Template

OKR planning template

Three goals for the quarter, how each one will be measured, and what stops to make room.

90 minutesFor Team leads and leadership teamsAgenda room
Change the agenda first

The agenda, with a time for each part

  1. How last quarter's goals went15 min
    • Which did we hit, and which did we stop caring about?
  2. What matters most this quarter15 min
    • If we got one thing done, what should it be?
  3. Three objectives, at most20 min
    • Would somebody outside the team understand this sentence?
  4. How we measure each one20 min
    • What number would tell us it worked?
    • Where does that number come from today?
  5. What we stop doing10 min
    • What are we doing now that serves none of these?
  6. Who owns each10 min
    • One name for each objective. Whose?

How the notes read afterwards

A made-up example, so you can see the shape. In a real call each line carries the words that were said and who said them.

Last quarter. Two of three hit. The third was dropped in week five and nobody said so.

Objective. New teams get value in their first week.

Measured by. Teams holding a second meeting within seven days: from 34% to 50%.

Running it well

Ways to change it

A small teamForty-five minutes, one objective, three numbers.
Mid-quarter checkThirty minutes: each number, whether it is moving, and what to change.

When to skip it. When last quarter's goals are still the right ones. Keep them, and move the numbers.

Questions

What is an OKR?

An objective and its key results: one sentence saying what you want to achieve, and two or three numbers that show whether you did.

How many OKRs should a team have?

One to three objectives, each with two or three key results.

What happens in the room

Everybody joins from the link, with no account. The agenda sits beside the call and each item fills in with what was said about it, under the name of the person who said it.

More templates

Project status meetingWhere the project is against the plan, what changed, and the decisions needed to keep it moving.Staff meetingEverybody who works here, once a week or once a month: news, numbers, problems and who is doing what.Safety meeting (toolbox talk)Ten or fifteen minutes before work starts: one hazard, what happened lately, and what everybody does differently today.Handover meetingWhen work changes hands: what is in progress, what is promised to whom, and what only the person leaving knows.Strategy offsite (half day)Half a day away from the daily work: where the company is, the few choices that matter, and three priorities for the year.Budget review meetingSpending against the plan, line by line where it matters, and the decisions that follow.Decision meetingOne decision, the choices on the table, and a written record of what was chosen and why.Quarterly planning meetingOnce a quarter: look honestly at the last three months, choose a few things for the next three, and check there are enough people to do them.

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