OKRs 101: Achieve your goals. NOW! Learn from the best: The No 1 OKR course globally | Axel Rittershaus | Skillshare

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OKRs 101: Achieve your goals. NOW! Learn from the best: The No 1 OKR course globally

teacher avatar Axel Rittershaus, Executive Coach, Author, Running Addict

Watch this class and thousands more

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

27 Lessons (2h 5m)
    • 1. Welcome to the course

    • 2. Your warm up exercise

    • 3. Are you warmed up now? How did it go?

    • 4. Avoid these most common 10 mistakes when defining goals

    • 5. Step 1: What are OKRs and how you can define them

    • 6. Step 2: Status updates and reviews

    • 7. Are OKRs just a hype or here to stay?

    • 8. Using OKRs as a leader

    • 9. Ambitious OKRs: The 70% achievement strategy of OKRs

    • 10. Committed OKRs: For goals you HAVE TO achieve

    • 11. Examples of Commited Objectives

    • 12. Setting OKRs - Business example 1 (HR professional)

    • 13. Setting OKRs - Business example 2 (sales consultant)

    • 14. Setting OKRs - private life: example for financial freedom

    • 15. Setting OKRs - private life: example for sports

    • 16. Setting OKRs - Example for cross-team OKRs (marketing, IT, and sales)

    • 17. OKRs, HR and performance management

    • 18. OKR and SCRUM - does it work or not?

    • 19. Should you define OKRs for routine and daily tasks?

    • 20. The Does and Don'ts of OKRs

    • 21. Setting OKRs - Example for a presales team

    • 22. Example OKRs for a Non profit charity organisation

    • 23. Example OKRs for an Engineering Team

    • 24. Example OKRs for a Business Startup

    • 25. Tools for OKRs

    • 26. Final recommendations when using OKRs

    • 27. Exercise: Define your job related OKRs

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About This Class

This is the best rated online OKR course across all platforms!

Setting goals and not achieving them is the most frustrating issue people are facing when it comes to being (or not being) successful. If you used to set goals, but you did not achieve them (or "only" up to 75%), if you stopped setting goals and are now stuck in the land of mediocrity, if you want to grow yourself, your team's or your companies success, but don't know how, you have found the perfect class.

This class is your practical guide on how to work more focused, more motivated and with higher productivity in your business by setting and realizing goals with the most powerful goal setting method used by many highly successful companies and individuals, called OKR (Objectives and Key Results).

Achieve your goals...

Achieving your goals is much easier than you think if you know what you need to pay attention to and which mistakes to avoid. Yes, it's going to take a lot of work to implement the steps necessary to achieve your goal, but with the right goal setting (and tracking) method you are going to benefit from the motivation that comes when making progress!

The class gives everyone, from an intern to the CEO, the necessary knowledge and tools to implement OKRs as your main goal-setting tool.

OKR at Google

OKR is the method developed by Intel in the 1970s and implemented by Google in 1999 when they were 60 people. 17 years later Google employs almost 60,000 people (growth factor 1,000x) and their goal-setting principle is still the same: OKR. OKR is used by many fast-growing companies all around the globe, from Google to Zenga, from MyMuesli to LinkedIn.

Your coach

My name is Axel Rittershaus. I am a former IT entrepreneur, senior manager at Accenture, and now executive coach and leadership development trainer since 2008.

I'm an avid, some say crazy, ultra marathon runner, married and owner of two wonderful Vizsla dogs. I grew up in Germany, moved to Cape Town, South Africa, in 2010, and travel the world to facilitate my leadership training seminars, advice fast-growing companies and run a marathon or more every now and then.

Meet Your Teacher

Teacher Profile Image

Axel Rittershaus

Executive Coach, Author, Running Addict


"Making successful people, executives and companies, even more successful. With tailor-made, highly efficient, intense and impactful seminars, coachings, workshops and online experiences." - that's Axel's guideline.

And he continues "If a client doesn't see any impact by our collaboration, he should immediately stop working with me".

Axel is a former IT-entrepreneur (IT consultancy and software development, 1993 - 2002), Accenture senior manager and board member of an IT company until 2007.

In 2008 he started working full time as an executive coach, leadership development trainer and author. Now he supports companies in more than 20 countries (Germany,Italy, South Africa, Poland, Singapore, India, Pakistan, Hong Kong, China, Japan, Russia, Spain, France, Denmark, Be... See full profile

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1. Welcome to the course: welcome to this training where you are going to learn the best method to set and achieve golds. OK, ours. It's great to see you here and I'm excited for you and I'm looking forward to joining you on your journey to make your future brighter and more successful. This training is highly action oriented. I'll provide you the tools, examples and exercises, and you do the exercises based on the feedback off Previous attendees off this and my other courses, they are three success principles. Number one. Do the exercises. They often only require 5 to 15 minutes and provide your immediate benefits for your daily life number. Two. If you don't have the time to work through this course within the next two days, it's better to visit the course for 15 minutes every other day instead of waiting for the perfect time to focus on it completely because the perfect time really shows up. Number three. It doesn't matter how small you start, but you have to start maybe just one objective with two key results, but that's 1000 times better than nothing. Please use the Q and A board to share your okay. Ours experiences with the community or ask questions. You can also send me direct messages. I'm always happy to interact with you and support you. And now let's start with quite an interesting short exercise. 2. Your warm up exercise: Let's begin with a quick warmup exercise and look at your current goals. Please write down your five most important work related goals. You focus on in your current position for each goal at the following information since renders the goal exist. What's the due date off the goal? And when was the last time you consciously worked on this goal? When you do that, your list might look like this one. So please take five minutes for this exercise. Take your notes and when you're done well, look at your results. 3. Are you warmed up now? How did it go?: Welcome back now. How did you have warm up exercise go? Was it easy or rather difficult to clearly define your goals? Do you have too many goals, or was it hard to write down one single goal at all? Do you have goals which change so fast that it's impossible for you to really know in which direction the journey should go and therefore your goals are meaningless? Well, the good news is you are not alone. That's what most people experience, no matter where they work. But what are the consequences off having too many golds? Often they lead to confusion because we don't know what's really important. We try multitasking all the time. Although this is highly ineffective, urgent topics almost always win while important ones get postponed until they become urgent . We are working on meaningless tasks and once we're done, nobody cares about our results. Nothing gets completed because many task gets stuck at 90% for whatever reason and cannot be completed, leaving us in dissatisfaction and causing the motivation. And in the rare occasions where we managed to complete a task, there's no sense of achievement once a goal is reached because there are 29 Other urgent tasks to complete by yesterday. Does this live? Now? Look a bit confusing, overwhelming for you? Well, that's exactly what's happening. If you have too many goals, you simply cannot focus. But don't you worry. During the course of this training, you'll find a way to identify the really important goals, work towards them and achieve them. And if you don't have any golds at all, well, the reasons for that might be that you say nobody is setting any goals for me or everything is changing so fast. It doesn't make any sense to define golds or you are frustrated and say I gave up setting goals because it never worked in the past. But now what are the consequences off not having any goal? You engage in almost no strategic activities because without goals there is no strategy and the other way around. You don't feel any passion and joy at work because there is no meaningful goal. There is no purpose you want to strive for, and the result of that is a total lack of motivation. During the course of this training, you will see how to define meaningful goals and I mean meaningful for you, no matter how the situation and your environment looks like. And what happens if you are one of the lucky ones and have a few clear and specific golds? Well, either everything is perfect and you already successfully work towards golds and attend this course because you want to become even better at achieving your goals by using okay, ours or despite the few clear and specific goal to say I'm not getting anywhere, I don't know how to actively work towards my goals. Well, nobody cares about my results, so why should I work on them? I am constantly distracted and therefore I'm not making any progress. Or you say I'm a master procrastinator and despite my clear goals, I'm unproductive and frustrated. During the course of this training, you'll see how to focus and effectively work towards your goals and make sure you pick the right goals. So let's go. We're going to use the results off this warm up exercise at a later stage again. And now let's start by having a look at what you never, ever should do when it comes to setting golds 4. Avoid these most common 10 mistakes when defining goals: defining golds the right way and working on them. It's a great thing to do very often in life. We can already increase our chances of success by avoiding common mistakes. So let's look at the 10 most common mistakes. Ren Defining goal. You have goals but no specific plan. How to get there. You define goals. Keep them in your mind for a couple of days until the daily grind eliminates them and nothing gets done because you haven't written anything down. Well, it's simply lost. There are so many goals you can't decide which one to prioritize, and eventually you don't pick any. Therefore, you're not working towards any goal. The gold seemed to be too ambitious, and you don't know where to start and therefore you don't start at all. The progress you made on your path to your goal is not measured at all, or very rarely, like once a year. Therefore, you don't feel that you make any progress and you don't see it. After a few months. You think that you are not making any progress. You get frustrated and give up instead of looking for another path. The goals are written in stone Even if the circumstances change massively, there is no review if the goals are still achievable and there is no learning from the past . Achieving a goal is seen as a med off course as nothing special and gets neither noticed nor celebrated as a success. The goals are meaningless to you because you got instructed to achieve them, or you chose them to please or impress others. You don't said any golds at all. This is the biggest mistakes when it comes to gold setting. And here again, the overview of the 10 biggest mistakes when defining and working on golds. I'm sure you've seen some of them and might even have made one or two off them. Let's together award those mistakes, and if we then use oh, chaos for goals, you'll be unstoppable. 5. Step 1: What are OKRs and how you can define them: Now let's immerse ourselves into the amazing world of okay, ours, and start with answering the question. What Oh chaos are and what makes them so effective. I suggest you watch this video than the next video titled Step Two, and at least one of the examples that's going to make it very easy for you to fully understand the idea and power off. Okay, ours so OK R stands for objectives and key results. But what does that mean? On objective is the answer to the question. Where do I need to go? It's a clear target, like the destination off a sailing boat. If you are on a sailing boat, knowing your destination gives you an idea of where to go to and of the direction. But the strategy, the navigation, the timing needs to be flexible and age. I'll therefore an objective can be very wake in terms, off time, how to get there and so on. But the destination is always clear. And what are the key results? They are the measurable steps as of how to get to your objective, and they are a crucial element of oh, chaos. There are some very important and simple rules when it comes to defining key results. Number one, they have to be easily measurable by you or the person responsible for the okay are. It's like the key result has been achieved by 15% or it's completed or not completed it Rule number two. The person in charge needs to have the power, the skills the resource is to implement the key result. Most gold setting methods, especially in business environments, defined goals for employees. But those employees might have no only very limited influence or resource is to achieve them. Rule number three. Each key result must be realistic, but it should also be challenging to make a measurable progress within a defined time frame . Usually you should define okay, ours you can achieve within three months, but I'll elaborate on that later. And rule number four you define 3 to 4 key results for each objective. This is extremely important. You must never have more than five and never less than three. Key results for objective. Let's look at an okay. Our user. Everybody knows it's Google and Google started using okay ours in 1999. Well, that's quite some time ago. They had 60 employees. Can you imagine? In 2018 they had more than 85,000 employees. What growth? Within 20 years and they still use. Okay, Ours. Google does not use a method if it doesn't prove its value. Therefore, Okay, ours can be such a bad tool if it helps you to grow your workforce by a factor off more than 1000. An objective is supposed to be achieved within 1/4 meaning three months. This is a crucial success principle to be able to really work with okay, ours on the daily basis they have to be achievable within a short time frame. It's very hard to know what you're supposed to do today. If all you have is a 10 year goal, objectives have to focus on manageable timeframes. What you might say I have gold's taking much longer than 1/4. Well, let me show you the solution for that. So what can you do with be gold's off course? You can use okay ours for long term goals and define objectives for that. If you apply the following rules number one, you define long term key results taking you closer to the long term objective. Those key results most likely also take more than three months to achieve. Step number two, Use those key results and define quarterly. Okay, ours. Step number three once one or multiple of those quarterly. Okay, Ours have bean achieved. Update the status off the long term key results. Determine if you are done with a key result and if not, define new quarterly. Okay, Ours for this long term key result. I think you get the idea. You use long term key results and then you break them down in shorter three months. Okay? Ours. You work on these, Okay, Ours. And you get in closer and closer to your long term key result and therefore to your long term objective and step number four. Continue doing this until all long term key results have bean achieved. Because then the long term objective has been achieved as well. And that's it. Does this sound complicated? Well, please look at the example covered in the video about how to define department. Okay? Ours based on company. Oh, chaos And all of your questions should be answered. And if not, please send me a message or asked the question in the questions and answers sport you can always look at OK, ours like this. The objective is to get on top off that mountain. When you define the objective, you might have no idea as off how the path might look like and how long it really will take . The key results cover all the steps required to get to the top, from the required fitness to equipment from permits to support teams. I can promise you, based on my experience with my clients, that it's quite intuitive once you start using, oh, chaos and work with them. But there's more to okay ours than this. Let's look at the second important element of okay, ours making It's so effective in the next video. 6. Step 2: Status updates and reviews: welcome to the second part off the okay, Our explanation. And for me, this is a true secret off success off. Okay, Ours. The core elements of okay, ours. Our number one, that definition, as seen in previous video number, to the implementation off planned actions. Because no matter what the objective, we always need to do something to get there. And the third step, which we're now covering, is continuous measuring and learning during the implementation. Surveys show. When we know that from our own experience that our productivity rises when we recognize that we are making progress, you see if we don't make any progress or if we don't feel that we make any progress and stagnates, we get frustrated and be motivated. While on the other hand, when we realize that we are making progress, we hang on to it. We see the light at the end of the tunnel and the goal we have worked towards with big goals. It can take an eternity until we see that light and in between most people stop and think that they are not making progress therefore continues. Measuring is a crucial feature of Okay, ours. So let's look at the fundamentals off. Okay, Our status updates and reviews. First you define your KR and you start implementing it now, every one or two weeks, I recommend every week you update the progress of your key results like I reached 15% or it's done or not done. Once a month, you update the progress off your key results and you're okay ours and then you check euro chaos. If the key result is done, you remove the key result from the list. Maybe you want to define a new key result or even a new okay are because you're done with that one. Otherwise, after that monthly update you carry on working towards your objectives and once per quarter , remember, Oh, chaos are supposed to be finished and completed after 1/4. You check your okay, ours and you replace and define new oak yours because if an objective is done, you should celebrate the success off achieving your goal and define a new okay are and then you continue working on them when you realize while the objective has not been reached, you ask yourself while is the objective still achievable? Or has anything changed? That makes it impossible to get there. And you also ask yourself, What is the objective still relevant? Because it doesn't make any sense to work towards a goal if it's meaningless in the meantime. So if you seed as still achievable and still relevant, you check the key results and adjust them if necessary. And you might adjust the objective as well, if necessary. In learned your lessons. Look at why it took you longer than expected. Maybe the definition of the key results wasn't as good as they were supposed to be, or the objective wasn't clear enough. Whatever it might be, learned a lesson and get back to work Well, if you realize the objective is not achievable anymore or it's not relevant anymore, withdraw that okay are define a new one, but it's crucial that you learn a lesson. Ask yourself, why did I not achieve that objective? Was it because of the definition of it was? It may be too big or too small, not attractive to me. Whatever it might be. Sit down. Take a couple of minutes to realize why did you not achieve it when you follow this sequence when you are disciplined and make those regular checks and do not cheat. Then you're going to reach audacious goals. You couldn't even dream off before this is look like a lot of work while the okay, our process itself is not time consuming. Most people spend more time getting a coffee than you need to update your okay, Ours Just look at the times indicate I need two minutes per week. You can and should download this process as a pdf file in the materials. And now, since you got a good understanding off, okay, ours in general, please watch at least one of the videos with examples on how to use and leverage OK, ours in your private and business life. 7. Are OKRs just a hype or here to stay?: okay, I was just a hypo. Something serious? Are you wondering? Evoke ers are just some temporary hide which will die within the next six month. I don't think so for at least two reasons. First, the principle of oh Chaos is already more than 30 years old and was developed and successfully used for decades by the computer chip manufacturer Intel. In 1999 just one year after it was founded, Google chose. It is the primary management tool to define golds. Since that time, Google has grown from 60 employees to more than 80 thousands, and they still use the principles off. Okay, Ours today, they wouldn't do it if it wouldn't work seconds. The idea behind Oh, chaos is actually common sense. They're not rocket science, Okay? Ours are about focus, clarity and consistency. And if you're wondering why more and more people are talking about, okay, ours and more more companies are relying on them. The answer is quite simple. The old methods of gold setting don't work anymore. And this at a time where setting goals might be even more important than ever before, especially at the time when entire industries can change dramatically. within a year, so goals have to be treated as a market changes. And that's one of the reasons why objectives are set as quarterly gold. If we look at the growing industries, most work is done by knowledge workers, highly skilled, specialized people using their brains. They want to know what they are going to do. It work with their valuable time and energy. They want to work towards important goals. If they get left in the dark, they won't be as effective and lose their motivation. They might start looking for an employer who gives them meaningful goals. Or maybe they just set up their own startup. The journey to achieve the goal, which means the key results must therefore be defined by the people who do the actual work Onley. Then the chances are high that they'll go the extra mile and putting this sometimes tedious , stressful and exhausting work because they want to achieve that goal. Google uses oh chaos throughout all levels off the hierarchy and relies on absolute transparency from the intern to the board and back. I recommend watching the video link to this lesson. You will learn everything you need to know about Google's application off Okay, ours from one of Google Ventures Partners, many other technology and innovative companies such as Lincoln and Singer also implementing . Okay, ours in many more companies from different industries rely on them as well. One of my clients from the financial industry's just rolled it out to their 5000 employees in more than 40 countries. Once you start using it, I believe you will become a fan of okay, ours to yourself and you ask if I use okay, ours as well off course I do. And in the video about the okay are tools. I'll even tell you which tools I personally use. 8. Using OKRs as a leader: leaving your people using Okay, ops. Now we look at us and manager and how you can lead your people much more effectively by using or chaos. I assume your staff has a certain amount of autonomy when they handle their work. Okay. Ours are not meant to be used for assembly line work. Some managers struggle in the beginning to give their staff even more autonomy when leading with Okay, ours. But when the managers and their people get used to it, they never want to let go of it anymore. Let's look at the workflow off. How to use identify. Okay, Ours for a t. First, you set the goals for your entire team using Oh, chaos. Second, you discuss these. Okay? Ours with your team. After this discussion, every team member takes her time to define her own or chaos. Third, you have individual conversations with your team members and you sit down with every single employee one on one. During this meeting, this employee presents his personally defined Oh, chaos Based on the team. Oh, chaos. During this conversation, you minded just the employees. Oh, chaos together if necessary. Fourth, I recommended each employee defines at least one okay are for his personal development and not only for business related calls. Fifth, you? Yes. I mean, you also defined euro chaos. Reach also contribute to the team. Oh, chaos six after all. Okay, ours are defined. All of them are presented and made accessible to your team. Now everyone is aware off what every single person is working on, including you. Most people never knew what the goals off their team leader were until they started using. Okay, Ours. This level of transparency only exists in very few companies. And a lack of transparency is a proven path through frustration and d motivation only. Okay, ours guarantee lasting transparency. Seventh, while everybody works two words there. Oh, chaos. You hold monthly feedback sessions once a month you're going to speak with each employee about her or chaos. She will report how she raised her progress. It might ask you for advice or help. You can and shoot. Also praise her for her progress. This monthly feedback session is a crucial element of or Kjaer's. If you skip it, you're not using okay us. And eighth at the end of the month, when you combine all individual Okay. Our results off your staff and your own. You have your team results. You share them with the team. So they are all aware off the overall progress. And if you and the team noticed that they might be off track to achieve the quarterly. Okay, Ours. You discuss which measures can be taken to get back on track. Have one remark regarding the personal development. Okay, Ours off your people. You do not have to communicate them within the team, but at the trust level within the team is high. You can communicate them to To illustrate the process I just mentioned. Let's look at this chart for a team with three employees, all three employees know the teams. Okay? Ours. And define their Okay, Ours accordingly. Every emperor, he's okay. Our support, the team. Okay. Ours and their personal development. And that's it. And this is how you use okay? Ours as a leader to lead your team or the whole organization 9. Ambitious OKRs: The 70% achievement strategy of OKRs: the 70% judge when you dive deeper into the method of okay, ours and how, for instance, Google uses okay, ours. He will come across a very special prerequisite. That means key results have to be achievable. But they also have to be challenging very challenging. No cruising or easy going accepted a challenging objective and key result means that you are considered successful if you achieve 60 to 70%. Yes, that's right. Instead of expecting a 100% completion, 60 to 70% would mean well done. Unfortunately, this contradicts pretty much every goal setting method. We know it even contradicts our natural aspiration to finish things. But there's a very smart idea behind the 70% rule. The idea is to push us out of our comforter. You see, most of us said Gold's allowing us to stay within our comfort. So therefore we really try to achieve the impossible. The okay. Our method tries to work against this. If you work at Google and other okay, our users and if you reach 100% of your objectives and key results on a regular basis, you simply don't set your goals high enough. Who have achieved 100% most of the time, will not receive praise but be challenged to be more demanding off himself. Who will expect you to define key results you should not be able to achieve completely, because only then you are required to work very hard to get to the 60 to 70%. At least, especially tasks labeled impossible will lead to exploring completely new options and create a path where nobody else has ever seen before. You can't achieve something impossible while you remain in your comfort zone and you think the idea to push us out of our comfort zone is quite smart? I think so. But it's not comfortable. When I speak with executives about this idea of the 70% most have a hard time accepting it . For years and decades, we were made to believe that things must be completed in order to be considered successful . I suggest you give it a try If you use okay, ours just for yourself. The 70% rule can only work if you number one are not a perfectionist, and if you are, you need to learn to control your perfectionism. First number two you dare to define Okay, Ours making you speechless. And number three, you need to be very optimistic and disciplined toe work towards this unrealistic all and celebrate achieving 70% off your targets when you introduce Okay, ours and a team or on entire company. I trust you will not be able to implement the 70% rule immediately. Especially if, Okay, ours have an impact on bonuses and incentives, depending on your company culture and on how long you have been using old style goal setting methods, employees will remain skeptical. They will choose goals making it quite manageable to achieve 100% and not jeopardise their bonus. That's only natural in such a case that everyone get used to Okay, ours first. Therefore, you might want to start and accept defining Okay, Ours where most people achieve 100% once employees and managers have gained mawr experience with okay, ours off their few months time. You should move on, introduced the 70% rule and request more challenging or chaos. But if your company is focused on massive grows anyhow, you can implement the more challenging and comfort zone destroying okay, our methodology straightaway, because you already live in a growth and challenge embracing culture 10. Committed OKRs: For goals you HAVE TO achieve: whenever you try to implement, okay? Ours within an existing organization, maybe even an organization where you already used to have gold setting or still use another kind of goal setting. There will always be the question about must have goals. This presentation is going to help you to answer the questions about Well, how do we approach goals that we have to achieve such hard must have targets could be a revenue that you need to achieve or quality standards that you have to commit to or achieve as well. So do you use okay ours for those or not? Well, the reality of almost every company organization ists to be successful, to survive what grow requires us to achieve some must have goals. Otherwise salaries cannot be paid. Customers will be frustrated. Therefore, we will now look at those goals and how to use. Okay, Ours appropriately. What if we would Onley define ESP firing? Okay, ours. You see the gold that we said the okay, ours that we set where we say Well, we need to achieve 70% and that will already be a success. So if he would only define aspiring oh, chaos. But we have must have targets. Well, then we either need collect, must have targets or we say, Well, then we must turn. These must have targets into aspiring objectives, which would mean that we lose the clarity off the rial expectations and we dilute the must have focused. What do I mean by that? Well, if you have a must have target, let's say you need to generate a revenue off 10 million US dollars or 10 million euro. When you say well, we cannot set them as 10 million zero because that wouldn't be aspiring. Let's turn that into an inspiring 15 million drear o revenue target. Well, then you might go for that. But you will never know if you at least achieve the level that you have to achieve, too. Make the company survive, and therefore, this is not a really professional approach. When you have clear targets that you have to achieve. If we would neglect must have targets. But we would still need to achieve them then. Okay? Ours, Our debts, period. There's no doubt about it because in that case we will have okay ours competing with another goal setting method for the same resource is mainly our time. In that case, the must have targets almost always win this fight. There's no doubt about it. So what can we do now? Now, in the okay, our methodology. There is something that is called committed objectives. This means must have golds are called committed objectives and they are part off the whole methodology of Okay, ours. If anyone tells you Oh, chaos always are aspiring objectives. Well, this is wrong. So these committed objectives, they must be achieved 100% they can, or rather, should have an objective definition defining a specific number like after answer every call within 20 seconds. Or we need to generate sales with new customers off 12.5 million Europe. They have to be achieved within three months. So there's no change with regards to the time frame, and they also have to consist off 3 to 5 key results for each objective. Now, in a typical business environment, I would say you would probably have 123 committed. Okay, ours to keep the business going or growing or do whatever is necessary so that the business is running and quite often, these okay, ours will be connected to KP eyes. And in addition to that, you could or rather should have one or two aspiring. Okay, ours to innovate, to improve, to change and achieve better results. Now, if you are in a start up environment, you might have one committed. Okay? Are and four aspiring. Okay, ours. But in general, this is a rule of thumb that you can use. Let me make an example. The okay. Our number one would be generated revenue off $7.5 million. And the second okay, our would be hired 10 new employees. We need to achieve those. Okay, Ours. And in addition to that, we would have an okay are saying, Well, we want to be the innovation leader in industry. Ex wives. That and we want to develop a car that is reducing its carbon footprint with every kilometre you drive. And if you look at those four Okay, ours. Well, the 1st 2 are committed. Okay? Ours and the second to our aspiring. Okay, ours to give you more examples of committed objectives. I also prepared a special presentation with committed objectives to give you an even better understanding, but to make it clear. You are going to be much more successful using okay, ours within your organization if we have some committed. Okay? Ours and some aspiring. Oh, chaos. 11. Examples of Commited Objectives: to give you more clarity about the difference between aspiring and committed objectives. I'll show you a couple of examples off clear committed objectives, which means we have to achieve these objectives. Only getting to 70% would be a fail example. Number one is focused on sales. We say we have to generate sales with new customers off 12.5 million euro. So that's the objective. Why's it there? Well, maybe we are losing customers, and we really need these 12.5 million. Otherwise we will not be able to survive. So what are the key results? Well, we want to act the fleece port sales effectiveness off our five top sales partners and increase the wind raid from 10 to 25%. So this is under the assumption that we're working with sales partners and we want to improve their effectiveness so that they win mawr proposals. The result Number two is to double the number of out bounce A is called to pre qualified potential customers, so we don't just wanna increase it by 15%. No, we have to achieve this target of 12.5 million, so we need to double our calls and tears off number three. We also have to double the number of up sells for our high end product. So what's an up sell? Meaning you buy a product. And after saying, Yeah, I'm really going to buy that Well, then we sell you even more. Maybe an upgrade, maybe an additional service package. Otherwise, we will not be able to achieve the 12.5 familiar second example for committed objectives. Is our store opening hours? Maybe we realize that the competition has longer opening hours, or we now have the opportunity to be open for longer, and we really want to use that opportunity. So what do we need to do? Here is our number one is well, probably. We need more people. So we hire three additional staff members, but under the condition that they are very flexible toe work at different hours. Here's our number tourists to adapt the compensation package for our whole stuff for new shifts because there will be different shifts to really be able to accommodate these new opening hours. Key result Number three years to identify potential security concerns for the early morning or late night shopping and hire security company if need it. So I don't know the area. This shop is going to be open, but sometimes it gets really dangerous when you open before the sun rises or when you are still open at night. So we might need more security. And so if we are open for longer, we might need more products or we might need different products at different times. So key result number four is to ensure the shelf availability off all product that we need . Let's move on to another committed objective. Let's say we have a charity organization and we want to become the main charity off the two oceans Marathi. And this might not be just a nice to have objective. Maybe the charity organization that we're running will not be able to survive if it doesn't become the main charity, meaning they get the bigger amount off donations by being the main charity off the Two Oceans marathon. So what do we do? Here is our number one is represent the marathon related social media, reach off our charity and represent that to the organizer's off the Two Oceans marathon, and we provide proof that we generated three times the reach off every other charity, saying, Well, look at us. We are already kind of the main charity. Key Result number tourists. We want to run a social media engagement campaign with 250,000 likes that supports our number one charity drive so that we have 250,000 people supporting us. Say, well, this charity should really be the number one charity off the Two Oceans Marathon. And we wanna organize reference letters from a least 10 local organizations and companies in favour off our goal. And for this example, let's assume your company is very attractive to new hires and you receive quite some cold applications anyhow, So people are applying to you, no matter if they are job vacancies or not. But now you have a new project, and you need to hire good people urgently. So the objective would be to hire 10 engineers for the Project Atlantis, which is starting next quarter, and we need the people to start next quarter as well. Now, this is not a nice to have objective. We have to get these engineers on board gives out number one. Is we going to run a recommend your friend campaign internally with some very attractive incentives to get at least 100 internal recommendations from our people. Now, this would, of course, be the best if we would get the 10 engineers out of these 100 internal recommendations. But we cannot say this is definitely going to work. So let's define key result Number two, where we say we run a social media awareness campaign, which is highly targeted to reach at least 500 potential employees. Why only 500? Well, we don't want to ready to 500,000 people because we will not be able to interview all of them. That's why we run a highly targeted campaign. Here's our number three years. Well, if we get the potential new hires or we need to speak to them currently we have 20 interviews that we are running per week any now. Key result Number three, we say. Well, we have to conduct at least 50 screening interviews per week. Anke Result Number four is we have to accelerate the response time for incoming applications for any application from currently 10 days down to two days. Therefore, we avoid that good people might be applying, but because we did not reply to them fast enough, while they are already gun when they get our first reaction. So these examples show you how to define committed objectives. And as you can see, they are not that different to aspiring objectives. But everybody knows that we have to achieve the objective. That goal, that 70% will simply not be enough. We have to read 100%. 12. Setting OKRs - Business example 1 (HR professional): the following example shows how an employee defines his own. Okay, ours. Let's have a look at some common goals that can often be found in companies, for instance, in the area off sales, it might be increasing revenue by 12% for the current business year. In human resource is, it might be decreased the staff turnover from 12 to 3% In development, it might say, increase efficiency year off the development process and in purchasing my say, reduce the procurement costs by 5%. No matter if you work for a company using okay. Also, not you can always create Okay, ours for such cults. This is Tom. He works in the human Resource Is department. Let's assume that there are no okay, ours in Tom's company. And he was given the classic goal to reduce the employee turnover from 12 to 3%. Now watch how Tom defines his individual. Okay, ours for himself. Tom has the goal to reduce the current employee turnover from 12 to 3%. Tom takes one step at a time and starts by asking himself, Well, what is the specific problem? To achieve this goal, he might come up with the following answers, he might think well, the employees will only stay with us when they work on the right toss and have a sense off contributing to something important. You might also think well, employees will only feel motivated and show their best efforts when they are encouraged by the management. Therefore, only those people with the right people skills should be considered for a management function. Well, if you now think, Oh, our companies should really listen to that while you are not alone Now, back to Tom might also say, Well, employee turnover is going to be low when we only hire and employ people who love what we do and fit our company culture. You see, Tom has some very specific ideas and how to achieve the goal, and I'm sure he has many other ideas which we skip. The next step is to prioritize and define the appropriate or chaos. Let's look at the last answer more closely and turned that into an OK are. Tom knows that his realization that employee turnover is going to be low when the only hire and employ people who love what we do and fit our company culture is not an objective yet because it doesn't determine a tangible goal. Therefore, he translates this into a new objective. I only recruit staff who fit our company culture. That is a really objective. And during the third step, Tom develops the key results for the first quarterly period. Key result Number one I interview all employees who joined within the past 12 month and lead them, describe our company culture what they like about it and what they don't like and ask for specific examples. He resolved Number two in collaboration with other, more experienced colleagues. I will draft a description off our culture, which I always use for further job advertisements and interviews. And the result Number three I will spend at least 30% off the time during a job interview toe identify if the candidates fit our company culture or not. So, with the help of the first key result, he wants identify how new employees who don't suffer from organisational blindness yet view the company and its culture in the 2nd 1 He wants to have a description off a culture off that company because it doesn't exist, and the third key result is a clear acting point for his drop interviews. Now. Tom can start immediately with this, okay are and support a long term goal of reducing the overall employee turnover. It's not the only way to achieve that, but it's a crucial step to get there. Tom Board, for sure, add another two or three. Okay, ours to achieve the ultimate goal. I have one final comment regarding these key results. They are defined in a way that Tom can immediately start implementing them and he can measure all key results on his own. And that's crucial by achieving this objective. The employee turnover won't drop immediately, of course, but it will be an important step into a long term reduction off turnover and therefore be the right objective to achieve this goal. And you see, it doesn't matter if Tom's company uses okay, ours or not. If his company uses okay, ours, he'll benefit from the regular reviews with his boss and the transparency within the company. And if not, he can still use okay, ours on his own and be highly focused 13. Setting OKRs - Business example 2 (sales consultant): example for okay, ours for individual business goals. The following example shows how an employee from this sales department defines her own. Okay, ours, This is Carol. Carol is a sales consultant, and her classic goal is to increase the sales revenue by 12% for the current business year . The first step for Carol to define okay, ours, based on her normal gold definition, is toe. Ask yourself the question. How can I achieve this goal? Some of the answers might be there are several clients ordering only a few off our services , even if those are huge companies. So getting more orders from those existing clients is possible. It's going to be faster and definitely easier than finding new clients. Her second idea is that selling our services is sometimes complicated because we explain them in a complicated way. I need to simplify. The sales approach is the second idea, and the third idea? Well, there are two industries. Nobody from the sales team is currently focusing on evening. They could be highly profitable, so I'll run a pilot project to focus on one of those industries for 2 to 3 months and evaluate the potential afterwards. Now, this is a first step. After getting these answers, she moves on to defining her oh, chaos. Now, in the second step, she defines the objectives now for the first realization about their company's ordering only a few services she might define the objective Number one. I want to double the sales volume with all of my existing clients, where we only received 5% or less off the total budget the client has available for services like ours. This is definitely quite an ambitious goal to double the sales volume. But you also defined which clients he's going to focus on. The other realization about that the selling off the services is quite complicated. She turns that into the second objective. Simplify the sales approach to make our value proposition and the advantages for the client easy to understand and compelling. This is a typical objective out of the okay, our methodology, where you cannot measure the outcome, but it's going to be highly relevant and applicable for her cells, and it's definitely going to help her to close more sales. Now, after defining the objectives off course, we need to define the key results for the first objective she might define the following key results. First, key result. I want identify all clients matching the criteria and schedule a one on one meeting with key contacts within the next four weeks with each of those clients. This is clearly measurable and definitely a right step into the goal into the objective off doubling the sales volume with these clients that are not making so much revenue with them already. The second key result. I wanna offer additional services toe all of those clients with a volume off more than $1 million and the third key result on the close at least three up selling deals within the next three months and use them as references for other clients. Now, if you look at these key results, if she would achieve them, she would definitely get into the right direction to achieve the objective. I cannot tell you if she's currently making one million, so another 1,000,000 would be doubling it. But it's definitely the right track. And for the second objective, she also defines a key results. The 1st 1 would be to collect feedback from 20 clients and five sales consultants to identify the most confusing or complicated elements off our existing sales approach. The second key result would be to create five rituals, like infographics or sketches, to communicate the main benefits for our clients. And the third key result is to run five stairs pictures for new clients without using any power point. And then she would create a new presentation with only those elements she missed during those conversations. And if you look at these key results, they would definitely help her to achieve the objective, to simply fire the sales approach. And by the way, if you look at all of these key results, Carol can clearly implement and measure all of them on her own. If you would like to see another example for individual business goals using, Okay, ours, that's a second video where you can look at an employee from the Human Resources Department . How he defines hiss. Okay, ours 14. Setting OKRs - private life: example for financial freedom: in this example, we will define okay, Ours for our personal finances. The goal for our personal finances might be I want to be financially independent. This is a goal for many people and a goal most will never achieve. Therefore, it's perfect to return into an ambitious okay are ago like financial independence is one of these typical big goals with a lot of ambiguity. The following questions come to mind. Well, what does it mean? How much money do are required to achieve this? What do I need to do in order to accumulate this amount of money? What do I do? Once I have achieved this goal, How far have I come so far On my way to financial independence, we realize that this is a really big goal which we will not be able to achieve within a single quarter. Most likely to really understand the goal. Let's define an okay are for the first quarter with the objective to gain more clarity about our goal. Yes, that's correct. We define an okay are to clarify our goal. The first okay, are is the intention to gain more clarity and therefore we define it as I want to know what financial independence means. For me, the key results could look like this. The first created description off how my life and lifestyle will look like once I have reached financial independence. Here is our number two. I calculate the total amount of money I need to be able to afford this lifestyle, a differentiate between investments like real estate and monthly expenses like cost of living insurances, travel and so on. And the result? Number three. I determined my current asset value like real estate investments, life insurance, pension funds and all of that. And I calculate the difference between the required amount and the available amount and the result. Number four A. List all of my current income sources and determine which sources I want or can expand, or which new ones I could create in order to accumulate the required amount off money. Now, take a step back and look at this. Once you have achieved this objective, you will have much more clarity about what financial independence really means to you. And you even took a first little step with cures out number four into finding a way to get there. Let's assume you achieved this objective then, based on knowing what financial independence means for us, we can take a bold move and define the objective. I want to be financially independent. Well, this objective is the actual goal. I did this in order to reach the highest motivation for this objective, and now it's time to initiate the first specific steps by defining these key results. Number one. Identify all expenditures and either eliminate them or reduce them to the bare minimum. Number two. I determined possibilities for additional or higher income sources. I select the most promising ones and start implementing the first ideas or prepare the implementation. Number three. I read at least one book per month regarding asset accumulation or financial planning, and the result Number four. I find people who have accumulated the wealth similar to what I try to achieve. I get in touch with those people in order to learn how they have managed to achieve this. Now you might say, Well, I won't be done after 1/4 and that's right. And still this objective itself can be used for multiple quarters to keep you going. One day you might have more specific ideas and how to accumulate more money and you adapt your objective or the key result. I hope this example shows you how key results should look like in order to keep you moving into the right direction and keep you motivated as you go, because you can easily measure the progress you make on each off your key results. 15. Setting OKRs - private life: example for sports: you can use okay, ours for almost every kind of goal. And well, since I'm very much into sports, let's use sports as well as an example for personal. OK, are in your private life. Let's assume you are a runner. You're used to running 10 case or five miles at the beginning of the year. You define your goal off running a marathon. You might have heard of the smart method where you define a goal that is specific, measurable, attractive, realistic and time bounce. In that case, you would look at your goal like this. I want to run. The marathon is both its specific and measurable. The reason for running a marathon might be very attractive to you, because you want to show to your friends and maybe also yourself what you are capable off. Since you can run at least 10 case you consider running a marathon is realistic. And to avoid postponing the goal for too long, you define the New York City Marathon as your goal, either this November or next year. After the goal, you might feel quite good and excited. And now let me ask you, what happens now? What do you do next. The issue with almost all the gold setting methods, is that they don't help you at all to implement your go and therefore a goal without a plan . It's just a wish. Another goal. That's why we need to improve our goal setting by using okay, ours. Instead of saying I want to run a marathon, we define an even bigger goal. I want to be a well trained athlete and then running marathons as a practice session. Okay, you might think that stupid Well, maybe this maybe it's not. And what's the difference to the previous goal? Well, the most obvious wellness effect that our goal became much bigger and much more emotional. The goal of completing one marathon by the end of the year is great, but what's the benefit? Without new objective, the marathon is a part of the goal. But the more important and more emotional part is being well trained and seeing marathons as a practice session, a much bigger goal and hopefully a much more compelling one because it's going to change your life. The key results to get there are clear action steps. First you find training plans taking you from the 10-K you are used to up to the marathon seconds. You want to understand nutrition in general and in sports in particular, much better and adept your eating habits. He resolved. Number three. You know that having a group to support you will be beneficial, especially when you're struggling during the training. And you say you want to get into a community with strong runners to support you, give advice and keep you motivated when times get tough. Thank you, Zatanna. Before you want to run 2/2 marathons to get used to longer distances and eventually run the marathon within the next 12 months, what do you do now? Well, now you can immediately start working towards your objective, and you can measure your progress and stay motivated. I trust you see the massive difference between the ineffective goal setting methods like smart and the power off. Okay, ours 16. Setting OKRs - Example for cross-team OKRs (marketing, IT, and sales): we all know that one of the main benefits of okay ours is when teams collaborate crossed their functions. So therefore, I prepared an example for you with cross team. Okay, Ours for the sales, marketing and the I t. T. In our example. Recreate cross team. Okay. Ours foreign online business between I t sales and marketing Now what's the purpose? The company is struggling with their conversation rate during the check out process on their e commerce website. So people visit their Exide. That is fine. They select products they want to buy, but eventually they do not buy them. This is what they want to change now. First, they define a joint objective. They want to increase the check out conversion from currently 20% to 40% 1st the result will be to have a very easy to use check out process, and they want to focus on mobile users. The second key result would be that the page load speed for the check out page is rated 85 points or better by Google page speed for mobile and for desktop users. If you don't know what booed page speed means well, don't bother about that it's a point of how fast does it page Loht? And this is kind of a way how to measure that now The third key resort is to optimize the sales copy, and they want to optimize it based on behavioral psychology to close more sales. And their fourth key result is to identify blocking products or pricing and solve the issues cost by these products or pricing. What they mean by that is that sometimes they believe that people put products into their basket, and these are the reasons why they're not buying it. Or maybe because surprising is not good. Now, after defining these joint objectives, they off course go back to their teams, and they defined the objectives and okay ours for their individual teams. Let's start with I t. Their first objective is to implement the best in class check out process. They want to have the best check out process that you can find. Therefore, for ski result is to analyze the check out pages and to check out process off the top 10 Market leaders defined by the gardeners study and define crucial elements that they find their on the's check out process page is, the second key result is to enable a B testing functionality for all elements off the check out page. Now, if you don't know what a B testing functionality means, it's that they want to provide a functionality, that it's easy to show you, for instance, a green or a red button and then to measure which one is more effective. The third key result would be to run weekly meetings with sales and marketing teams to get their input. It's one of their key results. They want to improve the collaboration, and the fourth objective is to run at least 100,000 AP tests with at least 200 variations off sales copy and surprising and identify the winning combination. Now just look at the fourth key result. If they want to do that, the I T needs to provide the A B testing, and they need to provide the options to identify the winning combinations. But I t will not define the sales copy or the pricing. This is where the cross team collaboration is so crucial. Now let's look at the second objective. Four i t. There's the page load speed for the check out page to be rated 85 for better. First, key result would be to remove all unnecessary cold elements. Procedure calls answer one from the check out page. The second key result would be to optimize the delivery infrastructure for the check out page. The third would be to disk play, the current Google page speeds result and the difference to the target of the 85 points they want to achieve on all of the interactive whiteboards. So what they won't do with that key result is they want to make sure everybody is focused massively on this page, speed, improvement and whenever and wherever they use interactive whiteboards, they want to display the current situation and the difference to the target to make it obvious, invisible to everyone in the I T team and the force. Key result would be to hire a database performance expert to maximize the database speech. Now, these are two examples four objectives for the I T. Team. Now. They cannot do that alone, so they also need to have some objectives. But this sales team is working on, therefore, the sales team defines for themselves the following objective from that is to identify the blocking product or pricing challenges, causing lost sales and toe work against them. In the first key result, they would analyse aboard to dropping cards off the last 100 days to identify those blocking products and pricing. Second key result is based on the first, and then they want to compare the pricing that they have with competitors and then make a decision to either remove the product or to match the prices to the cheapest competitors. The third key result would be to define a range for the flexible pricing of crucial products that they really want to sell. But they want to have a little bit more flexibility and use these pricing rangers for the AP tests that we just mentioned for the I T team and to run a weekly meeting with marketing and I T. And another objective now for the marketing team. And they want to optimize the sales copy based on behavior up psychology, the first key results based on the fact that they don't know that much about behavioral psychology. So they want to run a workshop with Robert Calle D. V, one of the gurus off behavioral psychology to understand it better then second key result would be to analyze the sales copy off the top 20 online shops and create a framework off best practices that they can reuse later on. The third key result would be to create at least 25 variations by the end of the next week . For all of the text elements on this, check out page and optimize the sales copy based on the A B test results that they get every week. And of course, I want to run a weekly meeting with states and I t now the third key result. If you look at that, they cannot do that without i t without the functionality off the a beatus. And this is why it so crucial to have this collaboration and to have the weekly meeting as an important key result in these cross team or chaos. I hope this cross team okay. Our example really shows you how important it is to collaborate, cross functional and cross team so that the technology with the speed and the A B tests, sales copy and the products in pricing a really working together so that they can really achieve the goal that they set for themselves in the first place. You see that transparent gold's? They make sure that we have joined efforts into the same direction which leads to riel collaboration and eventually to success. Now with cross team. Okay, ours. We have total transparency. Four seamless collaboration. If you and your teams and your colleagues if you live by the rules of okay, ours off transparency, you will have much more success than many others. So I hope you enjoy this example. And if you do, I'm happy if you leave me a comment or send me a message. 17. OKRs, HR and performance management: a topping that comes up very often when we speak about. Okay, ours is the question off. How can we combine? Okay, ours and performance management, or at least have some combination of okay, Ours and H r measurement protects. Most people will say you must never, ever connect. Okay, Ours with performance management bonuses or incentives. Well, let's look at it from a more rational perspective, There are definitely absolutely some no ghosts that we're looking at now, So you should never, ever directly connect Ambitious. Okay, ours Meaning Okay, ours where we say, Well, 70% is success with bonuses. Promotions are any other incentive for teams or individuals? What we also need to considers that we see that old school performance management systems simply don't work in most cases. That's why many organizations are getting rid of performance management. In general, we can say that incentivizing work results can massively harm collaboration, innovation and long term performance. If we will try to incentivize ambitious goals, while this would lead to the definition of only slightly ambitious calls, I mean, why should anyone define a very, very ambitious goals if that person knows Well, if I don't achieve it, I will not get the money. Therefore, I said the bar only as high as it looks uncomfortable. But I believe that I can still achieve it. And if we try to establish this, 70% achievement is a success culture coming from the ambitious Okay, ours in a previously bonus driven culture. Well, this can take a very, very long time. Or maybe it never works because people will always look at well, you didn't achieve the goal. Therefore you are bad. This is what's ingrained into bonus driven cultures. But we also need to consider are the age are trends that we see worldwide. This is a movement from performance management to continues improvement programs. We have more focused on pro arrests than just saying Well, that person achieved or did not achieve that Go. We have much more focused on continuous feedback in both directions, from the later to the Emperor year from the employer, your team back for the leaders and we have much more focused on team results than on individual contributions. Now what does it mean when we use okay? Ours we can combine, Okay? Ours and modern age are okay. Our support continuous improvement programs with clear objectives and key results that require specific actions, learning and development. And if those actions are not up to par, it will be visible and can resolve into an improvement activity, like participating in an online course or working with an expert. The weekly and bi weekly meetings between the leader and the team or between the team leader and individuals are perfect opportunities to notice the progress the team or the team members make, which helps in seeing early on the need for further improvement or gives us a chance for faster growing or handing over more responsibility to this individual or to this team. The quarterly replanning sessions are structured, and they are perfect to identify the progress, to identify the lack of progress on the bigger scale and also show was the new development opportunities. This means that committed okay, ours must have cold, so to speak. They could be linked to individual bonuses. The risk is that other objectives will be neglected. Look at that. If you have committed objectives and you have some aspiring objectives, well, if the committed objectives are linked to a bonus, you will always go after that and this is the risk that we have. So I tell you, you could link. It's I do not say you should do that when we look at the aspiring, the ambitious. Okay, ours. Well, very often. The behavior is maybe something that needs to change. And we need some specific activities to achieve ambitious and expiring. Okay, ours and this. Chains could be used to incentivize that desire change, but also say it could be used. I do not really re kram end that, but you could use it at least as an indicator. If someone is moving in the right direction and therefore maybe get a bonus or another incentive when we look a team, Okay, Ours? Well, if we have a team, if we have tea, mochi ours and team incentives Well, what does that generates? Well, in that case, of course, we have total transparency within the team and that will create some sort of peer pressure . Now, if he look at these army guys here doing some exercise as well, there will be massive peer pressure for everyone else to perform Now. P pressure can be good if it's fair and we treat each other respectful. It's very bad if it turns into a destructive, unfair or even bullying behaviour within the team. Therefore just moving towards team incentives and saying Well, now everything is fine. Well, it's not really. You still have to be very, very observant and see what is happening if you need to do that. So the summary here, if there is an incentive program where you incent if eyes, whatever you incentivize okey, ours can and will always have an impact definitely, there's no question about it. If incentives are based on other business goals that you have that are not connected toe okay us, they will no question about it. They will negatively impact the efforts invested towards oh, chaos because, well, if there are other goals, if they are not reflected within the okay, ours that we are trying to achieve, well, then the okay as will always have a lower priority than the business goals we get incentivised for and incentivizing behavior and progress. If you have to incentivize something, then incentivizing behavior and progress is always favorable compared to only looking at outcome based in centers 18. OKR and SCRUM - does it work or not?: Let's look at the Oak ers. In an age I'll environment and answer the question can and should you combine Okay ours and scrum The first reaction off scrum teams very often iss Well, is this going to generate even mawr overhead? We are well organized within our scrum team So why do we need? Okay, ours And this is a very valid question which we're going to answer now. So when we have okay ours in an age all environment and I use grammas an example. Okay. Ours must not add more complexity to the scrum teams and their work. Okay, Ours must not be another parallel system requiring additional redundant data collection. Okay, Ours must also not force team members off the scrum team toe Wonder Well, which system do I need to give priority is the scrum methodology and the scrum priorities Or is it okay? Are and okay. Ours also must not add mawr toss to the team which are not reflected within the scrum back lock or the planning cycle. If we respect that, then okay? Ours and scrum are going to be the perfect combination and I'm going to show you why While oak ers give you a mid term perspective off three months compared to the short term focus off from teams. Very often it's two, sometimes three or four weeks. Sprint, which is very short term focused. It's also a great combination because both okay Austin scrum used retrospectives and reviews and you can easily combine them without additional work. And Oak ers can be the business view or, let's say, the connector to the management level, aggregating the task oriented plans and results offs. Crump, have you wondering what I mean? I'm going to show you exactly that and this is the reason why I believe okay, Ahsan scrum are a perfect combination now, using okay, ours. We have a three month perspective. This is our horizon. In the scrum environment. We got a true to four weeks perspective, these 2 to 4 weeks perspective while they are part off, what generates the results in the okay? Our world. So they therefore grow into the targets that we can achieve within that quarter. And on the other hand, this three months perspective gives us some guidance on what should we focus on whenever we define the 2 to 4 weeks prints Why is that necessary? Well, let's look at scrum and the business world with scrum uses, stories, story points, sprints, spring plants, backlogs, retrospectives can ban age are planning and so many other things on all of these nitty gritty and very helpful elements of scrum. Well, they can be quite confusing for business people for management which is much more focused on KP eyes. And this is the goal. How far did we get? What's the plan for this quarter? You see? Okay, Ours could be the perfect interpreter between scrum and the business world and also be the connector between heart business golds and a jar scrum priorities and plants. And they will help both worlds the management and the scrum world. Now how do we do that? How do we combine? Okay, Arsene scrum Well, the best way to combine. Okay, Austin scrum are to say Well, let's say we have a bi weekly scrum review meeting. Well, this bi weekly scrum review is he okay? Our update. The objectives are the main priorities off the current quarter for the scrum tea and the key results off the okay. Ours should be the key development areas. The scrum team should focus on. So this could be represented in the product backlog, meaning that the product backlog is organized in the way that reflects the key results and in the scrum environment. While the Sprint goal might be one or even several key results, we use the Sprint planning meeting. So for these 2 to 4 weeks prints to select stories from the backlog supporting the key results and objectives, making it much easier to prioritize, So therefore, the selection off task from the product back block for the Sprint backlog will always be based on the okay, our priorities. We can simplify the business view. So for the management, we would simply say well, the by weekly up stating off the progress off key results based on the progress off the sprints. And this creates the transparency most leaders expect. But very often they don't get them from scrum teams because the scrum team so focused on stories in story points and all of that stuff from the business perspective that the management often Lex the clarity how fathers Crumb team actually has come so far. And for the scrum team members using okay, ours well, they would have more clarity above the why they are doing their work giving their overview . They would have a sense of belonging to a bigger plan and contributing to a bigger plan. But at the same time they keep their autonomy, which is exp Stream, the important in the scrum world. But they can prioritize the work based on the business needs. So let's say we would therefore move from while these age our guys, they do what they want, which is often what the management believes too well. Now we, as a management know the scrum teams are working towards our common objectives because we see a bi weekly update in our world meaning Okay, ours. Let's look at an example if the objective would be the management defined objective would be well. We want to be the only provider where new customers can be productive within four hours. Let's say this is an online business. The key result Number one would be to enable the signing up using face book accounts cues as number two would be to develop on Boarding Wizard with five or less steps to make it much easier than currently Anke Result number three would be to redesign the sign up interface. Well, this is what the business expects. And now we can relate that to a scrum Can bond board in the scrum Come band board. You would look like this. Who would have the backlog with a Facebook? FBI integration. We won't have to have single sign on and we want to have an interface for some Facebook data we would see in progress. Well, the visit is already in progress. We are working on them. And if we use this combination off objectives, key results and the combine board, we would have the connection and the interpretation off. What does this Crumb can Barn board really mean For the management and the other way around ? I hope you now also understand and see that. Okay, Ours and scrum can be the Dream team connecting business and leadership golds with Adriel scrum methods. You might need to play around a little bit with how to really define the okay ours in a way that the scrum team immediately understands it. But I can promise you if you use okay ours as the interpreter and connector between business world and scrum, both worlds will be much happier, much more motivated and much more focused towards the rial important work 19. Should you define OKRs for routine and daily tasks?: one of the biggest discussions that we have in the world off. Okay, ours is. Should you define okay? Ours for daily or for routine tasks. On this presentation, I'm going to give you the answer and help you to decide if you should. I should not define Okay? Ours for your daily and your routine toss. Well, this big question means what do you do if you work only or mainly on day today and routine toss like bookkeeping or handling support calls or reviewing documents or anything like or what do you do if you do not only partially work towards aspiring or committed goals? Meaning you don't have golds. What do you do if you do not only partially work in a project environment? Does it make sense to create? Okay, ours for those talks and the answer is clear. Yes and no. So when is it? No, you should not define Okay, Ours for daily work. If the majority of your work is all waste the same and very repetitive, then it simply doesn't make any sense. Because the okay as they will not change. You should also not define okay. As for data work, if you or your team do not have any influence on how you or your team works. Because okay, ours means that you have some flexibility that you have some deciding power on how you approach the objectives and the key results. And if you don't have any influence in that boat, then you don't need to define okay, ours and similar to that you should not define. Okay, Ours for daily work. If not know only minor adjustments are accepted or allowed on how work is done and you should also not define okay, Ours for daily work. If you or your team already working at 100 50% or more, and why do I say that? Well, if you already working at 150% adding another layer off steering or commitments to that by using okay, ours, well, then you will have a workload off maybe 160%. And that doesn't make any sense. Now let's look it when it does make sense. So when should you define okay, Ours for daily work. Well, you should do that if at least parts off the work can or should be changed. Improved accelerated So if there's kind of an expectation or even a clear message towards you or your team that you should improve or change or accelerate what you're doing, you should define okay, Ours for daily work if the work is going to change anyhow. So if there will be changes while then use okay, ours toe work towards an improvement. You should also define okay, ours for daily work. If you're going through a big transformation or change process because things are going to change and you have to be very flexible, Okay, as will help you to achieve targets and be flexible at the same time. And you should also define okay. As for daily work, if employees are encouraged to take on more responsible ability So you get more empowerment over their work. And of course, you should also define okay, ours. If you're building something, you because then you have total freedom to define you things and use Okay, ours for that. So how did I come up with the Yes and no definitions. Let's recall the main philosophy of Okay, ours. Okay, Arza there to establish focus, create alignment, track the progress and encourage engagement around measurable goals. This requires clarity and transparency regarding the time available to work towards goals. And this is now an important element that we need to consider. Therefore, I have a recommendation for you if you have daily tasks which are not part of okay, ours and way doesn't make sense to define Okay us for these daily toss. And at the same time you have okay, ours you need to work on. Then you should define the time budget, maybe per day, maybe per week, maybe per month. Allocated through the okay are related work. This has to be transparent for everyone collaborating with you in both areas, your daily business activities and you're okay. Are related activities like you would maybe say define and make it clear and transparent to everyone that you work for 15 hours per week for okay are number one and two and that you have 25 hours that you need for you regular toss. Why do our say that? Whether transparency is key? Oh, kiosk create transparency throughout an organisation and company. And that means other people other teams can easily check which Okay, ours, you or your team are working on Now, if you or your team only works on small Okay, Ours. But say okay, ours that you could achieve by working five hours a week towards these Oh, chaos. Others might think that you have time available to support them or to achieve those are chaos much faster because they have no transparency regarding all of the other toss you spent most of the time with. Therefore, it is mandatory to either establish. Okay, ours for everything we are working on or clearly and transparently communicate your time allocated to your Oh, chaos. I hope this helps you to make a decision about, if you should define okay, ours for your day to day work or if it makes more sense to define time, budget and make that transparent to everyone. You are working with the time battery that you have for okay, ours or that you don't have for chaos. 20. The Does and Don'ts of OKRs: when you start using okay, Ours. There are a few common mistakes you definitely want to award and this video will look at them and I'll give you some tips and a checklist on how you can use okay, Ours the most efficient way. The following are some quite common mistakes made by first time users off. Okay, ours avoid them and you'll increase your chances to be successful with Oh, chaos massively. So the typical mistakes are you define 10 objectives because you are so excited about OK, ours. You define Onley two or way too many key results per objective Beautifying key results which are too easy to achieve or represent just one single task making you feel that you reach your quarterly goal already after two weeks, you don't write down anything and try to keep okay ours and do the progress tracking Onley in your minds You give up okay ours after three months because you did not achieve all of your goals. Please be aware of this common mistakes and avoid them the following success principles when using okay, ours are going to help you to become a successful Okay, our user now during the 1st 6 to 9 months off using, oh, chaos. Expect and accept setbacks and mistakes. That's called learning. Or did you never fall off your bike when you learned to ride it? Enjoy the excitement and satisfaction during the weeks off massive progress and accept the weeks where you don't seem to make any progress at all. That's normal. Share your experiences with a colleague, Pierre or friends, but pleased to someone with a positive attitude and a growth mindset and not a pessimist. Use the reminders off your calendar to ensure checking your progress every week. Make sure to also have reminders for monthly and quarterly reviews. Or use a tool like week done for that purpose and celebrate. Your success is on the way and whenever you reach on objective and he comes to check this for you, which you can also share with your team in case you use okay, ours with a team. Please use the checklist, especially for the first couple of months when you're just getting started with okay, ours and ask yourself the following questions. Have I defined not more than five objectives in total? Have I defined 3 to 4 key results per objective. Can all key results be measured in percent on a scale of 0 to 1 or with yes or no? Have I got the resource is skills and possibilities to achieve Mikey results To make sure to conduct a weekly or every two weeks at least progress update and progress documentation for myself like a calendar entry. Have I scheduled an appointment in my calendar at the end of each quarter to check, amend and define. Okay, Ours can my Okay. Ours be achieved within three months. Our strategic long term. Okay. As broken down into regular okay, ours, which can be achieved within three months, are at least some of my key results really challenging and forced me to leave my comfort zone. So this checklist is also available in a pdf version, which you might want to download. Now, please use it. I know it's really going to help you 21. Setting OKRs - Example for a presales team: in this okay? Our example. We look at the pre sales team now. Let's say this pre sales team has the goal. It wants to massively improve their services provided to both the customers and the sales team. They focus on what they can actively do for the clients during the sales process. Their first objective might be we want to provide the most well coming support to potential customers during the sales process. And the key result Number one would be to establish process, including checklists, to identify the five most urgent challenges that Klein wants to solve without offering before their sales rep meets declined. So they want to be well prepared and they want to prepare the sales rep perfectly. The second key result is to establish a process to check in with the sales rep within 24 hours after his meeting with a client and to get in touch with clients to follow up. Also within 24 hours after the meeting between the Klein and the sales rep and the third key result is to establish a Regulus skills and experience works up between all sales reps and presales. To understand the current challenges off the clients and to develop solutions on how to address them during the sales process. The second objective might be more focused on the collaboration with the sales team to have the mission off being one team. Also still with a clear goal to improve the customer experience. So the first key result would be to create an on boarding program for new presets, stuff to attend riel sales meetings or conversations between the sales reps and the customers to understand the process so that new pre sales people know what's really happening when the sales person meets a client or a potential client. Second key result to identify all the elements off the current offerings, causing the biggest challenges for the sales rep during the sales process and find more visual ways to communicate the US peace. Third key result is to reduce the preparation time for the sales meeting from currently three hours to 30 minutes, and the fourth key result would be to increase that internal support times for international sales reps from currently 6 a.m. to 4 p.m. To 6 a.m. to 10 p.m. And they want to do that by a leveraging part time and remote working colleagues. You see, these are very clear objectives and very clear key results you can easily measure. They might not be easily implemented, but it's absolutely possible to implement those four key results within the next quarter. I hope you enjoyed this example off objectives and key results for a preset esteem. 22. Example OKRs for a Non profit charity organisation: many people believe that. Okay, Ours are focused on businesses to achieve targets and to become the best in whatever it might be that they are working in. Actually, you can also use okay ours for a non profit organization and that's what I'm going to show you. In this example, One of the most important task of a non profit organization off course is to get funding now on objective Could be while we want to raise two million U. S. Dollars in donations, the objective could also be while we want to double the donations from last year, the objective could also be to be the number one charity in our country. Now, these are partially ESP firing. Okay, ours. I want to give you an idea how you could turn that even into a more aspiring and especially motivating objective. And that is if we say what we want to provide food to 500,000 Children for one year off course, we will need massive funding for that. But this will then be a key resource. So let's use this objective to provide food to 500,000 Children for one year and say wealthy key Result Number one would be. First of all, we need to negotiate the food supply contracts for 500,000 Children with the top three fruit suppliers in our country. Because if we do that now, we know how much money re really needs. And we might be able to get that at a better price than if we just do that. After generating the funding initiatives that we want to run, gives out. Number two would be able to connect with the top 200 companies in our state and establish CS are collaborations with them. See is our means corporate, social responsibility. And often companies have a budget for that. So we want to connect with these companies and get as much money as we can from those C is our budgets Gears out? Number three would be. We want to get in touch with last year's top 10 fundraisers and figure out what they did and identify their best practices because if they were so successful, maybe others can learn from them. And that's key. Result Number four. You want to run best practices in fundraising? Webinars for all of our fundraisers once a month and useful lessons that we learn from the top 10 fundraisers from last year. Out off the key result number three. You see this objective definitely works for a nonprofit organization, and the key results will help us to achieve this objective. And I've got another example for you for a non profit organization where we look at what we do online. So the objective would be we want to be the fundraising charity with the most online donations in U. S. Dollar per year. So this is probably a massive task, depending on where you start. So the key result for that could be to establish partnerships with 20 top influences. And we only focus on INSTAGRAM and YouTube to increase our instagram following from 20,000 to 250,000. This is definitely quite a stretch, but that's good. The result Number two would be to run 10 online fun events per month to raise funds, we need to come up with 10 great ideas at least to run those events and figure out a way how to monetize them to raise funds gears out number three years to collaborate with five online marketing experts, so not influences but really experts in marketing drink res ah website traffic to 500,000 hits per month. Because we know the more people we get to see our websites, the more money we get, the more donations we get and the result Number four is we want to offer block promotion opportunities to all of our fund raisers and published to block posts a day there. If you get 500,000 hits per month, well, these people need to read something and we don't want to produce all of the content ourselves. That's why we want to speak to our fundraisers and give them the opportunity to publish their block powers on our websites. And we don't not only want to have a block post a month, we won't have to a day. So I hope this was helpful for you to understand how oh, chaos really also work for non profit organizations. 23. Example OKRs for an Engineering Team: I received so many requests for okay are examples for engineering teams. Well, this ISTEA answer to all a few questions We're going to look at five different areas where engineering teams can define. Oh, chaos. Area number one is where we want to focus on quality off our engineering work, and we might set an aspiring objective saying We want to be the quality leader in our industry. To achieve that, we would have the key results. Number one. Eliminate the five most common quality problems in our production, which would mean we need to figure out where the problems are and how we can fix them. Key result Number two is to identify the 10 areas where our competitors quality is superior to ours and to define extra steps for ourselves. So we know how we can become better in those areas where the competitors are better and with key resolve. Number three we wanted be the competition, So we want to identify five quality issues off our competitors so where their weakness are and develop solutions to be the role model in those areas. Now this is an example where we focus on quality. Let's look at performance, and I have three different examples that are related to the performance off the engineering team. In this first example, we say the objectivist we want to be the engineering team with the fastest turnaround time for first drafts. So let's assume that this engineering team is creating solutions or adaptations to a product, and those adaptations are necessary so the product can be sold by the sales team. And now the engineering team wants to be the one with a very, very fast turnaround time to win more pictures. So key Result Number one would be to identify 10 or more typical issues that we have in our engineering process that is slowing down the creation off the first drops and find out which potential solutions we have. The result Number two would be to ready Kelly, reduce the complexity to create first drafts and make them 50% faster, so we need only 50% off the time. He result Number three years. We wanna find new software solutions helping us where we focus on how easy can a draft be created. So this is the target for that new software solution to make the draft process much faster Anke. Result Number four would be to speak with 20 clients to identify their riel expectations off a first draft so that this engineering team really knows what the clients expect to get . Example. Number two. With regards to performances, we want a 10 x the wind rate off our proposals in this example, like in the last objective. This engineering team is very important toe win proposals because they need to adapt the products that this company offers cures out. Number one would be to identify the top 10 reasons for losing proposals for last 12 month. If we have one a 10 x the wind raid, I should know why we lose So far. Gears outnumber tourists to eliminate the 10 most time consuming but unnecessary steps off the proposal development process because we figure out, well, it simply takes too long until reproduce a proposal for key Result Number three. We want to create a new business development approach with the sales team together to eliminate all of the misunderstandings between the engineering and the sales team because we realized that we sometimes speak with each other, but we don't understand each other, which has an impact on our win rate off our proposals and gears out. Number four is to train all of the union engineers in the new engineering software because we wanna have more off the junior engineers helping us to create proposals. So this is an example for performance. Okay, ours for an engineering team. Let's look at the third example. With regards to performance, we wanna increase the automation from currently 5% to at least 15% for all testing costs. So the first key result would be to scan the market for new or improved software to automate the testing. The result. Number two. We want to create a list with the five most time consuming testing toss so that we know if we can automate them, we will really have a massive impact and improvement gears out. Number three. We want to get in touch with the five top test automation experts, which are external people, and hire one of them as a consultant. So we want to make sure where you really go the most effective and most promising way and gears out. Number four is we want to create an R o I calculation, which means we look at the time and the costs related to this improvement and how much this 15% automation would save the company. Now what is the idea behind that fourth key result? Well, if we haven't r O I, if we can prove that if we invest into automation, the company will save that amount of money well, then we most likely have the chance to get the funding for that project and probably the software that we need to buy to do that. And I have one Morrell example For engineering teams and in engineering teams, the people development is also very important. So let's set an objective in that environment and say we want to be the most attractive engineering department in the industry. This means key result Number one is defined as we want to increase the ready to be promoted rate for engineers from 3% to 25%. So what does that mean? That's ready to be promoted? Raid for engineers means that very often engineers are highly focused on their engineering task, of course, because that's what they do day today. But if you want to promote engineers and if you want to grow our department Well, then we need to have some engineers that are ready to be promoted to lead other engineering teams. And if we currently have only three out of 100 people that are ready to be promoted, while this is a massive problem if we want to grow and if you want to develop our department, key result Number two is we want to secure the funding from the VP off innovation for individual coaching sessions for the 10 best engineers. So to be a highly attractive engineering department, well, we need to do something for our people. So we want to individually coach the 10 best Engineers and we get that money from the VP off innovation because we tell him a story, a real story about how much more productive and innovative our engineers are going to be. If they get coached individually. The result number three years. We want to increase the employee engagement rate from 25% to 70% and if we achieve that, we will be highly attractive and cures Autumn forest ruin the established an attractive expert career path in addition to the traditional leadership path, so I hope these five examples for okay, ours for an engineering team was helpful for you. And that's been it. With the five examples for okay, ours for engineering teams. 24. Example OKRs for a Business Startup: in this example, we're going to look at How do you define? Okay, Ours for a startup. Let's assume we have a business startup off course. This startup has a great idea. It's a small team off, let's say 5 to 10 people and the idea has not yet been validated. So we are in a very early stage, the big unknown thing off this start abyss. Will people be willing to pay for the product? This condition is important to recognize when we now define the okay, ours. Now how do we define the okay, ours for this business Start up. What we need to consider is the idea has not yet invalidated. There's no proven business model, We don't have any customers, and the product off course is not yet available. So the next steps are. We need to validate the idea using an M V P, which means a minimum viable product. We need to identify the market for their product or for that idea. We need to identify a business opportunity and of course, also defined a go to market strategy. Now, with this considerations, we are now going to define a couple of oh chaos for the first quarter, we're going to focus on the objective. Validate the I D year and business opportunity. Before we do anything else, we need to know that this idea really fly. Does it have any chance? So the key results could look like develop an M V P within four weeks. By the way, if you don't know what a minimum viable product is, just Google that and he will see what I'm talking about, the result number to define the criteria for a go or no go decision so that we know if we develop something if we tested that we have a clear criteria telling us, Okay, does it make sense to consider this idea, Agree a business opportunity or not? 30 Result Identify 100 potential customers and he result number four. And now we are evaluating the idea. Present the M V P to at least 50 potential customers and get their feedback. Let's assume we get positive feedback then we had into the second quarter, so the okay, ours for the second quarter now for the business and the sales team are well develop a business plan G Result number one would be defined target market. So the potential customers that we want to focus on for the first 36 and 12 months key results number to develop a pricing strategy for the 1st 500 customers and, for the time beyond selling it to 500 customers because we might have a different pricing in the beginning compared to the pricing later on. And number three, of course, very relevant. Developed a business model based on the market that we figured out how big it is and the pricing only if we know how big the market is and how much we can charge for the product. We can really develop business model for another team, the engineering and the product team. We say the objective for the second quarter is defined a sourcing and a production plan, because in this case we assume that we are producing a product that he can touch or that you can at least use. It's not just the service, so we need to define where we get all of the parts from and how we produce that product. So first key result for this objective for the engineering and the production team is to develop the final product specifications based on the target, that we want a break even after 2000 units have been produced. So this is very important that the production and the engineering teams considers also that sooner or later we need to make money with their products. So this is a part of the definitions that we need to consider when we specify the product. Here's out. Number two is we need to finalize the production plans, and the process is to produce the product and queues out number three. We need to negotiate contracts with the major supplies that we need so we can really produce the product. Let's assume we came up with a great plan and we are able to actually make money with the product. Let's head into the third quarter and be very aggressive. We want to follow that idea off, fail fast, fail forward. So how do we do that in the third quarter? The business development and sales team is very aggressive and the objective and now this is a very aspiring objective. We wanna shock the markets. Gears are number one is sign up the 1st 50 clients for an insanely low price in return for getting raving reviews about a product key resolve. Number two is we want to approach 250 key clients and sell the product to at least 100 of the key results. Number three is We want to get mentioned by these five off the top websites in our industry , and the result number four is we believe in the power of YouTube. So we are going to publish three YouTube videos per week. So this is how the business development and sales steams wants to attack and shock the market. Now there's another team focusing on their objectives on Okay, ours for the third quarter, and that is the production team. So the objectivist we want to produce 250 products by the end off next month. This might be an aspiring, but it's also very important objective because if they don't produce the products well, they cannot sell the cannot chip, and they will definitely not get any raving reviews. Sochi result Number one is we have now to sign the contract was all relevant suppliers. If you recall quarter to off the production team, they need negotiated the contract. Now we need to sign them because we want to produce our stuff. Key results. Number two is we produce 100 products within two weeks and then we stress test them internally. So we need to have them shipped to us within two weeks. Then we're going to test them as much as we can. So we are sure that he really works and that we can work out all of the glitches, which is key Result number three. We want to improve the product design and produce another 150 products so we can ship them to our 1st 100 clients. Now, if you look at where we started at the first quarter in the first quarter, we didn't have any idea if the product, if our business idea would really work at the end of Q three, we would have products shipped to our customers, which is highly aggressive, But a start up has to be aggressive. I hope this okay. Our example for a start up is helpful for you. 25. Tools for OKRs: people always ask me which tools they can use for. Okay, Ours. Here are some tips for you. If you use okay, Ours only for yourself. You can start with very simple tools. You can simply combine the following ones. Use Excell to organize your objectives and key results, as well as to document your progress. And to make sure you stick to the monthly and quarterly reviews, you simply put recurring appointments into the calendar off your choice or use any other similar tool If you want to use okay, ours for teams, departments or entire companies. Well, if you want to use more specialized tools for yourself, I recommend the following rule number one is called Week Done. Week down is specialized in Okay, Ours you can manage. Okay, Ours using their online platform as well as with an app on your iPhone, ipads and Androids. It's easy to use slick and has a grade user interface and offers a free starter package. We can also provides very nice examples, case studies and guidelines. I personally use week done in a really like it. Another platform is called Pardew, similar to week done, but with a slightly different user interface, whichever one you choose is purely a matter of taste. Look at it. Try it out and make your choice based on your preferences and, of course, new tools for okay. Ours emerge on a regular basis because this subject is becoming increasingly popular. Just Google. Okay, our tools and see for yourself if there's a tool that might suit you even better than what I suggest it. But there's one important suggestion. When it comes to tools, the best tool is useless without the discipline to follow the rules of the okay, our method don't waste too much time searching for the ultimate tool, rather focus on using the method in the real world. 26. Final recommendations when using OKRs: final recommendations to implement or chaos. Now you're almost at the end of the training and might be wondering, How do I implement? Okay, ours in my real life. Let me assist you with that. Do you remember the warm up exercise where you either wrote down a huge list of golds or you were facing a blank page because you couldn't think of any clear goals for your job? Now if you had a long list selected those 2 to 3 goals which you believe will have the biggest impact either for yourself or your company. And if you didn't have a list at all, find 2 to 3 golds you believe would take yourself or the company into the right direction. That's the first step. The next step. Let's define up to five different. Okay, Ours according to the following system used, the goals are just described to you to define 2 to 3. Okay, ours for your job or your business. Then define another one or two. OK, ours for your personal development in your job, like learning how to influence others. And now we look atyou personally and define another one or two. OK, ours for your development in your private life. Like exercising three times a week after defining your five. Okay, ours Please allow yourself at least three months to make working with Okay, ours habits. Most likely you won't achieve all of your goals within that time frame. But he will get used to measuring your progress. Learn from that and become mawr experience regarding how big an objective and key result should be. One tip regarding the business related or Cheops, look at those business objectives you just defined. And ask yourself, Do I need the support of my boss toe work towards and achieve this objective? If not, then all this goods. If you do, then you either really find the objective to be independent of your boss or you define. Get the approval off my boss as one of your key results, make sure to document your weekly progress. And when you do, you will know this weeks in which your belief that nothing has happened and that's normal. It doesn't mean that you're lazy, undisciplined or incompetent. It also doesn't mean that Okay, ours don't work. It means that you are a human being with a life and in some weeks. It simply doesn't go our way. But it doesn't matter. Stick to your okay, Ours and maybe blocks on extra time in your schedule full of following week so you can make progress at least at one off your key results. So now go ahead, define the five. Okay, ours and start getting closer to your goals and realize your drapes. Please ask questions whenever necessary, and please share your experiences here with our community. 27. Exercise: Define your job related OKRs: Now it's time to put what we have learned into practice by defining your okay, Ours for your current job, in case you think. Well, hang on. We'd use completely different methods to set goals. Well, don't worry. You can still use. Okay. Ours, please revisit the video with the example of drop related. Okay, Ours. In that example, an employee defines his Okay, Ours, despite the fact that he wasn't given an okay, are but a classic goal. And here we go. Step number one preparation. If you already have defined goals for your work, but those are not okay. Ours yet you can directly proceed to step number two. Otherwise, use the list you have created during the warm up exercise. Now, at the goals off your company department or team you can directly influence with your actions. Step number two. Selection. Choose three of these goals from the list. I suggest that you select the goals you find most exciting or the ones that will have the biggest positive impact. Define three objectives based on these goals. Step number three is the definition defined 3 to 4 key results for each objective. I also suggest that you have a look at the okay, our checklist. Just to make sure that everything is defined in the most appropriate way. Step number four visualization. This is a crucial part to really implement. Okay, ours. And do what's necessary to achieve your goals. Print your okay, ours and placed them somewhere where you can see the document every day at least once in the morning and once in the evening. You may also use your okay RCIs a screen saver on your smartphone or tablet. So you are constantly reminded off them. Step number five Measure set a weekly recurring appointment in your schedule reminding you to check your progress regarding a key results every week. Documented progress on paper with excell or a specific. Okay, Our jewel and step number six. The review said another recurring appointment in your calendar For the quarterly review every quarter. Identify the objectives you achieved and lessons you need to learn, adapt Yoki ours or create new ones. If you have any questions about your okay, ours, please visit the questions and answers for him. Many people initially feel insecure when defining their oh chaos. My team and I are here to help you. So use the questions and answers forum or send us at direct email and now go and define your business related. Okay, ours.