White Paper Updated April, 2015

Objectives
and Key
Results
Tips from an OKRs coach

by Ben Lamorte
7
common
problems
that OKRs Introduction to Objectives and Key Results (OKRs)
just might fix OKRs Defined
If any of these statements apply
to you, it may be time to explore Why OKRs really took off in 2013?
OKRs.
Benefits of using OKRs
1. My team members cannot
state the company’s business Ten Characteristics of Effective OKRs
strategy and what’s expected
of them to help achieve Examples & Types of OKRs
company goals.
2. I need a way to know my - Example of OKRs: People Operations
direct reports are focusing on
activities that best drive the - Coaching Example: Engineering Team
company forward.
3. We need alignment on Types of Key Results
objectives throughout the
company and especially Steps for getting started with OKRs
across teams.
4. Our performance Step 1: Draft YOUR OKRs
management system does
not help me do my job Step 2: Reflect on existing performance
better.
5. I can’t see how my management processes
contributions help the
company meet its objectives. Step 3: Define success for your OKRs deployment
6. I need visibility into what
“those people in department Step 4: Scope your OKRs project
X” really do.
7. My contributions at work Step 5: Launch your initial OKRs rollout
are neither measurable nor
celebrated. Additional OKRs Resources

Abstract
As the popularity of OKRs took off in 2013, my clients started asking me to recommend a book
outlining how to successfully deploy OKRs. Since I could find no such book, I’m writing a series of
white papers to share best practices, templates, and steps for implementing OKRs. Drawing from
experience coaching hundreds of managers, this first white paper is an introduction to OKRs and
summarizes steps to follow when first deploying OKRs.

In my experience, there is no single “right” way to implement OKRs that works best for all
organizations. Clients tell me that the OKRs process is one of the most important, creative,
and rewarding projects in their business career. Hopefully, these OKRs articles guide you to
measurable progress on your most important goals!

1
Introduction to Objectives
and Key Results (OKRs)
“Employees who can measure their own progress or contribution are going to
develop a greater sense of personal responsibility and satisfaction than those
who cannot.”

-Lencioni, Three Signs of a Miserable Job

OKRs Defined

OKRs is a critical thinking framework and ongoing discipline that seeks to make
employees work together, focusing efforts to make measurable contributions to
drive an organization forward.

OKRs consist of:

Objectives Key Results

A statement of a broad goal, A quantifiable statement that
usually qualitative in nature. demonstrates achievement of
an objective.

It’s easy to come up with objectives. It’s hard to define Key Results. A Marketing
VP can easily state the objective “Increase demand in our solution.” Key results
describe how we will know if weachieved this objective. Taking the time to define
Key Results is one of the most impactful things anyone can do at work. In ready,
aim, fire, objective is ready, aim is Key Results, fire is successful attainment of Key
Results and, thus, meeting your objective.

2
Why OKRs really took off in 2013?

OKRs is not a new management buzzword. Intel and Andy Grove are credited with
introducing OKRs to the business world in the 1980s. Key executives coming out
of Intel spread the word on OKRs. Gary Kennedy left Intel and introduced OKRs to
Oracle in the 1980s, John Doerr left Intel and went on to introduce OKRs at Google.
Recently, dozens of successful companies including LinkedIn, Sears, and Twitter
rolled out OKRs as a goals and performance management platform. So, if OKRs
have been around over 30 years, why the sudden explosion of interest in OKRs?
The short answer: Google.

In early 2013, Google Ventures partner Rick Klau delivered a presentation on how
Google uses OKRs. Klau’s tweet reflects his surprise that his OKRs workshop video
was going viral: @klau tweet:

“My OKRs video just passed 150,000 views. That’s about 149k
more than I thought it’d get”

Benefits of using OKRs

OKRs improves communications, focus, and alignment to drive better business

results. It does so by clearly defining goals, making it clear what’s important across
the organization, and focusing effort on Key Results that deliver on an objective.

John Doerr, a prominent venture capitalist and leading voice in the OKRs
community, described the four general benefits of OKRs in the 1990s:

Disciplines Communicates Establishes Focuses

thinking accurately indicators for effort (Keeps
(The major (Lets everyone measuring progress organizations
goals will know what’s (Shows how far in step with one
surface) important) along we are) another)

3
Here are three specific benefits my clients realize from using OKRs:

1. “Focus is a constant team-meeting theme. We begin with

objectives and focus on Key Results to zero in on measuring
and making progress on our most important goals.”
2. “Teamwork is way better! Everyone on the team and even
on other teams now work toward the same goals (e.g.
customer retention), which is encouraging for everyone. We
all celebrate other team’s results, not just accomplishments
within our own department.”
3. “Learning each quarter works and is palpable when you focus
and explicitly reflect on what you’re learning. To be better
at what you’re doing, you need to look back. Defining and
reviewing OKRs creates a continuous learning environment.”

The basic message is clear. Having teams define their

most important goals and focus their work on achieving
these goals sets the stage for better business results.

Ten Characteristics of Effective OKRs

1) RESULTS, Key Results are results, not tasks. Tasks appear on a “to-do
NOT TASKS: list” and can typically be completed in a day. Key Results
reflect measurable progress by a target date and cannot get
done in a day. Tasks look like: “email a prospect” or “meet
with the new VP of Sales.” No concrete result is expected.
Key Results are not tasks. They look like: “X% increase in key
business metric Y” or “Meet weekly with the VP of Sales and
produce tasks lists” or “10 qualified opportunities added to
pipeline by end of quarter.” Key Results focus everyone on
bottom-line-relevant results, not tasks!

2) SMART: Effective Key Results are Specific, Measurable, Achievable,

Relevant, and Time-bound. Key Results that you cannot
measure are meaningless.

4
 3) FOCUSED: Each set of OKRs should include at most 5 Objectives focusing
on 1-3 Key Results for each objective. With OKRs, less is
more. Focusing on the two or three most critical objectives is
generally better than managing to a list of five.

4) OWNED: Your Objectives should originate from you, the OKR owner, not
corporate mandate. Instead of copying a corporate mandate
or your bosses Objectives, you should consider an Objective
that is within the control of you or your organization and
phrase it accordingly. You achieve more when you develop and
own your OKRs.

5) ALIGNED Effective OKRs measure success. While drafting OKRs reflects

FOR SUCCESS: the owner’s definition of success, OKRs should be refined
based on input from a more senior team member and any
“dependent teams” to ensure alignment and agreement on
what counts as success. Reviewing higher-level OKRs first
provides context and can help with alignment.

6) FREQUENTLY When setting your personal OKRs for the quarter, consider
UPDATED: how frequently you plan to update progress on each key
result. Breaking a Key Result into “baby steps” makes it easier
to make progress, provide updates on progress, and reflect on
how to refine your OKRs for the next quarter.

7) CLEAR: Effective communication can be one of the key benefits of

using OKRs. Effective OKRs are written clearly and concisely
and only include standard acronyms that an average high
school student would understand.

8) POSITIVE: Create metrics where “bigger is better” when possible. OKRs

are typically self-reported, and we want everyone on the
team to look forward to making positive progress rather than
logging “bad” events.

9) GRADED: Effective Key Results include grades that clearly communicate

targets and manage expectations.

10) ASPIRATIONAL: According to research on goal science, workers achieve more

when setting the bar high. Set your highest grade to reflect
a highly ambitious level of achievement that still feels possible.

5
Examples & Types of OKRs

Before rolling out OKRs, it’s useful to see examples of OKRs that follow best
practices and distinguish between the types of Key Results.

Example of OKRs: People Operations

Objective: Measure and improve employee satisfaction with People Operations

while meeting budget constraints.

Key Result: 80 percent of 2015 People Key Result: Obtain a baseline with 200
Operations initiatives completed on valid responses to quantify employee
time and within budget by end of Q4. satisfaction with People Operations.

The first Key Result reflecting percent of “initiatives completed on time and within
budget” was easily created without assistance from an OKRs coach. The second
Key Result started out as “Develop a survey to measure satisfaction with People
Operations.” This second Key Result evolved into its final form with assistance from
an OKRs coach.

OKRs Coaching Tip: An OKRs coach can facilitate the process

of adding grades to each Key Result. Your

Grade your KRs organization should define the standards

for grading. Here’s the grading scheme
my clients use based on a 0-1 scale:
Get coaching feedback to ensure
your OKRs are effective

1 .7 .5 .3 .0
stretch target what we hope to almost what we what we know we no progress; an
that feels nearly achieve; difficult hope to achieve, can achieve with unacceptable
impossible to but attainable but not quite minimal effort result that requires
achieve explanation

6
Example of OKRs with Coaching: Engineering Team
Let’s look at an excerpt from a real OKRs coaching session to illustrate how
coaching can dramatically improve the quality and effectiveness of OKRs. Here’s
an OKR that emerged after a coaching session for the engineering team at a large
software company.

Objective: Measure and improve engineering’s support of Sales

Key Result: Document all Key Result: Obtain Key Result: 60% of
engineering engagements a baseline on the account managers in
with $100k+ prospects technical pass rate 1 region trained and
Grade 1= all documented, metric by end of Q2 certified on product X
.7=all but 1, .5=all but 2, Grade: 1=baseline selling technique by
.3= 1 documented, 0 reported, 0 end of Q2
Grade: 1=60%+,
.7=50-59%, .3=3 or
more trained, 0

Notice how the conversation below begins with a fuzzy objective that evolves into
three well-defined, effective Key Results to reflect how Engineering can support
Sales. The OKRs coach keeps asking questions that are designed to get the
Engineering VP to create an effective Key Result.

Engineering VP: My key objective is to help our sales team achieve their targets.

OKRs Coach: At the end of the quarter, how would we know if Engineering helped Sales
achieve their targets?
Engineering VP: Hmm, that’s a good question. (Pause)

OKRs Coach: OK, can you name a particular customer who purchased within the last
year where Engineering clearly contributed to the sales process?
Engineering VP: Actually, no. But that would be very good data to have. It’s not so
much that we help sales close deals, it’s more like we keep the prospect in the mix.

The Engineering VP went on to propose the following Key Results:

• “Provide sales support for 5 major prospects in Q2”
• “Develop training for sales team by end of Q2”
While these 2 statements are directional, they are not measurable. Let’s look
at how the OKRs coach helped make this first Key Result measurable.

7
Engineering VP: One Key Result would be to provide sales support for 5 major
prospects in Q2.

OKRs Coach: Is there a distinction between a major prospect and a minor prospect?
(make this clear by addressing ambiguity)
Engineering VP: Not really

OKRs Coach: Do you and the VP Sales agree on the definition of a “major prospect”
(ensures alignment across departments is jointly defined)
Engineering VP: Let’s replace “major prospect” with “prospect with $100k+ year 1
revenue potential.” Then we can run this definition by the VP Sales.

OKRs Coach: Have you measured the number of these sales support events in the
past? (to confirm metric history so we know the Key Result is measurable)
Engineering VP: No.

OKRs Coach: What is the intended outcome of Engineering providing sales support?
(probes intended outcome of achieving the goal to focus on results not tasks)
Engineering VP: It results in either a continuing sales process or kills the deal.

OKRs Coach: What if all 5 sales support calls result in dead deals? Will we have
achieved this goal? (boundary condition question to ensure alignment)
Engineering VP: No. The meeting is really not considered a success when we lose
the deal for technical reasons. Maybe we should define this as, “provide sales
support with no more than three $100k+ prospects deciding to not evaluate our
product for technical reasons.”

OKRs Coach: While this is heading in the right direction, the Key Result is now framed
negatively. I recommend the following positively framed version of this goal: Obtain a
baseline on “technical pass rate.” For example, if we have meetings with ten $100k+
prospects and eight of them advance without technical objection, the technical pass
rate is 80%. (ensures Key Result is positive)

The Engineering VP liked the idea of tracking technical pass rate. As a result of this
OKRs coaching session, the Engineering VP agreed to confirm with VP Sales that
technical pass rate is a useful metric to quantify the extent to which Engineering
contributes to sales.

8
Types of Key Results

Key results tend to take three distinct forms: 1) baseline metric, 2) target metric,
and 3) milestone. Here are examples of each type of Key Result drawing from my
experiences with actual organizations.

1. Baseline Metric Key Result:

A Key Result that seeks to obtain an initial value for a metric that will be used to
track progress.

Example: An Accounts Payable department in the early stages of deploying OKRs

realizes that the number of invoices received is a key indicator that can be used
for measuring the company’s efficiency and scalability objective to reduce G&A
as a percent of revenue. However, no one is currently tracking the number of
invoices processed. So, a Key Result takes the form:

Key Result: Count and report the number of invoices received each month

This is a Baseline Metric Key Result, because it is considered to be a very

important metric to track, but there’s no historical data available. In this case,
setting a target value for the Key Result is generally not required; it doesn’t make
sense to set targets until a baseline has been established.

2. Target Metric Key Result:

A Key Result that seeks to obtain a certain level of change from the baseline.
Let’s look at the three types of Target Metric Key Results: positive, negative,
and threshold.

2.1 Positive Target Metric:

A Target Metric Key Result where more is better.

Key Result: 40 blogs posted by end of June

This is a Target Metric Key Result since it specifies a numerical target. It is a

positive target metric since it is good to go in a positive direction. That is, 39 is
better than 1.

9
2.2 Negative Target Metric:
A Target Metric Key Result where less is better.

Example: The VP of Accounting produces financial statements each quarter with

a total of just 12 material errors over the last 10 quarters for an average of 1.2
material errors per quarter. The CFO feels 1 is a good target and 2 errors is
acceptable, but 3 or more material errors in one quarter is not acceptable. The VP
wants to ensure reports meets accurate standards, so a key result takes the form:

Key Result: No more than 2 material errors in quarterly financial

statements.
This is a target metric since it specifies a numerical value target. It is a Negative
Target Metric Key Result since it is good to go in a negative direction. That is, 0 is
better than 2.

OKRs Coaching Where possible, frame Target Metric Key

Results positively. Remember, you get what

Tip: Keep it you measure. This is your opportunity to

create a more positive culture where we’re

Positive trying to get more of a good thing rather

than trying to avoid bad things.

2.3 Threshold Target Metric:

A Target Metric Key Result with a range defined by a minimum and maximum
acceptable value.

Example: The VP of a consulting team provides services billed on an hourly basis.

In order to be cost effective, the VP wants her team to be billing at least 60%
of their time each month. She calls this metric “consulting utilization rate.” She
knows that her team needs time for internal meetings and non-billable activities.
Once a utilization rate surpasses 90%, it negatively impacts job satisfaction and can
even negatively impact the quality of services. So the key result takes the form:

Key Result: Maintain a monthly consultant utilization rate between 60%

and 90%.”
This is a Threshold Target Metric Key Result since it specifies an acceptable low
numerical value and an acceptable high numerical value that serve as thresholds
to specify the metric’s target range.

10
3. Milestone Key Result

A key result that cannot be expressed as a Metric Key Result.

Example: The VP of Sales is responsible for establishing a market presence in

Australia by opening a new office in order to establish a presence in the region.
The VP is not responsible for opening multiple offices, only one. The Key Result
takes the form:

Key Result: Open a branch office in Australia with a full-time staff member
at the office during business hours to support our first customer in the
region.
This is a Milestone Key Result since it cannot be set up a metric. Milestone Key
Results can and should be broken down into smaller steps such as:

Sign lease to Hire full time Translate Sign first

secure office staff member product pricing customer in
space to manage to Australian Australia
Australia office currency

OKRs Coaching Tip:

Balancing Optimizing
Tasks with Goal
Goals Resolution
Setting up Key Results that The team at BetterWorks recently launched
look more like tasks rather a Goal Science White Paper that analyzes
than goals is quite common best practices for defining Milestone
with Milestone Key Results. Key Results: “Goal science best practices
Use OKRs coaching in the include updating goals frequently so small
early stages of your OKRs wins are continually captured. They also
rollout to help your team include creating goals with appropriate goal
define Milestone Key Results resolution, for example, approximately one
that reflect real progress. milestone every one-to-two weeks”

11
Steps for getting
started with OKRs
Getting the workers in your organization to use OKRs may involve a fundamental
change to how they approach work. If you’re planning to lead a cultural change
at your organization, it’s critical that you begin with a deep understanding of the
new system. You’ll also want to obtain a baseline so you know where you are
before proposing any improvements.

Here’s a summary of the 5 key steps all organizations should take when rolling
out OKRs.

Step 1: Draft YOUR OKRs

I often get questions like, “How can we get going with OKRs?” or “How do we know
if our organization can really benefit by rolling out OKRs?” or “Our engineering
team has Jira and already does weekly sprints, so they won’t want to do OKRs,
and since engineers are a large part of our organization, I don’t think we’re a good
cultural fit.”

All of these statements are excuses for delaying the inevitable: figuring out what
you should actually be doing and making real progress at work.

Here are 5 questions to motivate you to draft your OKRs:

1. Are you focusing on the most important activities at work each day?
2. If you had $200k more budget to launch a new project, do you know what it
would be?
3. Can you name the 3 things you did last quarter that made the most impact?
4. Can you describe an example of a project that you started on but were able
to quickly stop working on once you realized it was no longer a priority?
5. Do you track at least one metric and update it at least once per quarter so
that you see a bar go up consistently to reflect your team’s progress?

12
Exercise: Draft YOUR OKRs

• If you’re a CEO, write down the company-level OKRs.

• If you’re a people leader, write down your team’s OKRs.
• If you’re an individual contributor, write down your own OKRs.

Defining a decent set of measurable results can be very difficult. If you can do it on
your own, great, but for most of us, getting feedback from a peer or experienced
OKRs coach can be invaluable when getting started with OKRs.

OKRs Coaching Tip:

I’ve helped over 100 professionals
from dozens of organizations draft
their OKRs. In an effort to remove the

try working with barriers to getting started with OKRs,

I am offering one free 30-minute

an OKRs coach OKRs drafting session to anyone

new to OKRs.

Step 2: Reflect on existing

performance management processes

Remember, OKRs are not the same as annual performance reviews. Nor do OKRs
replace an existing corporate performance dashboard application or project
management system.

During my presentations on performance management, I often ask these

questions in a group exercise:

GROUP EXERCISE: How effective is your current

performance management system?

A B C
Not effective Seems effective to Effective for me
someone, but not me

13
Performance management solution providers seek to expand usage and adoption
of their products across departments and to individual contributors. However,
after surveying 100s of attendees at conferences, only a few have responded with
C - Effective for me. The first C responder happened to use OKRs while working at
Zynga. He claimed that even though his experience with OKRs was not all positive,
it was the only time he felt that a performance management system was actually
designed to help him do his job better rather than simply to create dashboards
and reports that looked good in management meetings and board presentations.

It’s quite ironic that many OKRs projects fail due to a lack of agreement about the
goals of the OKRs project itself! It is critically important to define what would have
to happen for your performance management system to be a success AND to
determine whether you want performance management to focuson reporting and
compliance or improve decision making and document positive impact as reported
by employees and customers.

Step 3: Define success criteria

for your OKRs deployment

Begin with a critique of your existing system by identifying what’s working and not
working. Then define what a successful system looks like at your organization.

How would you define success of a goals and performance management

platform? I highly recommend taking Stephen Covey’s advice to “begin with the
end in mind.” Putting in just a little time upfront to agree and confirm what you
want to see happen as a result of deploying OKRs will increase your chances of a
successful OKRs implementation.

Here are five examples that cover some success criteria themes I’ve heard over the
last 10 years. Would you consider any of the following results a success?

1. Define company metrics: monitor, and publish top 5 company-level Key

Performance Indicators
2. More visibility into performance and metrics at all management levels
3. Metrics-driven culture where team meetings begin with review of metrics
4. More alignment/employee engagement: workers can more clearly
quantify contributions to company level goals
5. More focused management: Managers can document their direct reports
are focusing effort on Key Results that drive the company forward

14
Brainstorm and document your OKRs project success criteria with key leaders.
As your refine and focus this list of criteria, consider using Key Results to define
the achievement of your OKRs project objective. Then, present and confirm your
success criteria frequently with everyone involved.

In addition to some generic material on OKRs,

OKRs COaching consider using OKRs to communicate success

criteria for your OKRs project at your kickoff

Tip: Use OKRs presentation. Using OKRs to define the purpose

of the project gives everyone a firsthand

to do OKRs! experience of listening to someone speak

about their business in the language of OKRs.

Step 4: Scope your OKRs project

Here are some questions designed to serve as inspiration to help you develop your
project scoping document. An OKRs coach can quickly help you scope your project
and define a phased implementation plan.

1. What is the scope of your initial 4. Who will drive OKRs at your
OKRs deployment? company?
a. Entire company a. COO / VP Operations
b. Single business unit b. CEO
c. Single department c. CFO / VP FP&A
d. Few individual contributors d. Head of Human Resources
e. Other
2. How deep into the organization will
we use OKRs? 5. OKRs cadence
a. Executives only a. Most organizations set OKRs
b. All people Leaders quarterly. Does that work for
c. Individual Contributors you?
b. Will OKRs be used to begin team
3. OKRs sequencing meetings?
a. Top-down: start at C-level,
cascade down to direct reports 6. What additional resources will
b. Bottoms-up: start with team support OKRs?
leaders, get C-level approval a. OKRs software?
b. OKRs coaching/training?

15
Step 5: Launch your initial OKRs rollout

Once you’ve scoped your project, most successful deployments begin with a
phased rollout plan. Here are some key tips to making your initial rollout a success:

1. Timing and Phases: Agree on a defined time period in the 3-6

month range for the initial phase. Begin with company and
team-level OKRs. Explore OKRs for individuals at a later phase.
2. Be open to a no-go decision: Unless the project sponsor is the
CEO, you’ll want to allow for the possibility that OKRs are not
a fit for your organization or may be best used within a subset
of your organization’s teams and/or business units. Consider
naming phase 1 the “pilot program” to reflect that you’re
testing out the approach.
3. Document success: Your internal OKRs project lead or your
OKRs coach should document key takeaways that emerge
directly from the OKRs process in a single location.
4. Project Launch: Include all participants at a project launch
that may include 1) a presentation of company level OKRs
if available and 2) drafting of objectives with at least one Key
Result for each participant. Provide some context to define
and validate success criteria for the OKRs pilot phase.
5. Use coaching to get it right the first time: Work with an
OKRs coach for two 1:1 sessions to draft and refine OKRs.
Ask your OKRs coach to facilitate alignment meetings and
finalize OKRs with a supervisor. In cases where OKRs cross
departments, ask your OKRs coach to facilitate a session to
jointly define OKRs that cross teams.

Once you’ve completed these 5 steps for getting started with OKRs, you will
want to explore how best to sustain and improve your company’s use of OKRs
going forward. Future white papers will include best practices for sustaining your
OKRs project, as well as more examples of OKRs by function, case studies from
organizations willing to share tips for rolling out OKRs successfully, and an analysis
of the emerging OKRs software vendor landscape.

16
Preliminary titles include:

1. OKRs During Your Annual Budgeting Process

2. Quarterly OKRs Review to Build Teamwork and Increase Momentum

3. OKRs Start at the Top -- CEO Leadership Sets the Tempo

4. OKRs for CEO Direct Reports -- Pick up the Tempo and Pass It On

5. OKRs for Operating Departments -- OKRs Lead to Efficiency and Quality

6. Conducting an OKR Review Meeting for Maximum Benefit

7. Using OKRs to Define and Sustain your Corporate Culture

8. Using OKRs to Implement OKRs -- A Sample and Tips for Success

Please contact me, [email protected], to explore how to

optimize OKRs at your organization. I’m pleased to share some
additional resources for those interested.

17
Additional Resources
Books
1. High Output Management by Andy Grove introduces OKRs
2. How Google Works by Eric Schmidt & Jonathan Rosenberg, with Alan Eagle,
details Google’s use of OKRs

Articles & Slide Decks

1. How to Make OKRs Actually Work at Your Startup, Learn how Swipely
implemented OKRs using Work.com to grow from 80 employess to a $1B
company
2. Dr Gail Matthews Dominican University Research: “People who wrote down
their goals, shared this information with a friend, and sent weekly updates to that
friend were on average 33% more successful...”
3. Never Before Disclosed Oracle Planning Techniques by Jeff Walker, Oracle CFO,
describes Oracle’s use of MOKRs (Mission Objective Key Results)
4. Sears Holding Company Study Concludes OKRs Impact the Bottom Line, Research
concluding OKRs increased revenue by 8.5% and increased odds of getting promoted

Videos
5. Google Ventures Video featuring Rick Klau on OKRs, 80-minute workshop detailing
how Google uses OKRs
6. Small Wins (authors of the Progress Principle), Harvard research analzying the
importance of making progress at work
7. Simon Sinek - Biological explanation of why OKRs work
8. Executioner’s Tale: 20 minute video by Christina Wodtke, Fable of how OKRs
saved a small startup

Social Media
1. OKRs LinkedIn Group Network with OKRs users, vendors, and analysts
2. Quora OKRs Topic Get the latest questions and answers from OKRs experts
3. The OKRs Blog Get my latest tips for implementing OKRs

About Ben Lamorte and OKRs.com

Ben Lamorte coaches business leaders to define and make measurable progress
on their most important goals. Building off his success helping hundreds of
managers draft and refine their team’s OKRs, he founded OKRs.com.

Ben holds a graduate degree in Management Science and Engineering from

Stanford University and has 15 years of experience as a management consultant,
sales and marketing executive, financial modeler, and OKRs coach. Recent
engagements include 1) applying the OKRs methodology to identify company
and team-level performance metrics for a mid-sized government contracting
organization, 2) coaching 50 team leaders to draft and refine their OKRs at a
leading education software company ,and 3) designing and implementing a
coaching program for F100 organization to improve the quality and impact of
OKRs. Email: [email protected].