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Acknowledging that objectives and key results should be specific and measurable is simple. Writing them to be both is often a challenge. Even with OKR templates to kickstart your goal-setting, writing tips are incredibly helpful when it comes time to start drafting. Setting OKRs is a lot like writing a to-do list. While you can jot down a set of unorganized bullet points, the list probably won’t make sense to anyone else. Similar to a thoughtful to-do list, good OKRs strike a balance between flexibility and prescriptiveness. They should give you a solid idea of the goal and how to accomplish it without detailing every single step to get there. The OKR formula.Think of OKRs as formulas. Objectives are your goals and intents. Key results are deadline-driven, measurable milestones that tie directly to your goals and intents. OKRs generally look something like this slide from the :
Coda guides: OKRsHere’s the formula we typically stick to:Objective: A significant, action oriented goal here. Key results: One specific, time-sensitive, and measurable milestone to achieve the objective.5 tips for writing effective OKRsWith that in mind, here are five tips for writing effective OKRs that the Coda team keeps in mind each quarter:1. Select a few high-performing initiatives—reprioritize everything else.Most companies and teams go through the OKR process quarterly. With a relatively short cycle, it’s best to focus deeply on a few priorities. Try not to let the team get distracted by every new shiny feature idea. OKR pioneer John Doerr suggests asking the following questions to frame your discussions and measure what matters:What is most important for the next three (or six, or twelve) months? What are our main priorities for the coming period? Where should people concentrate their efforts?2. Don’t rush to publish your first drafts. With only three months to plan and execute, the planning process can be chaotic. Everyone wants momentum now. The OKR process is a lot like writing—it’s an evolution of getting words to paper and then collaborating with an editor to make sure it’s just right. It takes time, and you may have to go back to update copy based on input from other stakeholders. We asked Codans to share their thoughts on our OKR process. Here is what one Codan notes about OKR methodology: You can’t think you’ll get everything drafted, aligned, set, and resolved in one meeting, especially if you want to include the full set of POVs from your team. Some people need/want time to digest and to provide feedback offline or outside the chaos of a rushed meeting; others wish to whiteboard and shout their opinions. And then everything in between. And when it comes to goal-setting, we make it a point to not get attached to the first draft. We write a set of OKRs, let them rest, and come back to them with fresh eyes. We get feedback from everyone on the team. And then make adjustments, confirm dependencies, and then commit to the goals.3. Be realistic—and respect the energy and time of your team.Unrealistic expectations put teams and individuals in a place where it’s easier to fail than to succeed. Somewhere between the first and final OKR drafts, we emphasize realistic timelines and expectations. Effective OKRs consider the work that happens between company and team goal-related projects. And they encourage proper work-life balance. 4. Connect key results to metrics. Although the primary goal of quarterly planning metrics is to measure the success of goals set, metrics also give context to objectives, connect key results back to broader company goals, and help forecast project impact. To get there, we set metrics for each and every key result. Doing so will helps everyone understand the impact of metrics, and in turn, clear metrics will rise above ambiguous and impractical ones. This doc will destress the process.5. Adapt OKRs for culture and context.Sample OKRs, , are a great starting point. We resist the temptation to copy OKRs directly—whether they’re examples or from another team. Instead, we draw inspiration and personalize them. Marketing OKRs probably won't be the same as human resources or sales OKRs. Instead, we aim to make OKRs personal (and specific, if we may repeat it). What works for another team may not be appropriate for your team. Good, reflective, and thoughtful writing is one step on the journey to embracing the benefits that OKRs provide. They bring alignment, focus, commitment, and the opportunity to accomplish ambitious goals. As John Doerr wrote:“OKRs are not a silver bullet. They cannot substitute for sound judgment, strong leadership, or a creative workplace culture. But if those fundamentals are in place, OKRs can guide you to the mountaintop.” FAQsHow do you write a good OKR? Writing a good OKR takes thought, time to reflect, and feedback from others. Start with these 5 tips:Select a few high-performing initiatives—reprioritize everything else.Don’t rush to publish your first drafts. Be realistic—and respect the energy and time of your team.Connect your key results to metrics.Adapt OKRs for your culture and context.How to set OKRs for your team? To use OKRs for your team, you first need to identify a goal, or an objective. You should then brainstorm—ideally, with your team—the overarching milestones required to achieve the goal. Once in agreement, you can turn those milestones into time-bound, measurable key results. Here’s our list of templates and best practices for implementing OKR.What is an effective company OKR example?Company OKRs are goals for the entire company—they are reflected in team OKRs and set the tone for the entire quarter. Here’s an example of an effective company OKR:Objective: Establish a sustainable growth motion.Key results:Reduce churn to less than 2% monthly.Hire 5 new sales team members.Hit target of $35 million new ARR.You may also like these OKRs resources:
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5 tips for writing effective OKRs
Best practices for writing objectives and key results.
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