hel m e he c m an

f a d.

An e am le f a bad Objec i e ld be:

Objective: Write a product marketing plan for Germany

Thi i a bad Objec i e a i i n me hing ha ill d all a e , i n

in i ing, and n f a dl king.

Wi h Objec i e , i all ab being ali a i e. The h ld de c ibe he de i ed

c me. F e am le: U de a dc e eed i a g d Objec i e beca ei clea
and a i a i nal. Y d n need Objec i e be mea able, nlike i h Ke Re l .

Kee in mind ha Objec i e h ld al be ime-b nd. Ei he a e l f C m an

Team Objec i e , ann all f C m an Objec i e . f a e e ing c m an
ann al g al , h ld f he b eak hem d n in a e l Objec i e .

The e n in in e ing g al a all if he ll j ca e a e a e ih

an im emen . The ld hen be KP , hich a e ef l f m ni ing he a
.

Y can ee m e e am le f Objec i e f gi en field a okrexamples.co. T

la a nd i h defining OKR , sign up for free at Weekdone.
S e b S e G ide OKR 20

Setting Key Results

Ke Re l mea e h cl e ' e ge ing achie ing a e l Objec i e .
Af e anal ing maj i i ie and deciding f c n a a ic la Objec i e,
hen need decide n Ke Re l . Remembe Ke Re l a e he a
mea e Objec i e.

Ke Re l h ld be ecific, mea able ( an ifiable), achie able, ac i nable,

bjec i el g aded, and be diffic l b n im ible.

al im an hink ab ha Ke Re l a en a ell:
S e b S e G ide OKR 21

They are not binary.

Ke Re l h ld be n me ic and be da ed h gh he a e . f Ke
Re l i bina i ma be a a k lan and n a Ke Re l . Which m e he
ne in .

They are not tasks to be completed.

While lan and jec a e im an in ing bjec i e , Ke Re l a e

mea able b ine c me and h ld be ea ed a ch.

Bef e e made a g d Objec i e e am le a ing ncrease product reach in

Germany . S me g d e am le f Ke Re l f ha Objec i e ld incl de:

KR1: nc ea e Ge man Sign- MQL c n e i n a e f m 15 20%

KR2: nc ea e Ge man MQL f m 300 500

KR3: nc ea e Ge man SQL f m 200 300

The e e am le a e mea able ( an ifiable), bjec i el g aded, and hile challenging

he h ld be achie able.

A bad e am le f a Ke Re l ld be:

KR: Di c h ma ke d c in Ge man

Thi Ke Re l i n n me icall mea able and i i n bjec i el clea h i

c n ib e he Objec i e, a j di c ing me hing d e n h an kind f
g e . Thi ld be c n ide ed a a hing d . Remembe ha Objec i e a e
la ge a i a i nal g al and KR a e a an ifiable mea emen f ha g al. Y can
ee m e e am le f Ke Re l f gi en field a okrexamples.co.
S e b S e G ide OKR 22

Outputs vs Outcomes

The bigge challenge ha m f he c m anie face i ha in ead f defining Ke

Re l a mea able c me he e a li f ac i n ba ed O . Thi g e
again he h le in f OKR . Le l k a he diffe ence be een O and
O c me and h hi ic i im an .

O i j ne e m ha can be ed de c ibe ac i i ie . Y can al call hem

ini ia i e , lan , jec , deli e able , mile ne , ac ic , e c. The e i a ligh
diffe ence in h e e m ,b i hin OKR me h d l g he mean he ame. Output is
an action that you take towards your goals. One hing i f e, he a e n
mea able c me ! W i ing and deli e ing a ne ma ke ing lan d e n' mean ha
he ne lan i g d and ha i ill b ing l f ne c me .

O c me a e he mea able e l ha h e ee af e ha e c m le ed
. O c me a e n ab d ing, he a e ab deli e ing eal, al able
b ine e l . f he ma ke ing lan i hen he de i ed c me f i
migh be ha e ec ing he ne ma ke ing lan inc ea e inc ming lead f m 4000
5500 e a e .

E e hing ha i lace, and d . The a e ill im an achie e

g al b i' n he e f c h ld be, and i n a a mea e cce .
You need to keep your eye on measurable results that deliver business value. f
me hing d e n deli e ha cce - hen d ing i !
S e b S e G ide OKR 23

Why do Outputs vs Outcomes even matter?

Writing a list of outputs instead of thinking about real business outcomes

is one of the main reasons why companies fail with OKRs.

The j a en' ac all e ing an OKR . The c e in and al e in OKR me h d l g

i in e ing mea able b ine c me . OKR a e ab f c ing n e l ha
b ing eal b ine al e in ead f j d ing diffe en ac i i ie . f a en e ing
an mea able c me , hen i ' im ible ee he eal benefi f hi
me h d l g . A l f c m anie a ha " hi i he a e d OKR ". Wh d
e le h gh all he ble f changing hei kfl and ada ing he ne OKR
me h d if a he end f he da ill kee d ing he ame jec and deli e ing
medi c e ?
S e b S e G ide OKR 24

Focusing on outputs is yesterday's practice.

F c ing n i ha a l f c m anie a e ed . The managemen e i

l ng- e m ann al a egic g al and decide n h h e ill be a ached.
Meaning he e he high-le el O KP /me ic a ge . And a e lea ned
ea lie , KP /me ic a e n he ame a OKR !

Af e e ing , he a e ca caded d n and eam a e a ked deli e h e

diffe en jec n ce ain d e da e . N ne e en a k h he a e king n hi .
O if me hing ha changed in he b ine land ca e he need ada . The
ge deli e ed and he eam ge hei ai e beca e he a e n ime. B did
e e hing k and did he e ac i i ie b ing an b ine al e? Wa i e en he
igh hing d ?

Ca cading f m managemen eam ha man he d n ide , hich

e en all mean ha he c m an achie e le han i ac all ca able f. The
ca caded end be c m le l ng e m lan hich can c nf e he indi id al
he a e a igned .

The most common downsides of cascading outputs

Lack of clarity brings low business value

Ca cading mean ha e le j kn ha he need k nb he a e

mi ing he h . ha d deli e me hing g d if d n e en nde and h
a e d ing i . Y can a ach ne lan f m a diffe en angle.

F e am le, ha e i e a ne ma ke ing lan. B if d n kn h hen

h d kn ha a ea he ma ke ing h ld be im ed? Y migh decide
f c n c le ad de ign b ha he c m an ac all need migh be m e
high- ali lead . C le ad a e j c l and a ac e en m e nneeded lead . S
n eal cla i e al l b ine al e and ha e j a ed a l f al able
ime.
S e b S e G ide OKR 26

Unmotivated employees

f em l ee feel ha hei ini n i n al ed in making deci i n ab he igh

hing im e, e en h gh he a e he e e in me a ea in he c m an , i
can ca el k m i a i n and d ci i . f kn m e ab m i a i nal
he ie , ld kn ha elf- eali a i n and feeling al ed la an im an le
in em l ee ' k m i a i n.

Al ,l cla i and n deli e ing b ine al e migh mean ha he managemen i

nha beca e hing a e n ac all im ing. Tha di a i fac i n i a ed d n
he em l ee h feel ha he a e j c n an l d ing me hing b hing a e
n g e ing f be e . Think f a ec nd, h l ng ld be m i a ed if
feel ha in a l f ene g b i j d e n k ?P babl n f e
l ng.

Without any input from teams, management can make wrong decisions

E en h gh hi i a g f e le h a e leading he c m an , i d e n' mean

ha al able in and inf ma i n can' c me f m he em l ee . Pe le h k
in ce ain j b i i n , like ale , ma ke ing, e c. dail a e babl he be e le
ell ha eem be king and ha need im emen in h e a ea .
Managemen h ld c llec hi inf ma i n and hel eam e and align hei g al .

F e am le, managemen migh ee ha e en e i n c ming in a i h ld and e a

g al f ale ge m ec me . B j ei e a ing a ge d e n' make a ge
ha en. Pe le in ale , n he he hand, kn ha he c ld ell a l fc en
c me and c ld f c n ha inc ea e e en e. B inging in m ec me i
ha de and kee ing ld ne add m e l ng- e m al e.

Outputs might simply not work

U e -le el managemen migh hink ha he ha e ch en k n me hing ha

ill b ing he c m an a la ge benefi b ha if he a e ng? f a ef c ing n
he ac i n and n he e l ha a eh ing f hen h d kn hen
a e ff ack? Time i al able, h ld end ime n j d ing hing if
f c ing n e l c ld hel ch e he igh hing k n.
S e b S e G ide OKR 27

f an be he ne G gle need be ead ada OKR a he a e. N

j calling ha ' e d ing OKR ih eall ing in an eff .

What are outcomes and how to set correct Key Results?

Outcomes are the measurable Key Results and he cce indica f

Objec i e. When he Objec i e define he di ec i n and he f c hen he Ke Re l
hel nde and ha a e l king achie e. Ke Re l mea e he
cce kn hen ha e achie ed Objec i e.

Le ' c n in e i h he ne ma ke ing lan e am le. Y c m an eali ed ha

need m e lead inc ea e ale . Ma ke ing an i e a ne ma ke ing lan
inc ea e lead . n ha ca e, ma ke ing eam Objec i e migh be " ncrease our
brand awareness to bring in new leads". The ne lan i j a a a ach hi .
F m hi Objec i e e can ee ha e need define Ke Re l in a lea a ea :

1) What measurements will show that we have done a good job sharing our
brand?

and

2) How many new leads are we hoping to get?

De ending n ha k be f c m an , he e a e man a mea e if

ha e made b and i ible ne a dience . f ha e a bl g c ld e a
KR a ing " nc ea e bl g ne i i b 35%". And c ld be m e i ible in
cial ne k a ell b e ing a KR " nc ea e Linkedin a e age ie f m 40k
56k".

Y fi h gh ma be ha e ill e a Ke Re l bli h ne ne e
eek... Thi i an ,n an c me! Beca e ma be he a icle i bad and n ne
ha e i . O i d e n a anking in ea ch engine and d e n' each man e le. n
ha ca e, e can' a ha e ha e inc ea ed b and a a ene . F c n he
c me ! f he a icle did n b ing he e l hen le ' anal e h and n kee
i ing m e ele a icle .

When i c me ge ing m e lead , hink ab ha ac all an . D an

j m e lead an lead ha ac all c n e c me a ell? P babl
he la ne. Tha mean if d n kn e hich kind f lead ha e he highe
S e b S e G ide OKR 28

chance f ending a c me , hen i ' ime l k in i.Y h ld a b

defining he e i emen f Ma ke ing Q alified Lead (MQL). Ba ed n ha e can
e a ne Ke Re l a ing " nc ea e Ma ke ing Q alified Lead (MQL) f m 3000
4400". Again, an lead d e n c n , nl he ne ha ma ch he MQL c i e ia.

And e ha e Objec i e ih e , mea able, c me-ba ed Ke Re l :

Keep asking Why

A can ee f m he e am le ab e, e ing Ke Re l i like being a c i 5 ea

ld h i c n in l a king BUT WHY? . The h e i n a eg d ake
mind f m he fi idea ha a e all , a dee e nde anding f he
ac al need . The " h " i he O c me e need f he b ine .

f a e ck i h e ing c me-ba ed Ke Re l ,a k me ne kee a king

b h and c n in e he dial g e n il a e ha ih ha a e hea ing.
Le g h gh m e e am le .

Sales example:

(Bad) KR: m lemen ne ale ce

B h ?: Beca e e l a e l igh n

B h ?: Beca e ale ake l ng and e can ell en gh in ne m n h

S e b S e G ide OKR 29

O c me i n ha e ha e he ne ce , hi i . The eal c me
ha ea el king f i ha ec ld cl e ale fa e . We j need define
h fa i en gh.

O KR c ld be me hing like:

KR: Red ce lead cl ed ale a e age ime f m 14 10 da .

f he ne ce d e n' b ing e l immedia el , e need kee im ing i n il

e ha e ed ced he da . We kee he f c n he mea able c me!

Product Team example:

(Bad) KR: U da e in- d c nb a ding i

B h ?: Beca ec me d n f ll hem

B h ?: The e eem be man and he ge i ed f hem

Wha e ac all an i ha e le b ef l nb a ding i c me ld

c m le e hem all. We c ld e g d Ke Re l f m ha . One f c ing n
making nb a ding h e :

KR: Red ce nb a ding e f m 15 7.

And an he making e ha n c me a e eall c m le ing hem:

KR: nc ea e nb a ding e c m le i n a e f m 20% 56%.

f f c n j da ing he i i ma n make an diffe ence. Y need

nde and h a e d ing hi and if i eall hel .

Outcomes drive the business forward, not outputs

Remembe , ha i an ac i n a deli e ed jec , d c men , e c. j h

ha me hing i d ne! O c me i a mea able e l ha ba icall hel ee if
me hing did b gh an b ine al e. Y need a f c ing n c me
beca e hi i ha d i e he b ine f a d, m i a e e le, and b ing in m e
cla i f he e le in c m an . O c me al hel define hich jec
a e im an k n n . Wi h eeing e l can a ing
al able ime n me hing ha i n h he ble.
S e b S e G ide OKR 30

N d a ac ical e e ci e elf! Check eam KR nde he Objec i e, i he e

a n mbe in i ? f n hen m babl ha e an in ead f c me. And if
he e a n mbe , ill make e ha a en j mea ing he n mbe f a k b
he de i ed c me f h e a k . Remembe , kee a king b h !
S e b S e G ide OKR 31

Committed and Aspirational OKRs

When i c me OKR me h d l g he e a e e f g al ne can e
C mmi ed A i a i nal OKR . C mmi ed OKR a e ne ha gani a i n
eam ha ag eed e ec e and migh ha e a clea ac i n lan f achie ing.
A i a i na i nal OKR a e m e i i na and likel n ge c m le ed 100%, b
he a e im an f m ing a d he f e.

Committed OKRs

Committed Objectives

A C mmi ed OKR h ld be achie ed b 100%. The cce f a C mmi ed Objec i e i

c i ical he cce f he c m an eam. The c me f he e Objec i e h ld
h be be e , b he h ld ill be achie able. C mmi ed Objec i e
de c ibe b ine -a - al and he Ke Re l h ld be eflec i e f e ec ed
mea able c me . C mmi ed Ke Re l a e f en c n ide ed f h g al
he e 100% g e i e ec ed.

im an emembe ha e en h gh C mmi ed OKR a e m e like

b ine -a - al, he ill a e ill g al ! Thi mean a C mmi ed Objec i e i n a
a ge like he n mbe f clien mee ing call m n h- -m n h. A a ge i all he
e ec ed le el f e f mance ha i needed kee he c m an g ing. OKR a e all
ab g h, g ing h gh me needed change , inn a i n, e c. The a e hing
he c m an ha e be e e l .

Committed OKR Example

Ha ing an Objec i e mean ha eam need head ge he and hink

f a i a achie e i . f la e he Objec i e i achie ed b d ing ha all
d , hen he Objec i e lack d i e. Y h ld e hink i b e ing ne idea d ing
change he kc l e.

C mmi ed OKR ma al f c n making nece a change in he c m an a ell.

F e am le, ha e in e nal c mm nica i n ce e in lace b he inf ma i n
ill g e mi ing m e l l , hich ha led e le feel f a ed. Tha a
S e b S e G ide OKR 32

ign ha need e hink in e nal c mm nica i n ce and need ge

i king ell. Y c ld e an OKR like hi :

O: mprove internal communication process

KR1: 80% f em l ee ha e an e ed he c mm nica i n e

KR2: Anal e e l and ch e 5 im emen a ea e ec e

KR3: n e ie 40 em l ee ; 35 f hem h ld c nfi m ha he ha e een an

im emen

Once C mmi ed Objec i e a e achie ed i hin he a e hen all ne ne a e

e f he ne a e . f kee ha ing he ame OKR a e af e a a e hen
ma j be mea ing KP and n e ing Objec i e .

Aspirational Objectives

f a C mmi ed OKR a eali ic and need be achie ed a nd 100% hen

A i a i nal OKR a e he l f and ambi i Objec i e he e 100% c m le i n i
likel im ible. A i a i nal Objec i e h ld be e ih e high ba . Achie ing
he e OKR b ing h ge cce , b he i k f failing i high a ell. U all , 65-70%
g e achie emen can al ead be called a cce . B ha e be ca ef l. While
he e g al h ld be j f each, i im an ha e le ill ake hem
e i l and aim f he highe ible e l . f 66% bec me he ne 100% in
e le' mind , n b d ill h ha d en gh.

Aspirational OKR example

A i a i nal OKR a e al called m n h . Like he e m im lie , i ab aiming

high. Wha mea e i h he Ke Re l can be he ame f C mmi ed
A i a i nal OKR , b h big he e ch i ill define hich e f g al i i .
S e b S e G ide OKR 33

F e am le, a ale eam c mmi ed OKR migh be:

O: Expand to the German market

KR1: Cl e fi 5 en e i ec me

KR2: Achie e ale ci cle a e age (f m lead cl ed) f 27 da

KR3: 15% inc ea e f Q1 e en e f he Ge man Ma ke

T make i A i a i nal ec ld make i l k like hi :

O: Expand to the German market and start taking over the market

KR1: Ge 10 en e i ec me i ch d c

KR2: Achie e ale ci cle a e age (f m lead cl ed) f 15 da

KR3: 20% inc ea e f Q1 e en e f he Ge man Ma ke

B h e am le c e e anding he C m an and en e ing in he Ge man ma ke .

The diffe ence be een he e am le i ha he C mmi ed ne i m e eali ic
and c m le i n f all he Ke Re l i nece a call he en ea cce . The
a i ing e am le i aiming high. Thei g al i n j cce f ll en e he ma ke
b al a aking e he ma ke . Tha ne i a l ha de , alm e en im ible
achie e in ch a h ime f ame.

A cceeding ihA i a i nal OKR migh be e challenging, eam c m an - ide

eadine i e im an . The c m an ha be en e ing ne idea , failing,
ing again, and lea ning f m he ce . Al , bef e e ing A i a i nal OKR ,
e ce h ld be e al a ed. The e n in in e ing high OKR if d n ha e
he ime man e k n hem eekl . Wi h an e f OKR , h ld
c n ide and ec d eekl ini ia i e a d hem.
S e b S e G ide OKR 34

The Balance Between Them

C mmi ed Objec i e a e he be a ih hile im lemen ing he OKR

me h d l g . B changing he a a e hinking ab e i ing g al , i make
i ea ie f e le in he c m an f m a ne habi . Bec ming a e l -d i en
c m an need ime, di ci line, and change in h e le and managemen hink.
Fi , f c h ld be n ada ing he me h d l g and e ing he nece a
ce a nd i .

f ld a ih man A i a i nal OKR hen e le can ea il feel

e helmed. E e ne need ad a ne habi and n f ha , he g al a e e
high. j m ch handle. Once c m an i m e ed he OKR
me h d l g can a e ing me A i a i nal OKR j me A i a i nal
Ke Re l .
S e b S e G ide OKR 35

OKRs and Weekly Planning and Check-ins

Weekl lanning i a me h d f acking he eekl ac i i ie f c m an . i an
im an , b f en nde e ima ed a f he OKR lanning ce . Al ng ide
Objec i e and Ke Re l al need kee eekl lan ini ia i e in
mind, and hink ab h ha d each eek c n ib e la ge g al .

B nning eekl lanning and Weekl Check-in al ng ide OKR , can in an l

nde and ha high-le el lan a e achie ed each eek and ee h he ela e
c m an l ng e m g al . e e a a e lacemen f eekl and-
mee ing ih ick and im le check-in . Thi le kn ha lan e e a igned
a he beginning f he eek, and ha a acc m li hed a he eek end.

Weekl lanning le eam f c n he m im an lan hile kee ing

l ng- e m g al in mind. The cce f Objec i e inc ea e hen eekl lanning i
ac i el ed ince e le ill e ie and da e hei OKR m ef e en l .

Weekl lanning nl ake ab 10 min e d ing he beginning f he eek and 10

m ea he end im lemen . When fi e OKR be e hink f ha
ela ed ini ia i e and lan need k n and i e hem .

A a le, e be een 3-7 lan need acc m li h e e eek hile kee ing
Objec i e in mind. N e e hing need be ela ed Objec i e . The can
be he im an lan a ell. A he ame ime, an make e ha e
en gh ime d he lan ha ill m e Objec i e f a d! A c m le e
he e i em , can ha e hem ih eam and da e Team OKR g e if
h eb gh an cce i h he Ke Re l .

i al an e cellen idea h ld a eekl mee ing ee he e an blem cc ed

d ing he eek and ha can d ne eek fi hem. Wi h Weekl Check-in ,
can ge an in an a e ie f all he eekl ac i i ie lanned f eam and
ickl iden if if an blem cc ed. G ing h gh he a e d ing eekl
and- mee ing i al a c mm n a kee mee ing h and f c ed n
he m im an hing a en a ing ime.

i im an e OKR f a e ha inc a e Weekl Check-in in i fl in

de ee he m l ng- e m cce i h OKR. Weekdone i ne ch em ha
S e b S e G ide OKR 36

a de igned ih b h a ec in mind, making OKR m e acce ible b h

manage and em l ee .
S e b S e G ide OKR 37

Aligning and Linking OKRs

Aligning OKR i ab l el nece a in he OKR ce . H e e , aligning OKR
i ne f he m diffic l c nce nde and. He e, e ill c e ha OKR
alignmen d e f and eam and hen e lain he m e ac ical ide f OKR
linking and h achie e i .

The e f OKR alignmen i nif c m an eam m e in he ame

di ec i n. E e ne h ld kn ha g e n and h i ela e he c m an
g al . Alignment i he he f d ing hi , n he ac ical im lemen a i n f i.

OKR alignmen e i e be eall familia i h he c e f c m an and

g al e ing le el .

A a le, Objec i e can be e a ima le el : c m an le el (f e a ching

di ec i nal g al ) and eam le el (f ac i nable Objec i e and Ke Re l ). La ge
c m anie ma benefi f m ha ing he addi i nal le el f departments, g f
teams. H e e , he department le el i n nece a f mall medi m- i ed
c m anie .
S e b S e G ide OKR 38

n he beginning, h ld a i h nl le el : company and team. Pe le

ill link hei e nal lan hei Team Company OKR .

Aligning vs linking vs cascading

Of en ll hea he e m alignmen in e mi ed ih e m ch a ca cading, hich

efe a -d na ach, linking hich i he ac ical ce f c nnec ing
Objec i e a diffe en le el . Linking i a ac ical a achie e alignmen . i n he
nl a achie e alignmen , h e e .

Aligning c m an can ha en 3 a : ei he d i d n, he e Objec i e

a e a igned f m high le el leade and e ec i e d n a d , b m he e
em l ee a e a ked c me ih gge i n f hei ne a e ac i i ie . The
hi d i ni c mbine he . We ec mmend hi i n.

As a reminder you should try and limit yourself to 1-3 Objectives and 3-5 Key
Results at each level to make sure you stay focused on what matters.

OKR alignment example

The be and he m cce f l a align g al i b c mbining he b m- and

d na ache .
S e b S e G ide OKR 39

Step 1: Set overarching Company Objectives

When a el king f alignmen , h ld al a a b e ing he e a ching

Objec i e n he c m an le el. nea l im ible ha e an c m an alignmen
if d n ha e a cen al f c .

Let s learn how to align your company through an example story:

Le a ha e a f a e a a e ice (SaaS) c m an ha ha been ggling ih

achie ing e en e a ge . Af e managemen e amined he blem m e cl el ,
ha e eached he c ncl i n ha e en e i l beca e f high c me ch n.
Y a e ha i h he am n f ne c me c ming in b ch n high and
c me ing e ice ickl . indica e ha he e me kind f
blem need l e. Y c me a en a i fied en gh a .

Managemen d e he fi e and e he Objec i e f he c m an .

Objective: mprove customer retention to drive up the revenue.

Step 2: Communicate the Quarterly Objectives with the teams

Af e he C m an Objec i e i e, i h ld be ha ed and c mm nica ed a

aligning eam . Y can e me high-le el, C m an Ke Re l ,b i n e i ed.
A C m an Objec i e i en gh beca e all he main k ill be d ne n he eam
le el.

Be ide ha ing he Objec i e i elf, managemen h ld al ake ime e lain h

hi i im an and he e he need k n ha c me f m. D n
nde e ima e hi e beca e hen e le d n nde and d n ag ee ih
he e a ching Objec i e , i ac all e ha d ge eam and indi id al aligned
and king ge he .

Lea e mf di c i n and feedback. Team manage migh ee he i a i n f ma

diffe en angle. f he d n ag ee i h he f c a ea, ake ime nde and h :
ma be he e i a eall g d ea n. D n m ef a d n il e e ne ha ag eed
e h e Objec i e .
S e b S e G ide OKR 40

Step 3: Teams set their contributing OKRs

Af e all f he eam and managemen ha e ag eed n he C m an Objec i e , i

ime f eam e hei .

Team leade need hink h he c ld c n ib e ha he c m an i ing

achie e. Se ing he eam le el OKR h ld mean ha he h le eam i a ici a ing in
he ce . h ldn be j he manage e ing he g al ih an in
feedback f m he eam membe .

Team h ld ake ime gani e OKR di c i n e i n he e e e b d can

b ain m and e al a e he idea . Fi ,f c n ing a l f idea n he able, and
hen m e n ch ing he im an ne ha make he m en e igh n .

Le e n e am le. The C m an Objec i e a mprove customer

retention to drive up revenue . The d c eam i a a e ha he g al i im e
c me e en i n and he a e a ing b ain m nh he c ld c n ib e
ha .

A a e l f he b ain ming e i n , he nde and ha he nb a ding fea e

in he d c i n g d en gh. Da a h ha nl 13% f c me a e
c m le ing he nb a ding e . A high am n f icke a king ab he
d c fea e al indica e ha e le need m e d c g idance. f a d c i
c nf ing e, i can ea il h e le a a . S ha ing a be e nb a ding ce
ld hel i h e en i n. Tha being decided, he eam e i n Objec i e and
define mea able c me-ba ed Ke Re l kn hen he ha e achie ed he
Objec i e.

Objective: mprove our in-product onboarding

KR 1: Red ce he n mbe f d c - ela ed icke f m a e age 220 120

KR 2: nc ea e nb a ding c m le ed a e f m 13% 45%

KR 3: m e fi 30 da d c age ac i i a e age f m 40% 70%

Step 4: Share, agree and align

fe e hing g e m hl , hen he ne e i im l ha ing he Team OKR ih

e e ne el e and linking hem he C m an Objec i e . Of c e, he e migh be
S e b S e G ide OKR 41

cca i n he e Team OKR need me di c i n and e lana i n f managemen

a ell. ' a - a ee .

Managemen h ld ha e an e ie f all f he OKR e . E en h gh i c cial

ha eam h ld decide hei g al , i al im an ha diffe en Team OKR k
in a allel and n again each he . Af e e e hing i ag eed, he la hing d i
j add he g al OKR f a e and link Team OKR he c ec
C m an Objec i e.

C n in ing ih e am le, alignmen be een C m an and P d c eam OKR

ld l k like hi :

F ll ing he ame fl , Team h can c n ib e ha C m an Objec i e h ld

e , ag ee, add, and link hei g al . The C m an Objec i e ill g e hen eam
da e he g e n hei Ke Re l . Thi mean , hen he Team achie e cce ,
he C m an d e a ell. Once alignmen and linking i c m le e, e e b d can a
king n hei g al !

Le a he ma ke ing and c me cce eam ha e al e hei OKR

c n ib e he C m an Objec i e. Ma ke ing k n im ing he MQL n mbe
and C me S cce f c e n l ng- e m ela i n hi ihc me . f he eam
cceed ih hei Ke Re l , i ld m e he g e f hei e ec i e
Objec i e . And a can ee n he ic e bel , if Team Objec i e g e , i all
feed he C m an Objec i e hich m e f a da ell.
S e b S e G ide OKR 42

f you have more than Company and Team-level OKRs to set

d e n ac all ma e h man le el ha e in gani a i n' c e,

alignmen l gic a he ame. The ac al k i d ne b eam , and highe le el
Objec i e a e he e make e ha he e i a nified f c .

Ha ing man le el f g al migh ea il e c m lica e he h le ce and i

migh mean l e chance f cce . S hink i h gh: d eall need hi m ch
c m le i n ? E eciall , hen a e j a ing i h OKR , e ld
ngl ec mmend kee i a im le a ible.

f need e de a men le el g al (in de be m e ecific ab he f c

a ea f e e al eam ), hen h ld d hi af e e ing and c mm nica ing
c m an g al ( e 1 & 2). Once he de a men ag ee n hei i i f he
a e ( e ec mmend e Objec i e nl ), eam can c n in e i h e ing hei
OKR and align hem i h he de a men le el ( e 3 & 4). Y h ld be ca ef l ih
e ing Ke Re l n he de a men le el beca e he e a high chance f hem
ending ac all being KP /Me ic a ge .
S e b S e G ide OKR 43

Common alignment mistakes

Le ' a i h he bigge mi ake ha man c m anie d : they cascade the OKRs

from management to the teams. Thi i a ed flag f man ea n . Fi , hen
me hing i ca caded d nf m managemen , i ' babl a KP a ge me kind
fa jec and n an ac al OKR. ha d achie e OKR alignmen if a en
e ing e OKR .

Y h ld n ca cade g al e en jec . Le he eam , a he e e in hei

f nc i n, define he a ea he need im e and k n, in de hel achie e
C m an Objec i e . Thi i he a (ma be e en he nl a )h eam can achie e
he be e all im emen .

Tha b ing he ec nd bigge mi ake: management doesn't trust teams to set

their own OKRs and teams do not take the responsibility. Team kn be hen i
c me defining ha i ng ha he c ld d be e in hei a ea. The d
hei j b dail and defini el ha e he be e ie f he eam i a i n. The h ld
be he ne e ing he Team OKR .

f OKR a e ca caded, a e aking a a hei chance f eam ing hei head

ge he nde and ha he eam eall need and c ld b ing he able. When
ca cade, migh be all ng ab ha ' im an . migh al mean
S e b S e G ide OKR 44

ha eam a e ge ing c mf able n e ing hei n OKR and n aking

e n ibili f hei e l .

Managemen ill la a big le in he g al- e ing ce , j n b d ing he

eam' j b f hem. Managemen need define he f c a ea f all f he eam
and make e ha e e ne i e ing hei OKR ba ed n ha he c m an an
achie e. Al , managemen i e n ible f nning he ce and ing he
eam i h imel feedback.

The hi d bigge mi ake is that companies skip setting Company-level Objectives

or do not set good ones. H can eam align if he e' n c mm n di ec i n in he
fi lace? f each eam e hei OKR e a a el , he migh e en end king
again each he . OKR k be if he e' alignmen and ni in ha he Team d .
S e b S e G ide OKR 45

OKR Best Practices and Tips

While he OKR c e i fai l im le, ha d e n mean he a e ea im lemen .
all ake 2-4 a e f c m anie a ing OKR he igh a . Lea n
m e ab OKR be ac ice h en he lea ning c e.

Set good OKRs from the start

Start setting your OKRs before the quarter starts!

Thi i e eciall im an f C m an -le el Objec i e . OKR can ake a l f ime,

lanning, and ag eemen (e eciall if i i fi ime e ing hem. i be a
lanning he 2-4 eek ahead f he a f he a e . Tha a a e ead g
hen i a .

Communication

C mm nica e he Objec i e i h he e f he c m an and di c h he a e

im an . Leade h ld ge ge he and di c hei eam OKR . F m he e
de a men / eam manage h ld in d ce hei eam he OKR and ge hei
feedback and idea .

Align team OKRs with Company Objectives

Of en e le ge e ci ed c ming i h ne idea hen i c me OKR . B i i

im an n f ge h a e e ing hem in he fi lace: Alignmen ! Make
e ha he maj i f OKR a he eam le el c nnec c m an ne . Thi a
e e ne m e in a nified di ec i n. A f a e i h an OKR hie a ch ie (like
Weekdone) le ee all g al and h he c nnec in an ea - - ie f ma .

Use OKR examples

The e a e a l f ng a i e OKR . When a e fi lea ning OKR , i can be

g d ha e me e am le efe ence. We ec mmend OKRexamples.co beca e
i ha h nd ed f e am le f OKR f diffe en eam . f a e ing Weekdone
ack OKR and Weekl Check-in , can ee e am le OKR hen adding OKR
i h he OKR Wi a d.
S e b S e G ide OKR 46

Execute your OKRs

mplement a weekly process

i im an align eekl ac i i ie Objec i e . Thi hel em l ee

engage i h OKR a he k, and make e hei ac i i ie hel m e he c m an
f a d. Y can ead m e n hi in he Weekl Planning and Check-in ec i n.

Hold a weekly team OKR Check-in

i im an e ne eekl i em a ell a da e he Team KR . Re ie e e

eam membe eekl i em and make e hei lan a e being c m le ed. He e
can al ag ee n ha need d acc m li h ne eek m e OKR
f a d.

Review your OKRs with your company

Hold company-wide reviews at the end of the quarter

i im an make e e e ne ake a in he e ie ce . Tha a

e e ne can ee h fa he eam ha c me. ma al be hel f l k i h an
OKR c ach ee h i en and ha can d be e hen e ing OKR again
ne . When e Weekdone f OKR acking and Weekl Check-in , OKR
c aching i incl ded!

OKR reviews for teams

Team h ld e ie hei OKR and ied n an le n lea ned. Team manage

h ld n he i e hi inf ma i n and ha e hem a he c m an - ide e ie .

Start setting next quarter s OKRs

A men i ned ab e, al ead need a lanning ne a e OKR 2-4

eek bef ei a .A a lanning, hink ab h e i OKR en
ha can e OKR m e effec i el in he c ming a e .
S e b S e G ide OKR 47

Common OKR Mistakes

Your objectives are too challenging or not challenging enough

Y migh hink ha eam c m le ing 100% f hei g al i g ea ! H e e , hi

c ld ac all mean ha ha e e g al ha a e ea . Objec i e h ld be
ambi i , b n diffic l in de h em l ee achie e m e ih
e helming hem.

f e ambi i en gh g al , achie ing 65-70% f hem c ld al ead be a g ea

acc m li hmen . When eam "e ec " achie e 70%, n he he hand, 70%
bec me he ne 100%, and i defea he e f e ch g al .

Setting and forgetting your OKRs

Y h ld da e he g e f Ke Re l eg la l . OKR h ld be
di c ed e e eek. C ea e a eekl i al a nd OKR e ie hem ih
eam. O he i e, a he end f he a e , ma find ha a e a ff ack.

You have too many Objectives or Key Results

T man Objec i e Ke Re l can ake a a f c n ha i i ie a e.

Team h ld ha e a ma im m f 3 Objec i e e a e ih 3-5 Ke Re l
e Objec i e. Tha a , he am n f k ill be m ch m e manageable and fa
le c nf ing.

Your Key Results are not measurable

Ke Re l (KR ) h ld be n me ic. The a e ha make i ible ack g e

a d Objec i e. Ke Re l hel define ha cce l k like. The hel
nde and hen can a Oh e did g ea ! . KR d n d i e he Objective,
he ac all a e how you define the success of the Objective. He e a e me
im an ke - e m ha can hel e lain he diffe ence :
S e b S e G ide OKR 48

im an emembe Objectives (g al ) a e big, ambi i g al , Key

Results ( c me ) mea e he achie emen f an bjec i e, and Weekly Plans
( ) a e he dail lan and ini ia i e d each g al .

Not keeping the big picture in mind

Thi blem c me hen Team Objec i e a e n aligned i h c m an g al ;

hen indi id al eekl lan a e n c n ib ing achie ing Team Objec i e .

Managemen h ld be c mm nica ing i h eam leade he le hei eam la in

he bigge ic e, and em l ee h ld nde and h hei ac i i ie hel achie e
eam g al a ell a he C m an Objec i e . Make e ha e a mee ing hen OKR
a e c ea ed can m ee e ne in a nified di ec i n.
S e b S e G ide OKR 49

OKR Case Studies

BMAT

BMAT i a m ic m ni ing c m an h a e d i en b a de i e make ee e

a i in he ld ge he ec gni i n he de e e. BMAT m ni and e m ic
ac ele i i n , adi , cl b and digi al e ice gl ball .

The ha e been inc edibl cce f l in hei endea and ha e been a idl
e anding ince 2015. BMAT cen al ffice i l ca ed in Ba cel na, b he ha e
ffice in 12 c n ie all e he gl be. A he g e in i e he began feel he
e e beginning l ef c n hei g al , he began l kf a be e a
manage hei a e l g al and align hei eekl ac i i ie .

B ai S a e i e n ible f BMAT c mm nica i n and PR. We en e h

OKR ha e hel ed hei c m an and he im ance f ha ing c m an - ide g al .

Why BMAT started using OKRs

Acc ding BMAT COO Ja me Vin , b 2015 he had al ead e e ienced ma i e

g h. N j in e m f e le b in hie a chical c e di e i n a ell.
"We' e al a had eekl mee ing nch ni e e e b d ' Objec i e , b e
eached a in in caling he e ec ldn' kee i h e e b d . We didn' an
l e f c n l ng- e m Objec i e " aid Ja me.
S e b S e G ide OKR 50

Bef e he ke ack f hei Objec i e b iding da e d ing mee ing and

i ing man al e . Thi nl lef a fe e le in he kn ab ha
Objec i e e e being ked n. had al a been a c e al e f c m an g al
be an a en , ha e e b d c ld ge in l ed in he gene al a eg f he
c m an .

A each ne a e a ed, BMAT fel he e a ag ing di c nnec be een he

c m an g al and e e ne' ac i i ie . became ea f e le de ia e f m hei
iginal Objec i e . S me ime e le ld ake a k ide he ange f hei c e
g al . T a id hi , he began l k f a l kee hei Objec i e and hei
g e a he f ef n fe e ne k.

Embracing the process of setting OKRs

k me ime ge ed i . n he in e ie , B ai em ha i ed he im ance f
ing eff in lea ning he OKR me h d l g and OKR f a e. B ai aid ha Y
h ld ada he ln he he a a nd .

How BMAT sets OKRs and makes sure they are aligned

BMAT fi e a e ie f big ann al g al hen la e he di ide he e Objec i e

be een each a e . The begin b defining hei i i ie and hen a a ign
he main e n ibili ie be een diffe en eam . BMAT make e ha e e eam
and em l ee kn ha he m d k a d he gene al c m an
Objec i e . A he e hei bjec i e , he make e a kf em l ee in .

Setting OKRs in Weekdone

When B ai a ed i h OKR he ickl eali ed an OKR f a e a nece a .

liked Weekdone, beca e f he i i n i ide f he h le c m an . Al ,
can nch ni e k ih he eam and ha e k ia an a ma ed
la f m. aid B ai . Once he a e l g al a e e , he k in eekl c cle , he e
e e M nda B ai and hi eam h ld a gene al mee ing lan he ne eek.
i he nl l ef nd ha k ell ih a e l OKR . eflec he g e f
he h le c m an and e e hing i i ible e e ne aid B ai .

B ai and BMAT in gene al make e link eekl a k eam and c m an

Objec i e . Thi a hen hei e nal g e i achie ed he c m an ' e all
S e b S e G ide OKR 51

g e m e f a d al ng i h i . B ai n e ha me e le efe ma k hei
g e c n in l , he e nall efe d i a he end f he eek.

BMAT ha n inc a ed in d ci n OKR and Weekdone in he aining f

ne hi e . N , hen meb d ne j in , he he i gi en g ideline b he
e a i nal eam and he a e a gh h e OKR .

Humanitec

H mani ec hel NGO b b ilding f a e l hich c llec da a, anal e i

in i i el , and e i efficien l . The im lemen ed OKR me h d l g a a mean
m e hei c m an f a d a a la ge h le. N , OKR aining ha bec me a
anda d c cle i h hei nb a ding ce .

Ka a nG nbe g, he CEO f H mani ec, al e he c n ib i n f each indi id al.

The ha e eam in 4 diffe en l ca i n a nd he ld, and f him kee ing
e e b d aligned a hi main challenge.

Humanitec needed a framework that enables alignment

H mani ec kf ce i i e di e e, We ha e 15 na i n h all ha e diffe en

a ache hei k aid Ka a . Kee ing he c m an inn ai e hile al ing
indi id al c n ib i n i i e a challenge. n hi d : n c en ha e f he
c m an , lanning and gi ing e e b d a clea idea h hei k c n ib e he
e all ic e i ma be he m im an hing f c n a he m men .
S e b S e G ide OKR 52

n de d ha , Ka a ned he Objec i e and Ke Re l f ame k. He

kne OKR , beca eG gle a ed ing i in hei ea l da . a eall im e ed
h he en f m a mall c m an a h ge gani a i n ing OKR , aid Ka a .

Ka a fi ied OKR n hi n bef e lling i hi eam. Then, he a ed

e ing diffe en l i n and finall e led n Weekdone. He ch e Weekdone,
beca ei a he m ad anced and had he be e e e ience. i me ime
diffic l c n ince e le e OKR , an a l i n ha i e emel im le,
in i i e and e cellen nde and, aid Ka a . O he i e e le feel e helmed
and face he da n ing a k f ing e an he f a e.

mplementing a new goal-setting framework

Acc ding Ka a ,i a e ha d ge e le ing OKR a fi . i a li le bi

diffic l c n ince e le d me hing n hen he can nl ee he benefi
la e n, aid Ka a . The fi OKR he lanned e en a ic la l g d. The e
a al f mi lanning and man f he e le didn' nde and he in and f
he OKR f ame k.

n de ed ca e e le, Ka a e en ed he he f OKR and ained hi

c - ke n h make he m f he f ame k. N , OKR aining ha
bec me a anda d c cle in hei nb a ding ce .

Af e he 2nd a e H mani ec a ed eeing ignifican im emen i h hei OKR

ce . Pe le en f he OKR e ie mee ing and aid ha he ce eall
hel ed hem nde and he e he c m an i g ing, and h hei k i
c n ib ing he la ge h le and he ef e ac all feel m e al ed, aid Ka a .

Ka a la e f nd he need f an OKR f a e f hi eam. The clea benefi f

Weekdone i ha ea em e aligned, c ed and e le feel m e c nnec ed

Acc ding Ka a , he ha e le mee ing and m e im an l he mee ing he

d ha e a e m e c n c i e. End f he a e , e all i ge he and en
Weekdone and e e eam e lain he e he a e a and ha ha ha ened d ing
he a e . i eall nice beca e i c e he mee ing and ha he effec f
acc n abili .
S e b S e G ide OKR 53

OKR mplementation Guide

N ha e lea ned he ba ic f he OKR me h d l g , he ne e i a
im lemen ing i . When im lemen ing OKR , i im an d in ad ance, a ing a
fe eek bef e he c ming a e make he m f he me h d l g . He e
e ill ide an e ie f im lemen a i n ac ice .

The fi hing d i make deci i n ab hich eam ill e OKR

S me c mm n c e incl de:

Pilot team

B nl f c ing n ne eam, can k an kink in c cle bef e

in d cing i e e ne. Like i e, ll ge a mini e i n f ha OKR le el ill
l k like, can edic h OKR ill kf he e f c m an .

Team leaders only

B a ing OKR i h eam leade nl , can k alignmen i e and h

Team-le el OKR c nnec e a ching c m an g al .

The benefi f hi a ach i ha hi mind e hif (managing b c me

) i a h ge change f gani a i n , and if nb a d he eam lead
e l , hen e e ne el e ill ee ha hi f ame k k and h ld be aken
e i l .

Everyone

S a ing e e ne ing OKR a nce can be inc edibl da n ing, b i i able f

SME c m anie i h fla hie a chie . ake 2-3 a e f ll ee he al e f
OKR , ge ing e e ne a ed mean eeing e l ne .
S e b S e G ide OKR 54

The OKR Process

1-2 Weeks before starting with OKRs

Fi , a b defining a e l C m an Objec i e . Y ma al an ha e
l nge e m ann al Objec i e ha c nnec he a e l ne . H e e , hi i
i nal.

An he hing n e i kee ann al Objec i e a he c m an le el. Ann al

Objec i e h ldn be ed b l e le el l e he agili fac f ing OKR .

When a ing i h OKR , i im an emembe ha h ld nl f c n

a fe high le el Objec i e . n hi ca e, e ld gge e ing 1-3 and di c ing
hem i h manage , eam lead , and h e e el e i in l ed in he change OKR
e e ne ag ee n he m im an g al f he c m an .

Example: Y ha e an ann al Objec i e increase company growth. S , f he

fi a e , f c ega ding hi g al ill be nde and and anal e
c me be e c ea e a be e k lace f em l ee . The e a e l
Objec i e hel eali e ann al Objec i e b l king f he ii e
c me f be e aiding c me aff.

Y can hen e ea hi ce a he eam le el. A he eam le el, eam lead h ld

c n l hei eam membe decide n im an eam g al hile eam lead h ld
make e ha he e g al align i h he C m an Objec i e .

Tip! Write Key Results, not tasks

Le a a e gani ing an e en . The e a e a e ie f a k ha need ge d ne

f he e en . F e am le, ma need en a en e, b k a band, gani e
me ne h , hi e ca e ing, e c. The e a e a k , n Ke Re l .Y Ke Re l
h ld mea e he im ac f he en i e e en .
F e am le, Ke Re l can be ell 2000 icke , ge a 4.5/5 a ing f m
T i Ad i ,, ha e 50% f a endan ign f he c m an ne le e f
da e ab he ne e en .
S e b S e G ide OKR 55

The final e bef e finali ing OKR i a la nd f feedback he e Objec i e and

Ke Re l can be added, dele ed, changed.

Weekly Check- ns

i inc edibl im an ha an OKR check-in ce i im lemen ed and f ll ed.

Tha mean eam h ld ha e Weekl Check-in ee h hei g al (Objec i e ) a e
g e ing.

An OKR check-in i a ick 15-20 min e mee ing he e and eam eflec n
he g e f Team OKR and e ne i i ie f he c ming eek. The e
f he OKR check-in i g a an ee ha OKR g e .

Thi i d ne b l king a acc m li hed lan , he e l f he e lan , and he

le n lea ned hen m ing f a d. Thi n Objec i e and Ke Re l in a
eekl fl . Make e kee check-in mee ing h and f c ed. 15-20 min e
h ld be en gh g e e e hing. Y h ld g e he f ll ing in .

● C en OKR a

○ he g al n ack ff ack?

○ Wa he e an g e ha he g al been alled?

● Le n lea ned

○ Wha did ed igh ? Wha a cce f l?

○ Wha h ld e d diffe en l ne ime?

○ Wha did e lea n a indi id al ?

● Se ne i i lan f ne eek

○ Wha a e he ne lan ha migh hel i h Team OKR ?

○ Wh i d ing ha ? And i i ge ing d ne?

○ A e he e an ne di ec i n da e ela ed lan al ead in

ac i n?
S e b S e G ide OKR 56

D n n he OKR check-in mee ing j f he ake f ha ing a mee ing. The e h ld

al a be an c me f e e mee ing ha e. al im an emembe
ha a di c ed. Ch eh an ha e and d c men he le n lea ned
and an ne idea ha came .D n ai n il he end f he a e d hi , a
OKR a e a c n in e al a i n ce . Like i e, if n ne i checking in n hei
OKR , he ill babl f ge ab hem, de ing all he ha d k in
e ing hem in he fi lace.

Once a month

Make e ha e a mee ing ide f he Weekl Check- n a ell. Thi mee ing
h ld be be een manage and eam lead i h he e f iden if ing blem
and b ain ming a fi hem.

1-2 weeks before the end of the quarter

A hi in , he en i e c m an h ld e ie he C m an Objec i e ee he
g e ha ha been made a d hem a e e le el. defini el a g d idea
ga he me in n hi a e OKR and idea f he f ll ing a e .

Good questions to ask as a team:

H did eam e f m?
H big a he c n ib i n f he Team Objec i e he e a ching c m an
g al?
We e he OKR e ag d ch ice f he eam?
Did he hel he eam make im emen f he eam a ell a he c m an ?
f he OKR failed, hen h ?
Wha e e he challenge hi a e ?
Wha can be d ne be e ne ime?
Wha a e me idea f he c ming a e ?
We e he KR c me d i ing he Objec i e f a d?
C ld e ha e be e KR ne a e ?
S e b S e G ide OKR 57

Good questions for company review

H did he c m an m ef a d in achie ing c m an g al ?

We e he e l a i fac ?
Which eam e f med he be ?
H d eam ha did n cceed?
Did eam feel m i a ed king i h hei OKR ?
Wa he f c clea e e b d ?
Wha a e he main lea ning f m hi a e ?
Wha can he c m an im e in hei OKR e ing and ce ?

Conclusion
Ad ing OKR me h d l g e i e a change f in e nal c l e and ce . ill be
ea ie f me han f he , b d n le ha di c age if a e ha ing me
g ing ain hile ge ing a ed. i an indi id al ce ha e i e a balancing
f he be ac ice and ha k f . e i e b h me gi e and ake in
e-e al a ing c en c e and in e nal ce e . B if main ain a
c i ical e e b h n gani a i n a ell a a d he me h d l g i elf,
he e i a l can ake a a .

S he e i i , a e an OKR Ma e and can n fla le l im lemen Objec i e and

Ke Re l ... N eall , he e i ill a l lea n, and he bigge lea ning ce ill
be king h gh he ad b m a begin im lemen OKR ih eam
c m an . B , a e n a , and h ef ll ha e a be e nde anding f b h
he me h d l gie and me h d in l ed in he ce .

And now for our shameless plug:

Sa im lemen ing OKR me h d l g in c m an i h Weekdone s OKR

f a e. Align Team & C m an Objec i e al ng ih eekl lan , gi e feedback
c ke , and ha e an a enc ac he b a d. The be a i all aid acc n
ge f ee OKR c aching h gh he ea hel e fec he OKR ce i hin
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