When to review OKRs
OKRs need to be reviewed:
- Prospectively at the beginning of the period. OKRs get signed off.
- Retrospectively at the end of the period. Preferably monthly as compared to quarterly.
Most organizations create a process where they review the previous periods’ OKRs for learnings and apply those learnings to the next month’s OKRs in parallel.
Clarity and Right Focus?
- Could another adult read and understand what you are working on improving and why from the Objectives?
- Do the Objectives look like a set of comparable high-level themes and inter-related actions?
- Do the OKRs express your core responsibility plus change and improvement initiatives?
- Would the Objectives stand the test of time? Most Objectives are similar across several quarters. (e.g., Hit financial targets, improve talent, improve processes)
- Why are your objectives the most important? Would you weigh some differently?
- Key results are:
- a critical action that can be confirmed. (eg. Signed off or published document or process, such as a marketing campaign plan)
- A measurement of an action (X % conversion rate from marketing campaign plan)
- How do you measure that? Of course, everything is measurable, but it takes thought and work to figure out the measurement, especially leading indicators.
- Are there any Key Results that aren’t measurable? Make measurable or delete?
- Do you understand how this set of key results will focus your execution?
- Do you understand that these key results (measurements) are where the stretch comes from? (Financial goals should be 100%. Change and improvement goals should be 60-70%)
- Is this achievable? Less, performed to a higher standard, is more.
- A repeat question would be….if you had to sacrifice one area for a higher result in another area, what would that be? When would you know if you needed to do that?
How did you do?
- How did you grade (score out of 100) your OKRs, and why?
- If you graded non-financial OKRs as 90 or100, do you understand that isn’t the point of OKRs? The idea was to set more challenging key results (measurements)
- What was the difference between high-success and lower-success OKRs?
What did you learn?
- Was your OKRs good in retrospect? What might you have changed/or did change?
- Were your key results truly measurable? What made them easy or hard?
- What is your personal learning from OKRs as a growth-minded manager?
- Where do you want to improve?
How have you adjusted?
- How do your next period OKRs reflect this learning?
- How will you be more effective at driving OKR improvement and results?