Measure What Matters

As conditions change, feel free to revise, add, or delete OKRs as appropriate—even in mid-cycle. Goals are not written in stone. It’s counterproductive to hold stubbornly to objectives that are no longer relevant or attainable.

At the cycle’s end, use OKR grades plus subjective self-assessments to evaluate past performance, celebrate achievements, and plan and improve for the future.

At the cycle’s end, use OKR grades plus subjective self-assessments to evaluate past performance, celebrate achievements, and plan and improve for the future. Before pushing into the next cycle, take a moment to reflect upon and savor what you’ve accomplished in the last one.

At the beginning of each cycle, distinguish between goals that must be attained 100 percent (committed OKRs) and those that are stretching for a Big Hairy Audacious Goal (a BHAG, or aspirational OKR).

Establish an environment where individuals are free to fail without judgment.

To stimulate problem solving and spur people to greater achievement, set ambitious goals—even if it means some quarterly targets will be missed. But don’t set the bar so high that an OKR is obviously unrealistic.

When a team fails to attain a stretch OKR, consider rolling the objective over to the next

When a team fails to attain a stretch OKR, consider rolling the objective over to the next cycle—assuming the goal is still relevant.

Unleash ambitious goal setting by divorcing forward-looking OKRs from backward-looking annual reviews. Equating goal attainment to bonus checks will invite sandbagging and risk-averse behavior.

Rely on intrinsic motivations—purposeful work and opportunities for growth—over financial incentives. They’re far more powerful.

implement ongoing CFRs (conversations, feedback, and recognition)

In performance-driving conversations between managers and contributors, allow the contributor to set the agenda. The manager’s role is to learn and coach.

“Done is better than perfect.”