A No-Nonsense Guide to Rolling Out OKRs That Actually Work

OKRs sound simple. But most teams struggle to make them work. They create too many goals, confuse activity with outcomes, and lose focus. Sara Lobkovich explains how to fix that. Her approach is clear. Focus on outcomes, define terms, and start at the top.

Key Takeaways

• OKRs are about outcomes, not tasks. Objectives set direction. Key results measure the impact you want, not the work you do.

• Most companies create too many OKRs. This causes confusion and kills focus. Fewer, clearer OKRs work better.

• Milestones, KPIs, and OKRs serve different roles. Milestones are commitments. KPIs are indicators. Key results are outcome goals.

Notable Quotes

1. “Objectives and key results are a way of collaboratively setting goals where we have an objective that gives us our direction and shared sense of purpose.”

2. “We only call something a key result if it's an empirically measurable progress or outcome goal.”

3. “If we limit ourselves to only setting goals about what's within our control, we're planning. That's not writing OKRs.”

Real World Applications

1. Focus on outcome, not activity

   Example:
   Bad key result: Launch a new mobile app.
   Good key result: Reach 10,000 active users in 90 days.

   The launch is just a task. Users are the real outcome.

2. Reduce the number of OKRs

   Example:
   A marketing team had 25 OKRs. No one remembered them.
   They cut it to 3. Now everyone knows the priorities.

   Less noise. More focus.

3. Use KPIs as warning signals

   Example:
   A support team tracks response time as a KPI.
   When it rises too high, they create a key result to fix it.

   KPIs show problems. OKRs solve them.

OKRs fail when they become task lists. They work when they measure real impact. Keep them simple. Focus on outcomes. And make sure leaders set the example. Done right, OKRs help teams aim higher and stay aligned.

Time Stamps:

00:13 Understanding OKRs: Objectives and Key Results

01:47 Common Challenges in Implementing OKRs

04:35 Defining Key Results and Milestones

08:09 The Importance of Clear Definitions and Terms

18:47 Implementing OKRs Successfully

22:24 Quantitative Assessment and OKR Creation

24:32 Timeframes and Cadence for OKRs

25:53 Levels of OKR Localization

28:58 Change Management and OKR Adjustments

32:41 Retrospectives and Continuous Learning

34:54 Cross-Functionality and OKRs

38:33 Addressing Resistance to OKRs

40:41 Sara's Work and Expertise

42:54 Sara's Book and Resources

43:15 Conclusion and Final Thoughts

Links Mentioned:

• Sara Lobkovich’s Website: saralobkovich.com

• Sara’s Book and Workbook: youareastrategist.com

About The Author

Emily Sander is an ICF-certified leadership coach with more than 15 years of experience in the business world and the author of Hacking Executive Leadership. She’s been featured in several print publications, online articles, and podcasts, including CEO Today Magazine, Leading to Fulfillment, and Leadership Powered by Common Sense. 

Emily has a passion for helping business leaders reach their full potential. Go here to read her story from seasoned executive to knowledgeable coach. If you want to send Emily a quick message, then visit her contact page here.