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How to implement OKRs at your small business



  • Here’s how the lines of communication multiply as you go from 3 employees to 14 employees:


  • The average manager has 7 direct reports (and assuming 40 hour work weeks) is responsible for the direction of 280 hours a week.
  • I quickly came to the realization that one of my most important roles was to set the direction to ensure that our ladder was leaning against the right wall.
  • support our broader vision while keeping us accountable on a much shorter time frame.
  • system to succeed, it needed to be:
    • Lightweight
    • Actionable
    • Easy to maintain
    • Understood by everybody
    • Supportive of experimentation and pivots
  • The purpose is to take a longer-term goal (i.e. an Objective) and pair it against some measurable milestones (i.e. some Key Results).
  • Why is this OKR important to the company?
  • How will the company be changed if we succeed?
  • look for a “unifying theme” that will spread across departments:
  • Objective, Perdoo’s blog recommends three types of Objectives:
    • Build: Create something that didn’t exist before (like an onboarding sequence)
    • Improve: Make something that already exists better
    • Innovate: Do something drastic, on your product, marketing or organizational structure.
  • One of the trickiest parts of Key Results is that they need to be outcomes, not outputs.
  • These are a few poor key results:
    • Interview 5 CTO candidates
    • Make 20 outbound sales calls
    • Ship 3 new features
  • Instead, you’d want to measure the outcome of these efforts:
    • Make 3 new hires
    • Generate $10,000 in new sales
    • Increase time user engagement to 30 minutes a day
  • we report weekly on our progress in a dedicated Slack channel.


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