v 3.0 / 26.07.

2017
Objectives and Key Results (OKR) - CheatSheet Patrick Lobacher / Christian Jacob / Julia Haag / Ramona Fellermeier
okr-beratung.de

Definition The OKR Framework Key Results - SMAAART

OKR is a critical thinking framework and ongoing discipline that seeks to ensure Specific Set clear Key Results! Avoid something like: "10 new functions in the
employees work together, focusing their efforts to make measurable contributions mobile app". This avoids: waste of time, effort and lost of engagement.
that drive the company forward. (Ben Lamorte) Measurable Necessarily quantitative. Identify whether we met the objective or not.
Could be: number, EUR amount, percentage, any other form.
Crticital thinking OKR, when implemented with rigor and discipline, facilitate this model of Progress on a Key Result is never a matter of opinion.
framework critical thinking.
Accepted Key Results are owned by the team. Ownership of Key Results is on the
Ongoing discipline Represents a commitment of time and effort. Don‘t set it and forget it. most crucial parts of OKR. OKR must arise from the team.
Work together Cross-functional collaboration and the value of teams in creating organizati- Ambitious and doable Set the bar high, e.g. "better performance", "improved satisfaction".
onal success is from high importance. OKR must be structured, and used, to
maximize collaboration and alignment. Stretch your Key Results to challenge your team. Challenge leads us to
Focusing their OKR are not, and should never be, considered a master checklist of tasks that think differently. On the other hand, don't stretch too much, this can
efforts need to be completed. also demotivate your team! Find the right balance.
Make measureable Key results are typically (and almost exclusively) quantitative in nature. Aligned to Objective Each Key Result must translate to the Objective.
contributions Whenever possible, avoid subjectivity. Realistic You always ge what you measure, therefore think about the actions that
Mission Statement Mission stament of the company with values, mission and values. your Key Result implies. Are they realistic?
Drive the company “Master plan” for executing the strategy. OKR exactly shows you the way of
Moals Mid-Term Goals which lie between Mission Statement and OKRs. These Time-bound Usually, they are automatically time-bound via the OKR cycle. However,
forward success. Achieve OKR = execute strategy
are usually annual goals for the company. sometimes it is necessary to get one Key Result done earlier in order to
OKR Planning Planning event (usually a workshop) which is for finding and negotiating continue with another one.
Objectives - QUBA OKR at different levels (e.g. corporate, department, team, ...).
Weekly OKR Alignment meeting to get the status and react to it. Usually 15m. max. Types of Key Results
An objective is a concise statement outlining a broad qualitative goal designed to OKR Review Review meeting where all participants present their OKR and the Binary / Milestone Key By nature not measurable. Need to create “Key-Result-Suitability” by
propel the organization forward in a desired direction. achievment of the goals. Result defining Milestones. E.g. "Prepare everything for the party" (Framework
Retrospective Event for continuous improvment of the OKR process. programm (33%), Lunch (33%), Drinks (33%)).
Qualitative and The Objective shouldn't be too detailed or measurable because it is a motivatio-
OKR List Artefact to hold all OKR - could be physically or within a software. Metric Key Result Naturally countable.
higher-level nal goal. Teams should be given freedom to act.
Important is the transparency - so that everyone can see all OKR. Range Key Result "Good" is in a range.
Universally doable Objectives must be accomplished in the next cycle. When you recognize in OKR Master The role responsible for the OKR process. Sometimes referred to as OKR
in 1 cycle the planning that your Objective probably will take a year, you’re probably Data collection Key Result No historical data. You don’t have a metric to orientate. Need to collect
Expert, OKR Coach or OKR Champion. information.
defining a Moal. When it is too large - cut it!
“Counting open tickets at the beginning of every week”
Whoever owns the Objective, must be able to fully control the outcome. OKR Master
Otherwise there will be no real commitment. Crossfunctional coordinations are
The OKR Master has 5 different roles: Coach, Facilliator, Expert, Watchdog and Change Agent. The
Flavours of Key Results
critical. Lag measures A Lag Measure is the measurement of a result you are trying to achieve.
OKR Master is responsible for the process and therefore owns it. Their mission is to ensure that the
Balance of inspiring Finding the balance between inspiration and reality is one of the foremost trials organization has continued success with OKR. It’s called "Lag Measure" because when you get the data, it has already
and achievable of creating Objectives. There is a big danger of frustration if it is too high. On Coach The OKR Master supports a team member in achieving a specific personal and/ happened. They are lagging.
the other hand, the Objective should be written inspirational in order to achieve or professional goal in terms of the OKR process by providing training, advice & Don't use them as Key Results but identify them first.
the intrinsic motivation to work on the Objective. guidance. For example: "Revenue, Customer Satisfaction, Conversion Rate"
Facilliator The OKR Master helps the team to understand their common objectives and assists Lead measures A Lead Measure foretells the result. A "Lead Measure" is predictive,
Aligned to vision Your Objectives should be translated from your vision and directed toward
them to plan how to achieve these objectives; in doing so, the facilitator remains means that if the Lead Measure changes, you can predict that the Lag
creating business value for the organization. If the Objective is achieved, the
"neutral" meaning he/she does not take a particular position in the discussion. Measure also will change. A Lead Measure is influenceable, can be
result should be a real step towards the Moals and vision.
Expert The OKR Master has to have the most deep understanding about OKR and tries to directly influenced by the team.
keep on track with all new developments in this area. If there is someone to ask - the "What can you actually do in order to achieve your Lag Measure?"
Tips
OKR Master is the right person to answer these questions. For example: "Send newsletters, organize campaigns, ..."
Avoid status quo You need no OKR just to confirm your business as usual. Watchdog As a real watchdog the OKR Master takes care about all things which are dangerous Tips
Use clarifying Escalating from abstractions to specifications will help you discover the real to the success of OKR (like impediments, undiscipline, events take place, ...). No Daily Doing Identify the Key Results that bring actual progress on your objectives.
questions Objective you should focus on. Change Agent The OKR Master takes care about the change process which comes with OKR.
Describe results, not tasks Your goal is to isolate Key Results, not create a list of tasks or activities.
Use positive Framing in positive language holds the promise of opening up additional
language creative space and facilitating adaptability in the pursuit of objectives. MOALS (Mid-Term Goals, MOKRs) To distinguish between a task and Key Result, look at the verb you
assign - relatively passive verbs.
Start with a verb Action verbs are what bring your objectives to life. Having a clear mission, and aligning OKR—whether monthly, quarterly, or yearly—
Use positive language The positive framing will enhance motivation and increase commitment.
to it, helps ensure that work performed in the short term is meeting the long-term
Use plain language You should choose a language that everyone can immediately understand. purpose of the organization. Keep them simple and clear Make them easily understandable for everyone.
What's holding you It helps to ask yourself what holds you back from executing your strategy. This Suggested timeframe 1 year (or at least 6 months)
back? way, priority Objectives may be discovered. Open up to all possibilities It's important to acknowledge that you don't have all the answers, and
Start with What are the 5 most important goals we need to achieve within the
thus be open to numerous possibilities.
next 12 months in order to come closer to our vision?
High-Level Don't go into too much detail.