OKRs for Goal-Setting Sessions

I’m a big believer in OKRs (objective, key result) OKRs are an effective tool for driving alignment across levels within an organization and for establishing a more standard approach to performance management In several of my past companies, I’ve been part of the core team responsible for scaling OKR management from company level to leader to departmental to manager to IC A few tips: 1) max of 3-5 OKRs OKRs are not meant to measure everything you do; just the key intiatives to drive impact and focus 2) have clear company OKRs so that leaders can tie their OKRs to company for thread of alignment 3) implement a regular cadence (I recommend monthly) for reviewing progress to OKRs and challenges and plan to close gap. I would have a monthly team meeting where would review mine and my directs to see where trending 4) Establish what good looks like (generally OKRs should be aspirational so an 85% achievement is good across the board. 100% could suggest you had too easy OKRs or perhaps burnt out teams) 5) Link performance management to OKRs. This helps with having a standard for what good performance looks like across disparate teams. For example, in past companies where we had bonus tied to non quota achievement OKR achievement generally informed about 85%+of bonus with discretion from manager for things outside of it 6) Review OKRs to make sure OKRs link to core objectives of an org. Example, if you are in a CS org where retention is the name of the game, a large majority of your OKR should link to effective renewals management. Your function determines the focus. 7) A mix of outcome and process OKRs is fine, but ensure at least 50/50 are outcome focused (aka you impacted X metric - outcome, vs you did Y thing or delivered z) 8) implement calibrations across teams with leaders present to balance the different approaches and potential bias leaders have to rating teams Anything else you’d add? #okrs #performancemanagement

Your CEO read about OKRs and now wants quarterly objectives. But you can only ship twice a year? I got this question on Dear Melissa this week, and it highlights a huge misconception about goal-setting frameworks. Most companies treat OKRs like a quarterly ritual instead of a strategic tool. Here's the thing: if you can only release once a year, you need yearly OKRs. Not quarterly ones. OKRs aren't about calendar quarters. They're about measuring the results of what you can actually ship and achieve. When you set quarterly goals but can't deliver quarterly results, you're just creating busy work to show fake progress. The real framework works like this: Company-level strategic intents take 1.5-3 years. Think expanding into new markets, measured by customer acquisition and revenue growth. Product-level OKRs should be leading indicators that contribute to those bigger goals. If you're working on retention, maybe you focus on engagement metrics that predict longer-term customer behavior. But here's the key: your OKR timeframe has to match your shipping cadence. If you can't measure the impact of your work quarterly, don't set quarterly goals. The magic happens when these layers connect. Your product OKRs should ladder up to strategic intents, with timeframes that actually make sense for your development cycles. How are you aligning your OKRs with what you can actually achieve and measure?

Let me be straight with you—having #OKRs is just half the story; the other half is defining, executing, and learning from them through a well-thought-out process. Here are the main ceremonies to perform: Year View → Annual Strategic Planning Conducted in the final quarter of the preceding year, this is when you lay the groundwork for your organizational vision. You decide on themes that will serve as the backbone for your OKRs in the coming year. From my experience, blocking 2-4 weeks for this activity sets the right pace for a comprehensive yet focused discussion. →Resource Allocation You can't drive a car without fuel, right? The same goes for executing OKRs. A part of your annual planning should zero-in on resource allocation. I've seen teams soar when they've got this right, and stagnate when they overlook it. Quarter View → Preparation About a month before the new quarter, prepare drafts for departmental and team-level OKRs. This is also when you sync up with stakeholders to align departmental goals with the overarching organizational strategy. Monthly Ceremonies →Check-Ins: Quick status updates, vital for maintaining momentum. →MBR: A deep-dive into performance metrics. Invaluable for data nerds like me! →Problem-Solving: Time set aside to unravel roadblocks. Creativity to the fore! →Inter-departmental Syncs: I can't stress enough how essential these are for cross-functional harmony. Quarterly Ceremonies → QBR: This is your grand review—often featuring the C-suite—that lays bare your performance over the past quarter. It's a prelude to the Final Learning & Review, so make it count. → Final Learning & Review: At the quarter's end, evaluate your OKRs, jot down your lessons learned (the good, the bad, and the ugly), and chalk out your improvement strategy. Spend about 2 weeks on this; trust me, it's time well invested. Transition & Buffer Between quarters, reflect internally on your focus areas for the next cycle and make those last-minute resource adjustments. This often-overlooked week serves as a breathing space for your teams. So, whether you're a seasoned OKR veteran or a newcomer, remember that the right process can make or break your OKRs. Share your thoughts and experiences in the comments! Join me on this enlightening journey as I continue to share insights, learnings, and best practices in achieving #ProductOps excellence. Follow me, Farid Sabitov, for more enriching content

If you implement the OKR method at work, you need to read this: The 6-step process for creating team Repeatable, Purposeful, and Measurable (RPM) KRs: 1. Get Clarity from Your Boss • Schedule a meeting with your boss to discuss the company's Key Results (KRs) in depth • Ask questions to understand the rationale behind each KR and how they contribute to the company's vision • Take detailed notes and seek clarification on any points that are unclear to you 2. Connect Your Team's Key Results to the Company's KRs • Review your team's current projects, initiatives, and goals with the company's KRs in mind • Identify areas where your team's work directly supports or impacts the achievement of the company's objectives • Brainstorm with your team to determine the most significant contributions you can make to drive company-wide success 3. Create a Category and Metric for Each Key Result • Break down each of your team's KRs into a single, specific category and measurable metric • Ensure the metrics are clear, concise, and easily understandable by everyone on your team • Avoid using jargon or complex language that may confuse or overwhelm team members 4. Make Key Results Repeatable • Craft your team's KRs in a way that makes them memorable and easy to recall • Use catchphrases, acronyms, or mnemonics to help team members quickly internalize and remember the KRs • Regularly reinforce the importance of the KRs through team meetings, one-on-one conversations, and written communications 5. Make Key Results Measurable • Ensure each of your team's KRs has a quantifiable target or goal associated with it • Use specific numbers, percentages, or metrics to define what success looks like for each KR • Examples might include "Increase customer satisfaction ratings by 15%" or "Reduce product defect rates by 20%." 6. Hold Your Horses • Before rolling out your team's KRs, take a step back and ensure they are fully aligned with the company's objectives • Review your KRs with your boss or a trusted colleague to get feedback and make any necessary adjustments • Once you're confident in your team's KRs, communicate them clearly and consistently to your team members By following these steps and staying focused on the bigger picture, you can ensure your team is making a meaningful impact on the organization's success. Join the 12,000+ leaders who get our weekly email newsletter. https://lnkd.in/en9vxeNk