A breakdown of how to use OKRs for goal setting and team alignment. The speaker walks through their framework for writing measurable objectives and key results, then shows how to use it to prioritize what actually matters in your company.
I'm not particularly religious about being a firm okr, but that's roughly the framework that we use. We need things that are measurable for things that can be measurable. We don't try to force fit things into the OKR framework if they're not measurable. But yes, we defined what we wanted to do over the year, which was more broad based goals that matched what the company was trying to achieve. And then every quarter we break it down. We start with the must haves, we look at the should haves, and then we look at the nice to haves, and then we make sure that everybody's aligning on the should have so we don't have a mismatch across the teams. Because that's been one of my biggest learnings in my career is that you can start at the top and everybody agrees on what you need to do. And then when you break it down into the subtasks, not everyone prioritizes in the same way.