Three: We don’t have a plan to get things done.

The team made Fridays part of their weekly rhythm. Each Monday, they’d plan together and commit to each other. They had the hard conversations a young company has to. And each Friday, they’d celebrate.

Hanna was ready for this. “Google started with OKRs when they were a year old, and it worked for them. Many small companies become big companies because of OKRs. And guys, we may not have made our OKRs, but we should be grateful they showed us we’ve got a problem with focus.”

Each Monday, the team should meet to check in on progress against OKRs, and commit to the tasks that will help the company meet its Objective. I recommend a format with four key quadrants: Intention for the week: What are the 3-4 most important things you must get done this week toward the Objective? Discuss if these priorities will get you closer

“Here in the upper left, we’ll list the top three things we’re doing this week to meet the Objective. We will mark them with the priority, P1 for must do, P2 for should do.

Set only one OKR for the company, unless you have multiple business lines. It’s about focus. Give yourself three months for an OKR. How bold is it if you can do it in a week? Keep the metrics out of the Objective. The Objective is inspirational.

We start our journey to our dreams by wanting, but we arrive by focusing, planning and learning.

This is the downfall of many an MBA. You love numbers. You love money. Doesn’t everyone? The OKR unifies multidisciplinary teams, and that means the dreamy designers, the idealist engineers and the caring customer service. The Objective needs to be inspirational, a call-to-action that gets folks to leap out of bed, ready for a new day and a new

Focus on one key message. Same things with OKRs. Plus your weekly check ins go on forever if you have that many Objectives!”