WORKSHEET 1: OKRs - TURN GOALS INTO ACTION
Based on John Doerr's Measure What Matters | Objective + Key Results
THE BIG IDEA
An OKR has two parts. The Objective states what you want to accomplish - it should be clear, meaningful, and motivating. The Key Results define how you will know you accomplished it - they should be specific, measurable, and time-bound. The objective gives direction; the key results create evidence.
EXAMPLE / ILLUSTRATION
Objective: "Build a stronger referral culture on our team this quarter." Key Results: (1) Every member completes two one-on-one meetings per month; (2) the team generates 40 qualified referrals by quarter-end; (3) 80% of members report at least one closed opportunity from a referral.
Notice that the objective inspires action, while the key results measure outcomes.
DISCUSSION QUESTIONS
What is one important goal in your business that is currently too vague?
How would you rewrite that goal as a clear, motivating Objective?
What 2-4 measurable results would prove that the Objective was achieved?
Are you measuring activity, outcomes, or both? Which matters most for this goal?
What could make your OKR too easy, too complicated, or impossible to measure?
TAKE-HOME ASSIGNMENT
Write one OKR for the next 30-90 days. Create one Objective and 3 measurable Key Results. Share it with someone who can challenge the wording and hold you accountable.
My action step: _________________________________________________________________
WORKSHEET 2: FOCUS & ALIGNMENT - SAY YES TO WHAT MATTERS MOST
Based on John Doerr's Measure What Matters | Priorities + Transparency + Team Alignment
THE BIG IDEA
OKRs force an organization to choose. Instead of treating every project as equally important, leaders identify the few priorities that matter most and make them visible. When teams can see one another's goals, people understand how their work connects to the larger mission, spot conflicts earlier, and coordinate effort instead of working in separate silos.
EXAMPLE / ILLUSTRATION
A company says its top priority is "improve customer retention," but sales is rewarded only for new accounts, marketing is focused on lead volume, and service is measured only on call speed. Everyone is busy, but the goals pull in different directions. Alignment means connecting team goals to the shared priority - for example, sales tracks quality-fit customers, marketing tracks qualified leads, and service tracks retention and resolution.
DISCUSSION QUESTIONS
What are the three most important priorities in your organization right now?
If everything is a priority, what should you stop, delay, or delegate?
Do your team's current goals clearly connect to the organization's larger goals? Where is the disconnect?
How transparent are goals across your organization? What would improve if everyone could see them?
What is one place where two people or departments may be working hard but pulling in different directions?
TAKE-HOME ASSIGNMENT
List your top three priorities for the next quarter. Then list everything currently taking significant time. Circle the items that directly support those priorities and identify at least one item to stop, delegate, or postpone.
My action step: _________________________________________________________________
WORKSHEET 3: TRACK, STRETCH & LEARN - MAKE PROGRESS VISIBLE
Based on John Doerr's Measure What Matters | Accountability + Check-ins + Stretch Goals
THE BIG IDEA
Goals should not disappear into a binder until the end of the quarter. Doerr emphasizes regularly tracking progress, discussing what is working, and adjusting when reality changes. Some OKRs can be committed goals that must be achieved; others can be stretch or aspirational goals that push a team beyond its current assumptions. The point is not to punish a miss - it is to create focus, learning, and forward movement.
EXAMPLE / ILLUSTRATION
A business sets a stretch goal to double monthly qualified leads from 50 to 100. After six weeks, it reaches 78. The goal is not automatically a failure. The team reviews which channels produced the increase, what did not work, and what it learned. Regular check-ins turn the number into a management tool instead of a year-end surprise.
DISCUSSION QUESTIONS
How often do you currently review your most important goals - weekly, monthly, quarterly, or rarely?
What is one leading indicator you could track before the final result shows up?
Which current goal should be a firm commitment, and which could appropriately be a stretch goal?
How can you create accountability without turning goal reviews into blame sessions?
When a goal is missed, what questions should your team ask before deciding whether to change the goal or change the approach?
TAKE-HOME ASSIGNMENT
Choose one important goal and create a simple weekly scorecard for the next four weeks. Track 2-3 measures, review them on the same day each week, and write one sentence about what you will continue, change, or test next.
My action step: _________________________________________________________________
