Home » Keep Your Goals on Track How to Set OKRs (Objectives and Key Results)

Keep Your Goals on Track How to Set OKRs (Objectives and Key Results)

by Uneeb Khan
Implement OKRs

Goals frequently fail for a number of reasons, keep your goals on track how to set OKRS. But the major one is that they lack a purpose or a concrete justification for their initial setting. You will either lose interest or only put forth the minimal effort necessary to accomplish a goal if you don’t genuinely believe in it or have an emotional connection to the reasons it was developed.

Other factors that contribute to goals failing include:

  • The objective is so lofty and out of reach that working toward it is pointless because you believe you will never succeed.
  • Because there is no immediate urgency, you just put off the objective completion target because it is so far off in the future.
  • Although the goal may sound excellent, it is difficult to plan for because it is unclear how you will attain it. It is also not detailed enough.

If you’re an individual or a business, OKRs can give you the structure and guidance you need to reach your objectives. They give you the direction and purpose you need to succeed and work toward, as well as provide tactics on how to gauge your advancement and success before launching the efforts that will get you there. Because they tie everything together, OKRs are superior to a single-goal approach in these situations. Your company’s vision is at the top of the hierarchy, followed by the annual OKRs (3-5), and finally the quarterly OKRs. Each one complements the others and is made possible by all the efforts (the work) carried out by the teams and people on a daily, weekly, and monthly basis.

Read More: Mavie Global

How Do OKRs Work?

Andy Grove invented the term “OKR” (short for “Objectives and Key Results”) in the 1970s while working at Intel. Since that time, businesses like Google and Netflix have adopted and utilized OKRs. Because they are both ambitious and motivating while also being attainable, OKRs are a collaborative way for businesses and individuals to set goals. In addition to helping businesses set goals, OKRs were developed to enhance senior management and staff communication, engagement, and collaboration. When there are common goals across the entire organization, it unites the staff to work toward them and to celebrate their accomplishments as a group. An OKR’s objective is the result you want to attain, and the key result is the metric you’ll use to determine whether you’ve succeeded.

The key results are what give OKRs their measurability; they let you know if you’ve succeeded in achieving the goals you set forth front since, in the absence of them, the achievement of a goal may be left up to interpretation.

The Past of OKRs

Andy Grove, a co-founder and former CEO of Intel, originally popularized OKRs. In his book “High Output Management,” he mentioned it. That approach was gradually incorporated into a business over time. It gradually gained traction among Silicon Valley businesses, including Google.

The next significant one came from Google after John Doerr, who had previously worked for Intel under Grove’s direction, advised doing so. The main distinction was that OKRs were now set every three months.

Eventually, businesses like Amazon, Twitter, Spotify, and others modified OKRs to suit business requirements. Overall, the idea was accepted, but at this time, only the fundamental ideas of Grove’s original idea are still valid.

Why is a Good Objective Important?

Your objectives should motivate you and provide guidance as they outline where you need to go.

Your OCR’s purpose must be specific, well-written, and devoid of any ambiguity regarding its intended result. An objective should always be a result that, while you may not know how to get there right away, you know is what you want to work toward. Additionally, it must be balanced in terms of how doable it is. If your goal is to have 100% of the market share in your sector, that is not only overly ambitious but also probably impossible.

You might alternatively do the exact opposite and make the goal’s conclusion overly simple (for instance, grow our market share by 1%). You are wasting your time by defining an aim that is either too simple, too complex, or unachievable since it will have no value, and the team will eventually disregard it and lose faith in the entire strategy.

Why is a Key Result a Good Thing?

You might think of the key results as the stepping stones to help you get there if the objective specifies the direction you want to go in and the outcomes you need to attain.

The main outcomes will help you gauge your progress and determine whether you’re on track to reach your desired goal by allowing you to quantify and measure as you go. The important results are what keep the team engaged and focused if the objectives are clearly defined and well-thought-out. This is so that they may be measured. Once finished, you can check the box to demonstrate your progress and recognize your accomplishments.

The teams and individuals are kept motivated by these little but important achievements, particularly when working toward quarterly goals. The fact that they are quantifiable is essential to producing key results. If a critical result has been attained or not, there should be no room for doubt. Sales of 100 of our new training courses, for instance, maybe one of your key accomplishments if your target is to “Increase revenue this quarter by 5%.”

If you have only sold 80 training courses, you have only met 80% of your goal.

Steps for Making an OKR

An OKR is made up of an Objective, which outlines your goals, and up to five critical outcomes. You can determine whether you’ve succeeded in your goal by looking at the important results.

The actions or labor necessary to attain the key results are listed under the key results as a collection of initiatives. To establish a company’s general direction and achieve the necessary alignment so that every employee is working toward the same common goal, you construct OKRs. Although we will primarily be talking about OKRs at the corporate level, individuals can also use them for life planning. A corporation normally has a single purpose or vision for the business, and the course you wish to take could be determined for the upcoming decade or perhaps longer. This is the overarching goal that unites your company’s personnel and, in some situations, your clients in understanding why you carry out the work that you do.

Your direction is established by this vision, which then makes it possible to develop the annual corporate OKRs. These three to five OKRs are the goals that will help your business get closer to its overarching vision and are tailored to the results you must accomplish in the coming calendar year. Each company’s OKR has a set of distinct, quantifiable key results (up to five), allowing you to monitor development and assess success. These corporate goals cover every aspect of the corporation and may cross over into several departments.

The company’s departments then establish group OKRs, which are done so every quarter with the help of the company’s OCRs as a guide. They are all specified and agreed upon important results so that the departments can track their progress, much like the company OCRs.

Guidelines for Writing OKRs

  • If you are familiar with SMART goals, writing OKRs is straightforward. The equation is as follows: Your goals and intentions are your objectives, and the time-bound and measurable milestones that fall under those objectives are your key results.
  • If you require specifics, stick with one goal and three critical outcomes.
  • Goals should be specific, action-oriented, and not too vague. They should also be challenging and inspiring.
  • Focus on the results rather than the actions themselves.

Examples of Various OKR Types

It becomes simpler to recognize different sorts of OKRs when one views OKRs as a single entity that cannot be divided from one another. Here are a few illustrations of several sorts of OKRs.

  • Dedicated OKRs – Here are the objectives that must be accomplished, according to everyone. Without them, success is impossible. By giving them priority, the business will expand.
  • Ambitious OKRs – Think of these as bold objectives. Teams must go beyond what they generally do in order to succeed. Although they are more difficult, they are a tool for forcing teams to think and act differently and step outside of their comfort zones. The idea is that even if you don’t achieve the goal, the fact that the team and individuals tried shows that they went much further than setting a modest objective.
  • Acquiring OKRs These center on experiments, explorations, and the pursuit of hypotheses. It involves reporting facts or demonstrating or refuting particular hypotheses, theories, or notions. When inputs and outputs are unclear in the beginning, these are ideal.

Common OKR Errors

People do make typical mistakes when setting things up, just like they do with any goals. Avoid making the following errors:

Forcing others to set OKRs or significantly influencing their own goals.

  • Working upward from the bottom up rather than downward from the top down.
  • Having too many goals or critical outcomes.
  • Mistaking duties for important outcomes.
  • Using OKR as a method for performance evaluation or as a compensation scheme.
  • Establishing an OKR and then disregarding it.

How to Monitor OKRs

OKRs need to be monitored and revised frequently.

The company’s OKRs must be reviewed periodically, whereas the company’s direction is normally reviewed annually, despite the fact that this is an ongoing effort. Examining the development of the main results identified at the beginning of the quarter would be part of a quarterly review. Through measurement and progress monitoring, these important results let you know if you’re heading in the correct way. The teams get an opportunity to examine the OKRs in terms of the value they will deliver to the organization, the workforce, and its end users during a quarterly review. It’s possible that what you produced three months ago is no longer valuable. Discuss the OKR’s worth. Does it still encourage you to pursue the company’s overarching goal, or do you need to make changes or even come up with a new one?

You should meet at least every two weeks, and in some circumstances weekly, to evaluate OKRs at the team level and the actions in place to deliver them. The same idea behind the quarterly and annual reviews applies when you have frequent meetings to assess your progress. What is and isn’t working?

Read More: Mavie Global

How to Implement OKRs

Other than the fundamental ideas, there is no particular way to put this into practice in a business. As a result, implement it by following these steps:

  • Start by communicating. You want to make sure that everyone is aware of and ready to use it. There should be more means of communicating this idea another only email. Conduct workshops and bring them up in company-wide meetings. If you want involvement, then discuss it.
  • Second, own an instrument to implement it. To manage your OKR, there are many options available. In some circumstances, you can manage it with a spreadsheet you created or by using specialized software. Another is Happier.
  • Finally, arrange. Like any objective, an OKR is set during a certain time period. Although they usually establish it for businesses on a quarterly basis, you are not limited to that. It could be every month or even annually. whatever suits your company’s needs the best. Asking yourself the following questions can assist with organizing as well: What do I need to accomplish? How am I going to accomplish this? You establish your objective and key findings by posing those questions, accordingly.
  • Establish the company’s OKR. The CEO or a member of high management should start by completing the company OKR. Basically, someone who has access to the wider picture and is aware of the company’s top priorities.

Establish team OKR.

You can set team OKRs in line with the business OKR. They can be reduced to team priorities, which are discovered by first meeting with team managers and then having those managers return to their individual teams to identify the aforementioned priorities.

Establish personal OKR.

People will be well-prepared to set their own unique OKR with all the information for the organization in mind. This will outline what each team member will be working on and be based on the team’s priorities.

Review: number seven. It’s beneficial to evaluate everything and make sure that everyone’s OKRs mesh with one another before work even begins. This is crucial since each and every OKR needs to be connected and coordinated in some way.


Benefits and Drawbacks of OKRs Benefits: OKRs inspire people to establish lofty objectives. What matters is not always what is attainable, but rather how near you can come to achieving the goal.

  • In business settings, OKRs are more likely to be evaluated frequently. Typically, you adjust them every three months.
  • OKRs have a quantitative focus. Many goal-setting techniques place more emphasis on the objective itself than on the means of achieving it.
  • People have more freedom with OKR to create their own goals and outcomes. This is because implementing OKRs is inherently difficult.
  • OKR stands apart from all forms of payment. If that makes sense, it functions somewhat like a performance metric while letting people handle it with less stress.
  • The links between OKRs aren’t always clear, which is a drawback. It might be challenging to understand how one person’s goal relates to another person’s goal.
  • OKRs are susceptible to misunderstanding. It is simple for team managers to create OKRs that don’t correspond to the company priorities. even in situations when they are explicitly stated.
  • Some people may become demotivated by key results because they are excessively prescriptive. • It’s simple to establish too many OKRs and become overwhelmed, even in situations where they were previously interested in the goal.

What Distinguishes KPIs from OKRs?

The motive behind the goal-setting process itself is the main distinction between these two. KPI objectives are typically quite attainable and are a result of an already established process or project. Typically, OKR objectives are more aggressive and ambitious.

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