OKRs explained simply: objectives and key results are a goal-setting method that pairs an ambitious objective with a few measurable key results. Teams set them for a fixed period, often a quarter, then score them and learn.
They are often used by leaders and their support staff to align teams, which is one reason the chief of staff role frequently includes running a planning cycle. The page on executive assistant vs chief of staff explains how that role differs from an assistant’s.
The two parts of an OKR
An OKR has an objective and a small set of key results. The Google re:Work guide to OKRs summarizes the difference: objectives are ambitious and may feel somewhat uncomfortable, while key results are measurable and should be easy to grade with a number.
- Objective. A qualitative statement of where the team wants to go, such as improving how customers experience onboarding.
- Key results. Specific, measurable outcomes that show whether the objective is being reached, such as a reduction in the time a new customer takes to complete setup.
The guide traces the pairing to Andy Grove, formerly of Intel, who described two questions behind a system of shared objectives. Where do I want to go? The answer provides the objective. How will I pace myself to see if I am getting there? The answer provides the milestones, or key results.
How scoring and stretch goals work
The same Google guide says the company likes to set OKRs such that success means achieving 70% of the objectives, while fully reaching them is considered extraordinary performance.
The reasoning is that if people always hit their goals fully, the goals were not ambitious enough. A grade below the full mark is not treated as failure. The guide says low grades should be viewed as data to help refine the next OKRs.
This only works if everyone understands it. The guide stresses clearly communicating the nature of stretch goals and the thresholds for success, since unachievable goals can set a team up for failure if they are presented as ordinary targets.
A simple OKR cycle
- Choose a few objectives. Keep the number small so each one gets real attention. Tie them to the organization’s priorities.
- Write measurable key results. Each key result should be something that can be scored with a number at the end of the period.
- Share them openly. Google’s guide describes OKRs as public so that everyone in the organization can see what others are working on.
- Check in during the period. Short regular reviews show which key results are on track and which need help. A team’s regular one on one meetings can include a few minutes on progress.
- Score and reflect. At the end of the period, grade each key result, discuss what was learned and use that to write the next set.
Writing better objectives and key results
Most weak OKRs fail in the wording. A few habits improve them.
- Make the objective inspiring and clear. It should say what the team wants to achieve in plain language that anyone in the organization can understand, without numbers or jargon.
- Make key results about outcomes. A key result such as “launch the new help page” describes an activity. A better version states the change the launch should cause, such as fewer support requests on that topic.
- Keep numbers honest. Each key result needs a starting point and a target, so the final grade reflects real change and not a guess.
- Limit the list. A handful of key results per objective is easier to track than a long list, and it makes trade-offs visible.
- Check the link to strategy. If a team cannot explain how its objective supports a higher-level priority, the objective may belong on someone else’s list or nowhere.
An illustrative example
The following is an invented example showing the structure, not a recommendation for any real organization.
- Objective. Make onboarding feel effortless for new customers.
- Key result one. Cut the median time to complete setup from its current level to a stated lower target.
- Key result two. Raise the share of new customers who finish setup without contacting support to a stated target.
- Key result three. Lift a post-setup satisfaction score to a stated target.
Each key result can be scored when the period ends, and a partial score still shows progress. The team can then discuss why the result fell short or exceeded the target, which is where much of the learning happens.
What OKRs are not
- Not a performance review. The Google guide states that OKRs are not synonymous with employee evaluations. Keeping the two separate lets people set ambitious goals without worrying about a low score.
- Not a to-do list. The guide also says OKRs are not a shared to-do list. Key results describe outcomes, not a list of tasks to complete.
- Not a replacement for everyday work. Routine operations still need their own tracking, since OKRs are meant to focus attention on a few priorities.
Why teams use them and where they struggle
Google’s guide lists several benefits: alignment, because individuals can connect their projects with organizational objectives; discipline and prioritization, since it is easier to say no to lower-value ideas once everyone agrees on the top objectives; and communication, because public OKRs let every employee know the organization’s goals and measures of success.
The wider research on goals supports part of the idea and cautions about the rest. A study of primary health professionals, published in a peer-reviewed journal, summarizes goal setting theory this way: challenging goals motivate employees to work harder and adopt more efficient strategies. It also notes that when employees perceive their occupational goals as unattainable, it may cause disappointment and frustration, which affects job commitment and job performance.
That tension explains the typical failure modes. Goals set too low give no stretch. Goals set too high, without a clear message that they are stretch goals, can discourage people.
Both sources are descriptive. The Google guide is a company’s own account of its practice, and the health study is from a different setting, so neither proves that OKRs improve results in every organization.
A sensible way to begin is a single team, one cycle and a small number of objectives, then adjusting the approach based on what the first scoring discussion shows.
Frequently asked questions
What does OKR stand for?
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Objectives and key results. An objective states an ambitious goal, and key results are the measurable outcomes used to track progress toward it.
What is a good OKR score?
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That depends on the organization. Google’s guide describes success as achieving 70% of the objectives, with full attainment considered extraordinary.
Are OKRs the same as performance reviews?
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No. Google’s guide says OKRs are not synonymous with employee evaluations, and treating them that way can discourage ambitious goals.
How many OKRs should a team have?
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Few enough that each gets real attention. A small set of objectives, each with a handful of measurable key results, keeps the focus clear.
