Creating OKRs is one step in the entire cycle of priority and goal planning within an organization. This deck focuses on 5 main aspects of what makes an OKR great: 1. What goes into a great starting criteria to create a single OKR 2. An understanding of what a great OKR is not as it’s important to understand what not to do, to make sure you’re not going into something blind. 3. How great OKRs come from the right metrics or key performance indicators that match your culture. 4. How you can ensure you’re translating tasks into results and planning out supporting projects properly. 5. And how to get an idea of how you plan to assess progress once it’s all over.

1. Creating a GREAT objective
And a quarterly planning process to support OKRs

2. Kendra Moroz
Director, Customer Engagement
TODAY’S WEBINAR HOSTED BY
@7Geese
#OKRs
I’ll respond after the next 60 minutes!
Wendy Pat Fong
Director, Customer Success

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What goes into a great OKR?
A great starting criteria to create OKRs
An understanding of what a great OKR is not
A focus on the right metrics or key
performance indicators
Translating tasks into results and planning
out supporting projects
Getting an idea of how you plan to assess
progress once it’s all over

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OKRs are not…
Unspecific goals with a task list
Boring and monotonous
Overly specific to be constraining
A statement that notes a business vision
A one-size fits all model
Shortsighted
General actions you plan to take
instead, they
are…
Reminders why you do what you do day-
to-day
Aspirational and challenge you to be
innovative and creative
Written so anyone can understand how
you’re contributing to business strategies
and priorities
Aligned to organizational values

5. our blueprint for a great OKR
Time based with a clear due
date for grading
Non-numeric, qualitative
Aspirational - saying your
outcome with confidence
sounds hard
Answers, “what am I working
towards without focusing on
the tasks that get me there?”
Empowers and promotes
collaboration and cross-
functionality
Numerically measured
Utilizes a threshold or delta to
measure change (from x to y or
‘increases’ or ‘minimizes’)
They are the end result of a
series of tasks, but not the tasks
themselves
There’s a baseline measurement
to move away from or towards
Answers, “how do I know I have
achieved my outcome/
objective?”
Objective criteria Key result criteria
KR #1: 80% of new customers continue
their subscription after 2 months.
KR #2: 50% of new users return
within 2 weeks.
KR #3: Churn rate is < or = 2%
this quarter.
Objective: Customers consistently
find our product useful
An example

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incorporating KPIs into OKRs
Best practices: Clearly define target metrics
important to your core values
and business priorities - this
will keep employees engaged
because it fits with the culture
and direction of the team
Establish a baseline target of
excellence and how you’d like
to move away or towards the
“now” equivalent of that metric
Discuss expectations on
check-in cadence and make
sure it’s realistic for the KPI
Define what the feedback loop
is for the KPI - if you have to
wait more than than the
quarter to receive feedback
from your KPI data, try to avoid
looping it in your KPI otherwise
you won’t be able to effectively
grade success

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An example KPI in an OKR
Objective: Current users consistently receive a
positive customer support experience
Ask yourself: Are you currently at these ideal numbers and want to ensure they stay that way
OR is it that you're not at these baseline numbers and want to get to these targets?
This informs how you select a metric to measure the specific outcome you're trying to achieve.
Decrease median response time from 4 hours to
1 hour on inbound reactive support tickets
Key result:

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the aim of setting OKRs is to have a
bigger impact by splitting time on
fewer things, and focusing on results,
not tasks (tasks change)

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linking tasks and projects to OKRs
Move the conversation from,
“what steps am I going to take to complete this outcome,”
to, “what am I expecting to achieve if I successfully complete
this objective? What target indicator will define success?”

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tasks to OKR: an example
Objective or Outcome:
Key result #1 Key result #2Engage and retain existing users,
increasing adoption rate to 60%
(it is currently 45%)
Potential customers understand our industry’s best practices
5 companies successfully
introduce a process they learnt
through our spotlight stories
Supporting project #1
- Task 1: Review success metrics to identify highly engaged customers
- Task 2: Interview customer
- Task 3: Write and publish spotlight story
Supporting project #2
- Task 1: Identify target audience to engage
- Task 2: Create engagement campaign on brand
- Task 3: Ship and promote campaign, monitoring results
Engage customers to write stories
Create engagement campaigns to
share stories created
Supporting project #1
- Task 1: Identify target audience best suited for webinar
- Task 2: Create engagement campaign to inform customers of webinar
- Task 3: Execute webinar, analyzing results to incorporate next time
Supporting project #2
- Task 1: Write blog content that resonates with current industry trends
- Task 2: Use social media to engage potential customers
- Task 3: Engage existing marketing leads using the content
Webinar on best practices in our industry
Write and network 5 blog posts per month
to increase sales qualified leads

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Objectives focus on:
You want to focus on the right metrics for
growth, not just if something is completed
the impact of a series of tasks
are larger in scale
focus on aspirations and innovation
smaller action items
are small in scale
focus on milestone completion
Tasks focus on:

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top-to-bottom or bottom-to-top?
Making an objective great means also considering how it
aligns with other objectives in the organization
OKRs are driven by business priorities and core values -
alignment keeps everyone’s agenda focused to what defines
success for the team as a whole
Organization objectives act like a “North Star”

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grading OKRs
Have a conversation about grading while you set your OKR
Make sure your expected evaluation criteria matches your culture
One-size-fits-all is not the right approach - every OKR is unique
OKRs are about achieving objectives, not bonuses

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performance bonuses and
OKRs co-existing
Best practice:
keep the two separated
Linking incentives to goal-setting can lead to competition
over collaboration, quantity over quality, and less innovative,
challenging, and success stretching goal-setting
Keep in mind… Connect bonuses to organizational OKRs over individual
OKRs - promote collaboration over competition
Have oversight over everyone’s OKRs to ensure they meet
company-wide expectations
Link bonuses not solely to OKR performance, but other
criteria, such as professionalism brought to work, skills
acquired, the level of OKR difficulty, amongst others.

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a great OKR is a goal that people
want to look at
Every month, every week - consistently engaging OKRs turns
goal-setting into a habit. This changes how individuals
approach everyday jobs-to-be done.
Milestones become natural, focusing conversations on what
you need to do next to aim even higher.

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When to create great OKRs:
planning best practices

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quarterly planning process
best practices
Best practice is to:
- Go over yours and your team’s prior performance
- Evaluate how things went and why
- Discuss how you’re going to align goals over the
new quarter
- Document how you plan to ensure mistakes from
the last quarter aren’t carried over
- Remind the team about core values and
strategical vision
Timeline: 3 weeks prior to
the current quarter’s end

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Step 1: Leadership
creates OKRs at the
organizational level.
Once finalized, they are
distributed to everyone
on the team.
Timeline: 3 weeks before
the quarter’s end
Step 2: Team leads
discuss with their team
how everyone can work
to bring these
organizational OKRs to
life.
Timeline: 1 week after
organizational objectives
are distributed
Step 3: Team leads are
responsible to
communicate how their
teams align to the
organizational
objectives.
Timeline: 1 week prior to
step 4, an all hands
meeting

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Step 4: ALL HANDS MEETING!
Connect to finalize and visualize everyone’s OKRs.
Discuss how they relate to each other, what will be
done over the quarter to ensure both parties are
committed to reaching the desired outcomes.
Discussions focus on risks, blockers, or resources
needed to support the OKRs.
By the end of this meeting there should be no lack
of understanding, on for example, how an OKR may
not support an organizational goal.
Timeline: A few days before the start of the quarter.

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awareness alone isn't valuable -
it's how you wield it
Every great planning day incorporates a discussion where
everyone gets asked ”can you commit to all of this?”
Have conversations that answer what success means in
relation to how each team will support the other. and
what resources is needed to make that support a success
Clearly discuss how goals will be tracked and how
everyone will be held accountable
Aligning
conversations
Assess cross-
functional
goals
Reflect on personal
commitment

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THANKS TO THE MANY GREAT QUESTIONS THAT INSPIRED THIS CONTENT
Identifying key metrics that will help motivate employees who are disengaged.Amy
Translating tasks into outcomesTheodora
What is the right balance between OKRs for a team vs. their other day-to-day work?Clint
Is it better to focus on quarterly objectives or annual ones?Vishal
More about the OKRs planning processRakesh
How do you write compelling OKRs quarter after quarterJamie
Just to learn best practices
EVERYTHING!
What does a standard / best practice quarterly planning process look like from start to
finish, including recommended timings?
Filip
Aidan,
Paola, and
Laurie
How do you get individuals to update status of their OKRs?Akshay
How do you translate KPIs into OKRs?Kat

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FURTHER QUESTIONS

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