Like any discipline, OKRs take time and practice. Here, we detail several common issues to look out for when writing and practicing your OKRs, and we’ll explain how to get your OKRs back on course when things go awry.
Objectives and Key Results (OKRs) goal-setting is a powerful system that helps drive individuals, teams, and organizations forward. But to make sure you are moving in that right direction, you have to use the map correctly. If you’re feeling a little lost, it’s okay! It can take up to a year to fully “get good” at OKRs, and feeling disoriented is part of the journey.
Every adventurer has a story of getting blown off course. Even Phileas Fogg lost his way when he tried to complete his “OKR” of going Around the World in Eighty Days.
So if you’re feeling your OKR cycle is lacking direction, take a step back and try to pinpoint the problem. It’s important to be intellectually honest when seeking room for improvement with your OKR practice. Share your OKRs with your team and ask for feedback to help you pinpoint potential improvements.
OKR improvement checklist
Andy Grove’s seven rules for basic OKR hygiene is a great place to start your OKR “recalibration”:
1. Less is more: It’s been said by nearly every guru and it rings true with OKRs, too. An organization should have no more than 2-3 well-chosen Objectives and they should all fit one line. Each Objective should have 3-5 Key Results.
2. Set at least half the goals from the bottom up: The most powerful and energizing OKRs often originate with frontline contributors. OKRs can help these employees see how their work aligns with overall goals.
3. No dictating: Collective agreement is essential to maximum goal achievement. Remember, OKRs are a self-governed social contract.
4. Stay flexible: One of the most powerful things about OKRs is that if one is no longer working or relevant, it can be tossed out at any point in an OKR cycle.
5. Dare to fail: It’s good to have committed OKRs — things that everyone agrees must be achieved — but one of the most compelling aspects of OKRs is the aspirational OKR. Sometimes called “moonshots,” an aspirational OKR is something that happens when you aim for the stars. You may come up short but still reach the moon. If your OKR misses the moon, they will still be up in stars.
6. A tool, not a weapon: Andy Grove described OKRs as a stopwatch, a personal tool so he could gauge his own performance. They are not meant to measure others. If you are using OKRs for compensation, you’re doing them wrong.
7. Be patient; be resolute: OKRs are trial and error. It may take a few cycles before they feel natural, or even go well. You don’t go to the gym and pick up the heaviest dumbbell and expect magic. Using OKRs is just like developing a muscle. John Doerr often says to commit to OKRs for a year so you have a few chances to build up your “OKR muscle.”
Other common OKR problems
There are other situations that thwart progress when setting OKRs. What Matters’ Co-Founder and Coach Ryan lists these five as other high-level things to watch out for:
- Not committing to the calendar, or setting concrete dates for finalizing and reviewing OKRS.
- Not having a tool where everyone can access their OKRs.
- No clear owner for each OKR.
- Not having the right support team (OKR Shepherd/Coach) who owns getting OKRs done well in the org.
- An unclear org-wide goal.
When implementing an OKR, tracking it with hard calendar dates is paramount because it keeps a pace to the practice and the time frame for when CFRs can happen. As Ryan says about performance management, “Google does it (for 75,000 people) in a 2.5-week window every quarter. Lock in the timing, know when to review and come up with the next cycle. Because without it, you don’t have the right forcing function.” Here’s how to stay on top of your calendar.
To help prepare for these calendar dates, we recommend these OKR-tracking tools for individuals and smaller teams and these tools for larger enterprises. (Number two on Ryan’s list.)
As for number five, another common OKR issue is that all Objectives should be aligned with a clear company goal. The more precisely the org-wide meets criteria for a great OKR, the better (and sooner) your organization will see results. If you need help crafting a company mission, here’s how to find its why.
Where can I get more information?
Or, if you are looking for an OKR coach, check this out.
If you’re interested in starting our OKRs 101 course, click here.