OKR Training Presentation

1. Agenda
1. Part I: Concept
○ What are OKRs and its components?
○ Different levels of OKRs
2. Part II: How to Write OKRs
3. Part III: OKR Examples
○ Set Goals like Google
○ Examples of well-developed OKRs
4. Part IV: OKR Best Practices
5. Part V: Rolling Out OKRs
○ Stakeholders’ roles & responsibilities
○ The OKR cycle: Plan, Track, Review
6. Part VI: OKRs & Performance Review
○ OKRs can complement Performance Review
7. Conclusion
○ How to Prepare for OKR Planning Sessions

2. Part I:
Concept

3. OKRs stand for:
Objectives and Key Results
OKR is a powerful goal management system used by companies & teams of all
sizes (from startups to large corporations) to collaborate and stretch goals with
focus and alignment.
OKR framework requires regular check-ins, continuous feedback, collaboration
and problem-solving.

4. …a little history lesson
● “Management by Objective”
● Pioneered by Andy Grove at Intel in 1970s
● John Doerr introduced OKRs to Google in 1999. Also,
he’s the author of Measure What Matters ,
● Click here to get a quick overview of OKRs and here
to get detailed information in a free OKR 101 class.

5. Companies Using OKRs

6. 6
What are
OKRs
The Objective
The What: the main thing you want to accomplish; your
objective will inform your actions. It isn’t always
measurable, and that’s OK.
The Key Results
Quantitative metrics that measure progress toward your
objective(s). It allows you to break down an objective into
tangible milestones. For each objective, you will typically
assign 3-4 key results.
OKRs should be:
● Ambitious yet realistic
● Not directly tied to compensation
● S.M.A.R.T.
Objective
● Key Result
● Key Result
● Key Result
OKR Formula
I will (Objective) as
measured by (Key Results).

7. 7
Benefits
● Focus: OKRs prompt Senior Leaders to identify the right
priorities
● Alignment: OKRs ensure everyone working towards the same
goals that’s aligned with top-level objectives
● Accountability: OKRs enables Senior Leaders and Managers
on how to allocate people and resources
● Transparency: OKRs allows better visibility for both senior
leadership, employees and other stakeholders, e.g. investors
● Growth & Stretching: OKRs push companies to stretch and
achieve beyond their current capabilities

8. 8
Basic
“Rules”
● Maximum 5 Objectives with 3-4 Key Results each
● 60% Objectives from Bottom Up, 40% Top Down
● Set annually and quarterly
● Key Results must be measurable
You either meet a Key Result’s requirements or you don’t — there is no gray area, no room for
doubt. At the end of the designated period, typically a quarter, we do a regular check and grade the
Key Results as fulfilled or not.
● Set at different levels:
○ Company → Department → Individual
● Shared across the entire organization
● Not a tool for performance evaluation, but will
complement it

9. 9
OKR Levels
● Company Wide OKRs: an OKR at the corporate level
will speak to high-level goals
● Department OKRs: High level company goals can be
broken down and assigned to departments
● Individual OKRs: Department level key results can be
become next level objectives to individual employees
and contributors

10. 10
OKR Levels
EXAMPLE
Company Wide OKRs:
Objective: Become a market-leading business
● Key Result 1: Grow our revenue
● Key Result 2: Delight our customers with world-class support
● Key Result 3: Launch software 2.0 to improve UX/UI
● Key Result 4: Build a high-quality inbound lead pipeline
Department OKRs:
Objective: Build a high-quality inbound lead pipeline
● Key Result 1: Acquire at least 100 leads per week
● Key Result 2: Maintain lead quality above 50%
● Key Result 3: Increase # of calls per week to 250
● Key Result 4: Increase CTR for email to 15%

11. Part II:
How to Write OKRs

12. Guide to Company Objectives
People
Company
Objectives Marketing
Financials
Operations
Product
Sales

13. 13
How to
Write
Objectives
Objective
=
verb + what you’re going to do or achieve
(business impact)
Example:
Achieve fiscal sustainability
Provide world-class customer support
Improve the stability of product
Best Practice:
Objectives should be motivating, short, memorable
statements

14. 14
How to
Write Key
Result
Key Result
=
verb + what you’re going to track + from X toY
Example:
Reduce the general budget variance from 11% to 5%
Decrease churn rate from 15% to 5%
Decrease unscheduled downtime from 3 hours to 1 hour
Best Practice:
Key Results are “Results” not “tasks”
Key Results must be quantifiable and easily tracked or measurable

15. 15
Types of
Key Result
Trackable (progress can be tracked)
1. Percentage Tracked
2. Milestone Tracked
3. Task Tracked
Examples of trackable results are hiring for a new role, develop a
marketing strategy, penetrate new region
Measurable (progress can be measured)
1. Increase Value
2. Decrease Value
3. Control Value
Examples of measurables are revenue, the number of leads
generated, churn rate, employee satisfaction levels, employee
turnover rate

16. Part III:
OKR Examples

17. Set Goals Like Google

18. OKR OKRs create alignment
up and down the
organization

19. 19
Let’s give it
a try …
1. Marketing OKRs
2. Sales OKRs
3. Customer Success OKRs
4. Engineering OKRs
5. Product Management OKRs
6. Technical Support OKRs
7. Operations OKRs
8. Financials OKRs
9. People (HR) OKRs

20. 20
Company
OKR
Examples
Objective:
Become a leader in the call center software market
Key Results (as measured by…)
1. 500 Clients
2. $150,000 Annual Revenue Per Client
3. $200M Total Revenue
4. $10M EBITDA
5. $200M Valuation

21. 21
HR -OKR
Examples
Objective:
Increase Employee Engagement
Key Results (as measured by…)
1. Increase employee satisfaction score from 70% to 90%
2. Improve glassdoor rating from 3 to 4
3. Increase employee participation in Peer Recognition
program from 60% to 80%

22. 22
Marketing
OKR
Examples
Objective:
Build a High-quality Inbound Lead Pipeline
Key Results (as measured by…)
1. Generate at least 300 product signups per week
2. Generate at least 50 demo/week through the website
3. Maintain the MQL % above 70

23. 23
Sales -OKR
Examples
Objective:
Grow Revenue from existing accounts
Key Results (as measured by…)
1. Increase annual renewal from 75% to 90%
2. Increase monthly recurring revenue from $700K to $1M
3. Increase the average number of seats from existing
accounts from 10 to 30

24. 24
Customer Success
OKR
Examples
Objective:
Provide world-class customer experience
Key Results (as measured by…)
1. Create and stabilize customer onboarding process
2. Decrease churn rate from 20% to 10%
3. Increase NPS from 6.0 to 9.0

25. 25
Engineering
OKR
Examples
Objective:
Improve the stability of product
Key Results (as measured by…)
1. Decrease unscheduled downtime from 3 hour to 1 hour
per month
2. Increase automation test coverage from 60% to 80%
3. Decrease number of emergency patches from 6 to 2 per
quarter

26. 26
Product
OKR
Examples
Objective:
Improve the product’s UI to reflect customer needs
Key Results (as measured by…)
1. Test 3 new feature designs among our customer base &
implement winning variation
2. Optimize file storage & reduce the speed of the
application by 30%
3. Increase average user time by 5%

27. 27
Example
Increase our company’s visibility to our
target customers
● Run 3 webinars for trade organizations
● Add 50 new target customers to our email list
● Connect with 100 new target customers on LinkedIn
● Share relevant content on LinkedIn 2x/week
Objective
● Key Result
● Key Result
● Key Result

28. 28
Example
Increase our company’s visibility to our
target customers - Head of Marketing
● Run 3 webinars for trade organizations
– Marketing Manager
● Add 50 new target customers to our email list -
Business Development Rep
● Connect with 100 new target customers on LinkedIn –
Marketing Manager
● Share relevant content on LinkedIn 2x/week –
Marketing Manager
Objective - Owner
● Key Result - Owner
● Key Result - Owner
● Key Result - Owner

29. Company OKR
- Scale the number of leads sales are receiving from Marketing
- Increase sales by 50% over last quarter.
Sales (CRO)
Increase sales by 50% over last quarter.
● Secure $10M in bookings by end of Q1
● Ensure at least 60% of sales team achieves
quota.
● Attend 3 industry events by end of Q1.
Marketing (CMO)
Scale the number of leads sales are receiving from
Marketing
● Reach 10k visitors/month via technical and non-technical
SEO
● Increase Trial to Conversion to 10%
● Scale ‘best on the web’ cornerstone content to create traffic
that converts to leads
SDR
Ensure at least
60% of sales team
achieves quota.
–Generate 300
SQLs by end of Q1.
AE
Secure $10M in
bookings by end of
Q1
-Achieve targets
with 20% closed
by end of month
and 50% closed
by end of month
2.
PARTNERSHIP
Attend 3 industry
events by end of Q1
-10% of clients are
returning customers
.
Product Marketing
Increase Trial to
Conversion to 10%
- Increase Demo :
Trial Sign-up to 60%
MARCOM
Scale content to create
traffic that converts to
leads
-Generate over 10,000
visits for Organic Search
to the new pages in one
quarter
MAROps
Reach 10k visitors/month
via technical and non-
technical SEO
-Reach an average page
speed 1.5s

30. Part IV:
OKR Best Practice

31. What makes a “good” OKR?

32. 32
OKR
Traits
● Ambitious but not unattainable
● Set as S.M.A.R.T. goals
● The Objective can be “soft;” the Key Results should be
more concrete
● Every OKR is owned by exactly one person
○ If one person owns all Key Results, they own the OKR
○ If Key Results are owned by multiple people, choose
one to own the OKR
● OKRs are transparent to the entire organization

33. 34
OKR
Types
● “Standard” OKR: The team knows what to do to achieve the objective,
they just need to be aligned on what a successful outcome looks like.
● “Hit Our Numbers” OKR: Identify financial and operational targets
numbers we need to hit for the quarter/year – this becomes the baseline
for other OKRs
● “Experimental” OKRs: Success is not entirely clear because it’s an
experiment or a new initiative without a lot of historical data – KRs are
more about inputs and what we want to learn from the experiment
● “Project-Based” OKRs: Key Results tend to be milestones for project
completion, but need to avoid a common trap: OKRs are about
Prioritization, not Project Management. There should be a KR that
identifies key output or desired outcome.
● “Process” OKRs or “Implement” OKRs:
○ Identify key steps and create a documented process
○ Schedule training(s) to train people in the documented process
○ Establish Scorecard/KPIs to enforce the process
and create accountability

34. Part V:
Rolling Out OKRs

35. 38
Stakeholders
Roles &
Responsibilities
1. Senior Leadership = Program Executive Sponsor
○ Owns the “Why” for the transformation (Send kick-off message)
○ Owns company OKRs
2. HR = Program Captain
○ Oversee the overall program to ensure adoption & consistency
○ Responsible for employee training & engagement
3. Chief of Staff - Program Champion
○ Owns OKR calendar for company & departments
○ Ensure alignment across all departments
4. Department Heads
○ Department level OKR planning
○ Department huddles & check-ins
5. Team Managers
○ Plan Team level OKRs & Individual level OKRs
○ Individual Check-in & Review
6. Individual Contributors
○ Plan Individual level OKRs
○ Check-in & Update

36. OKR Cycle
Plan, Track, Review

37. 40
Planning
OKRs
Planning Cycle
● Annual & quarterly
● At all levels of the company, for all team members
State of the Company Address
● Share senior leadership quarterly OKRs
Quarterly Conversations
● Two weeks prior to quarterly planning, everyone should be
talking to all direct reports
○ Find out what they are doing and use that to help plan the
next set of OKRs
Reporting tools
● Anything cloud-based tool that allows everyone to see each
others OKRs (Ex: 15Five, Google Docs)
● At Convoso: we use Ninety.io

38. Meeting Rhythm
Strategy
Workshop
Strategy
Workshop
Strategy
Workshop
Strategy
Workshop

39. 42
Meeting
Rhythm
Annual Planning
● 1-2 days with senior leadership
● 3 Year Vision, Annual Objectives
Quarterly Planning
● 1 day with senior leadership
● Review Quarter, Quarterly Objectives
● Discover Challenges & Opportunities
Team Strategy Workshop (Quarterly)
● 2-4 hours with respective department leadership
● Brainstorm and talk about key strategic initiatives
Level 10 Meeting (Weekly)
● 90 minutes as a divisional leadership group
● Stay on track with Quarterly Numbers and Objectives
Daily Huddle
● 15 minutes with entire team or department
● Status updates, remove obstacles

40. Tracking
OKRs
=
Weekly
Meeting (L10)
● 90 minutes every week
● Accountability checkpoint
● Ensure Quarterly OKRs and KPIs stay On Track
● Communicate company updates
● Solve Issues – anything that’s throwing you Off Track

41. 44
(L10)
90-Minute
Agenda
● Good News (5 minutes)
● Review Scorecard (5 minutes)
● Review OKRs (5 minutes)
● Headlines (5 minutes)
● Review To-Do List (5 minutes)
● Issues List (60 minutes)
○ Build Issues List and Prioritize
○ Identify, Discuss, Solve (IDS)
● Wrap-up (5 minutes)

42. 45
Issues List
● Build Issues List
○ Any OKRs that are Off-Track
○ Any Scorecard KPIs that were missed
○ Any negative headlines
○ Anything else important that needs discussion
● Prioritize the List
○ Pick the top 3 issues
○ Or, sort the list into categories
● Start with the highest priority issue and “IDS”
○ Identify: What is the real issue here?
○ Discuss: What are the options for resolving?
○ Solve: What are the decisions and next steps?

43. 46
Reviewing
OKRs
Total OKR completion
● How many OKRs got done in a quarter?
● Shoot for 80% of total OKRs set.
When OKRS don’t get completed, look at them individually as
well.
● Getting 80% of the way toward a massive stretch goal may have
more value than 100% completion on an OKR that was set to be
very safe.
Advanced version: OKR weighting
● Give each OKR a “weight” for difficulty and also assess %
completion to determine final score

44. 47
Grading
OKRs
● The Andy Grove method of grading OKRs is a simple “yes” or “no”
approach
● A more advanced way is to score each Key Result on a scale from 0-1
● “0” equates to failure and “1.0” means the Objective was completely
achieved. Within these metrics, each individual Key Result is graded
and averaged to score the Objective.
The scale goes like this:

45. Part VI:
OKR & Performance Review

46. 49
OKR vs.
Performance
Review
1. OKR:
● Goal-Setting & tracking methodology that helps organizations set
and measure goals
● Helps organizations and employee increase engagement in setting
and achieving important goals
● Results & Outcomes driven
● Not directly tied to compensation
1. Performance Reviews:
● Standardized tool and process to assess the individual
performance over a certain period of time
● Involve feedback around effectiveness and efficiency of work
● Also assess Attitude, Mindset & Soft Skills to align with Core values
● Process and Productivity driven
● Basis for compensation & promotions
An individual performance is not a good indicator of if OKRs were
accomplished or not

47. 50
Incorporate
OKRs in
Performance
Review
1. Determine which Key Results the individual employee is
responsible for
2. Have individual employees add these Key Results on
their performance scorecards
3. Have the individuals provide progress update at least
once a quarter for each Key Results
4. Evaluate individual employee based on both the
outcomes AND the process and their attitude
5. Make OKR-related behaviors a part of the performance
review process
6. OKR is not the basis for performance evaluation, but one
of the factors that are taken into account during the
evaluation process.

48. Wrap Up
How to Prepare for Planning Sessions

49. 52
Prepare
● Review the Organizational Goals
● Review the Annual Plans across your division’s
different departments
● Be prepared to answer the following questions:
○ What are the biggest challenges facing my
Division?
○ What are my Division’s top 3 to 5 priorities over
the next 90 days?
● Weekly check-ins for tracking results and realigning
assignments

50. 53
Additional
Resources
● Read the book Measure What Matters
(or watch videos on → whatmatters.com)
● For Specific OKR Examples for Company and
Departments: click → Get Examples
● Watch the video on → “How Google Sets Goals:
OKRs”

51. 54
Rocks OKRs
● Rocks are a metaphor for high priority
goals
● The term was popularized by Stephen
Covey, author of 7 Habits of Highly
Effective People, and later adopted in
business operating systems including EOS
and Scaling Up
● Rocks should be written in a way that’s
specific, measurable, and time-bound
(SMART)
● A Rock should have only one owner, to
create accountability
● Rocks combine the business objective,
work to be done, and the measurable
outcome into one statement.
● OKRs are high priority goals that show
how different activities (the Key Results)
can be aligned to support a given
Objective
● The use of OKRs was pioneered by Intel
CEO Andy Grove and then brought to
Google by venture capitalist John Doerr
● OKRs show how different leaders can work
together
● OKRs allow for separation of the overall
business objective from the key results
that measure success
Key
Difference:
Rocks vs.
OKRs

52. 55
Rocks OKRs
Examples of four different Rocks:
Close $1M Sales by end of quarter - Chief
Revenue Officer
Execute a marketing plan that generates 100
leads - VP Marketing
Email and call every lead in order to generate 50
Qualified Leads - Business Development
Manager
Deliver pitches to every qualified lead in order
to close 10 new customers - VP Sales
Example of a single OKR:
Objective: Close $1M Sales by end of quarter -
Chief Revenue Officer
● Key Result 1: Execute a marketing plan
that generates 100 leads - VP Marketing
● Key Result 2: Email and call every lead in
order to generate 50 Qualified Leads -
Business Development Manager
● Key Result 3: Deliver pitches to every
qualified lead in order to close 10 new
customers at $100k per deal - VP Sales
Key
Difference:
Rocks vs.
OKRs
Notice how the OKR uses the exact same language as the Rocks,
but the OKR is formatted in a way that shows how the different leaders
(VP Marketing, the Business Develop Manager, and VP Sales)
are working together to support the Chief Revenue Officer’s objective
– OKRs helps them create alignment
and understand how they will work as a team

53. 56
Rocks OKRs
Here’s an example of a Rock that might seem
clear but it’s actually not:
“Update our sales process - VP Sales”
What makes it unclear:
● What does “update” mean? i.e. how do
we know something was updated?
● Missing a key date
● Most importantly: what does success look
like? What defines a successful update?
Here’s how an OKR can make the Rock more
clear:
Objective: Update our sales process - VP Sales
● Key Result 1: Review current sales process
documentation and make update
recommendations to VP Sales by August
31 - Revenue Operations Manager
● Key Result 2: Implement
recommendations and CRO feedback in
the sales process documentation by
September 30 - Revenue Operations
Manager
● Key Result 3: Deliver training to sales team
using updated documentation by October
31 - Revenue Operations Manager
● Key Result 4: Sales teams use the updated
process to increase Close Rates from 50%
to 60% by December 31 - VP Sales
Key
Difference:
Rocks vs.
OKRs
Notice how the OKR provides more detail to the Rock, defining what
success looks like, and delegating different areas of responsibility to
another team member

54. Progress, Not Perfection!