Three Weeks for Dreamwidth: OKR (Objectives, Key Results)
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goals_on_dwThis year during Three Weeks for Dreamwidth, I'm writing about goal-setting frameworks for goals_on_dw. Read Part 1: Introduction to Goal-Setting Frameworks, Part 2: The 1-3-5 Rule, Part 3: The 12-week Year, Part 4: ABCS (Achievable, Believable, Committed, Specific), Part 5: Backward Goal, Part 6: BHAG (Big Hairy Audacious Goals), Part 7: BSQ (Think Big, Act Small, Move Quick), Part 8: CLEAR (Collaborative, Limited, Emotional, Appreciable, Refinable), Part 9: Goal Pyramid, Part 10: Golden Circle, Part 11: GROW (Goal, Reality, Options, Way Forward), Part 12: HARD (Heartfelt, Animated, Required, Difficult), Part 13: KPI (Key Performance Indicators), Part 14: MASTER (Measurable, Achievable, Specific, Transforming, Evolving, Relevant), Part 15: NCT (Narratives, Commitments, and Tasks), Part 16: OKR (Objectives, Key Results).
Part 16: OKR (Objectives, Key Results)
OKR stands for Objectives and Key Results. Objectives are qualitative descriptions of your chosen goals. They should challenge and motivate you. Key results the are things you measure in order to track your progress toward a goal. For each objective, aim to create about three to five key results. Your desired outcome will motivate you to improve the things you measure. A good way to express this is something like, "I will finish a book as measured by writing for one hour every day."
While some goal-setting methods work in a top-down manner, OKR is more collaborative in a team context. In some cases, a manager sets the objective, then the team figures out how to accomplish it and which key results to track in pursuit of that. Other times, especially with permanent teams like department staff, they set both the objective and the key results.
It's important to identify the objectives that matter most to your situation. They should guide the activities of an individual or team members. Think about concrete things you can do to make that outcome happen. Break it down into small steps that you can measure to see if you're on track.
Regularly reflect on your progress and adjust tasks if necessary. This is essential for agile planning. Check tasks weekly to ensure that they are leading to key results. Check objectives monthly or quarterly to see whether you are still on track to meet your goals, or if you need to change something.
goals_on_dw. Read Part 1: Introduction to Goal-Setting Frameworks, Part 2: The 1-3-5 Rule, Part 3: The 12-week Year, Part 4: ABCS (Achievable, Believable, Committed, Specific), Part 5: Backward Goal, Part 6: BHAG (Big Hairy Audacious Goals), Part 7: BSQ (Think Big, Act Small, Move Quick), Part 8: CLEAR (Collaborative, Limited, Emotional, Appreciable, Refinable), Part 9: Goal Pyramid, Part 10: Golden Circle, Part 11: GROW (Goal, Reality, Options, Way Forward), Part 12: HARD (Heartfelt, Animated, Required, Difficult), Part 13: KPI (Key Performance Indicators), Part 14: MASTER (Measurable, Achievable, Specific, Transforming, Evolving, Relevant), Part 15: NCT (Narratives, Commitments, and Tasks), Part 16: OKR (Objectives, Key Results).Part 16: OKR (Objectives, Key Results)
OKR stands for Objectives and Key Results. Objectives are qualitative descriptions of your chosen goals. They should challenge and motivate you. Key results the are things you measure in order to track your progress toward a goal. For each objective, aim to create about three to five key results. Your desired outcome will motivate you to improve the things you measure. A good way to express this is something like, "I will finish a book as measured by writing for one hour every day."
While some goal-setting methods work in a top-down manner, OKR is more collaborative in a team context. In some cases, a manager sets the objective, then the team figures out how to accomplish it and which key results to track in pursuit of that. Other times, especially with permanent teams like department staff, they set both the objective and the key results.
It's important to identify the objectives that matter most to your situation. They should guide the activities of an individual or team members. Think about concrete things you can do to make that outcome happen. Break it down into small steps that you can measure to see if you're on track.
Regularly reflect on your progress and adjust tasks if necessary. This is essential for agile planning. Check tasks weekly to ensure that they are leading to key results. Check objectives monthly or quarterly to see whether you are still on track to meet your goals, or if you need to change something.
