Lesson 5: How to Troubleshoot OKRs

From the free e-course
“Objectives and Key Results (OKR) E-Course: How to Build a Product Strategy”

It’s not unusual to have problems when you first start using OKRs – in fact, it’s almost expected. As with anything new, part of the process is learning what works in any given scenario, and iterating to reach the desired outcome. In this final lesson, we’ve summarized key things to remember when you get started!

Good OKRs

Provide a benchmark against which you can compare progress
Are within your influence, but are not things you are doing or can control
Are a combination of a qualitative objective and quantitative key result(s)
Are scoped according to a suitable time period and outcome
Given the choice between volume and conversion, pick conversion, so that unrelated or up-funnel activities are less of a consideration
Include leading, rather than lagging, measures

Bad OKRs

Look like a to-do list or a series of activities
Reflect outputs, not outcomes
Are too broad to be useful
Don’t give enough time for change to be measurable

Key Takeaways

OKRs aren’t KPIs – they’re not a measurement of performance, they are a way of aligning the business around desired outcomes
Add OKRs to your product roadmap, so everyone can focus on the right outcomes
Keep the number of Objectives to a minimum, ideally 1 or 2 per team. For each Objective, consider a small number of KRs to ensure a sharp focus.
If you’re not seeing a change in your key result within a few weeks or a month, consider a more granular KR which is easier to affect
Avoid individual OKRs – the effort involved in tracking and communicating them is unlikely to be relevant compared to the effect a single individual can make

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