Radical Focus SECOND EDITION

I trimmed the meetings down to two key meetings a week: one to set intentions and one to celebrate progress.

The Health Metrics protect what you’ve already accomplished while you try to grow new metrics via your OKRs.

A mission is an Objective for five years, and an Objective is a mission for three months.

Pipelines are more suited to OKRs than Roadmaps. To avoid semantic arguments, I’ll define Roadmaps as a plan for our desired future and Pipelines as a collection of ideas of projects that might get us to our desired future. Roadmaps have dates. Pipelines use impact/effort/confidence to prioritize the best ideas. By saying Pipelines are preferable t

Have one team adopt OKRs before the entire company does.

Now I have a simple, solid format that works across any org, big or small.

The Objective is inspiring and motivates those people who don’t dig numbers. For those who do love numbers, the Key Results keep the Objective real. I know I’ve got a good Objective when Ileap out of bed in the morning eager to make it happen. I know I’ve got the right Key Results when I am also a little scared you can’t make them.

bigger companies often struggle with OKRs because of interdependence.

“Solve the problems you have, not the ones you imagine.”

When people ask me what the difference is between OKRs and SMART goals, KPIs, or other goal-setting approaches, I tell them it is the cadence of check-ins. The cadence is what makes the difference between goal setting and goal achieving.