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How to Write OKRs That Don't Suck
The amount of overwhelming instruction on OKRs is exhausting. So, we will walk you through how to structure a proper OKR, without all the fluff.
Transcript
Alright, so we're back in the virtual lab talking
Stephen N.:about some OKR creation
KJ:How to write OKR's that don't suck.
Stephen N.:Yeah. Can we just acknowledge how much crappy
Stephen N.:information exists? Some of it? We've created ourselves.
Stephen N.:Everybody's kind of Yeah. Yeah. Like, I mean, it's a process.
Stephen N.:There's so much bad information out there.
KJ:Yeah, it's the minute you open your computer. It's like a
KJ:wave of garbage flowing into your face. Dead banana skins.
KJ:You know? Just crap.
Stephen N.:Yeah. And, and it's because you have to fail at this
Stephen N.:stuff to actually get it right. It's proven true. I mean, we
Stephen N.:started a damn company about it, and we've screwed it up.
KJ:Yeah. What's funny, though, is like, the people that don't
KJ:acknowledge the screw ups really make me laugh. You know, they're
KJ:like, we have it all together. It's like, no, that that means
KJ:you have nothing together. We're we're top notch at this stuff.
KJ:It's like that. No, you're definitely not then.
Stephen N.:Yeah. Well, you know, it's the attempt, though.
Stephen N.:You got to start somewhere. Yeah, you gotta be honest with
Stephen N.:yourself. I mean, we're being very honest. We're saying. We're
Stephen N.:learning as we go and putting things in the right bucket and
Stephen N.:labeling things correctly. And measuring correctly. And what's
Stephen N.:a key result? What's not a key result? Like it's important, but
Stephen N.:once you kind of Once it clicks, it clicks. And then if then the
Stephen N.:goal is really getting it to click at scale.
KJ:Yeah, yeah. Because the garbage man, outside. They've
KJ:come in to collect this podcast,
Stephen N.:we're coming to drop off a bunch of key results that
Stephen N.:are out on the internet. Yeah. My favorites, just the ones that
Stephen N.:are like, I mean, you he could Google up some examples, or
Stephen N.:Google some examples, but the ones that just list like, write
Stephen N.:five blog posts. Yeah. Schedule for meetings with my colleagues.
KJ:Yeah, the vagueness is really great. Yeah.
Stephen N.:attend an event. Yeah. That's really
Stephen N.:groundbreaking stuff
KJ:attempts attempt to get out of bed. Yeah, it's almost
Stephen N.:like you know, when you when you like, create a to
Stephen N.:do list and the first thing you put on your to do list is create
Stephen N.:the to do list. Yeah. And then you check it off. It's like it's
Stephen N.:a retroactive dopamine hit that you're trying, you're forcing by
Stephen N.:doing something that sets the bar unbelievably low.
KJ:Yeah, yeah. But what we should probably say, you know,
KJ:is that the let's, let's try to dissect why that happens. And
KJ:here's my Terry. I think, why that happens is because OKR is
KJ:all about momentum. And you can only build momentum with
KJ:confidence. And you build confidence with dopamine hits.
KJ:So people know what to do. They love and they're confident in
KJ:what they know. So that's immediately what they go to, if
KJ:you ask them, like, write a key result, like, Gee, I don't know
KJ:what, but what just write down what we should do next quarter,
KJ:they go, Oh, well, I think we should improve the onboarding
KJ:process and, and create a survey and, you know, interview the
KJ:product managers about the survey. And it's like, Oh,
KJ:right. So they start immediately listing out all the crap that
KJ:they want to do, and they know how to do and they've been
KJ:meaning to do it, but they haven't got around to it. That's
KJ:immediately what people do. And then they just label them as key
KJ:results. This is all the crap, you know. And they're done.
KJ:Okay, done. That's my theory. That's my theory about what
KJ:happens.
Stephen N.:Yeah. I mean, we did it ourselves. We did it. I did
Stephen N.:it ourselves.
KJ:We were like, We got to create a website. Okay. That's a
KJ:key result.
Stephen N.:Yeah, we got to integrate the thing. We got to
Stephen N.:build the feature. We got to build, you know, build a blog
Stephen N.:post. Like we we did it ourselves, which is hilarious.
KJ:Yeah. And then we're like, we're great, aren't we? Yeah.
KJ:pat on the back.
Stephen N.:Yeah, we go in and then we meet we meet about it.
Stephen N.:We all look at each other. It's like, Oh, do we actually do the
Stephen N.:thing? I don't know. Yeah, I did that. Oh, no, everything
Stephen N.:changed. I couldn't do that. You know, it's like you're
Stephen N.:recovering are we're justifying our own existence, in a little
Stephen N.:operation that we have here. So it's funny, but it's true. It's
Stephen N.:like go be honest with yourself and ask yourself why Why are we
Stephen N.:trying to do these different things? And what is it going
Stephen N.:going to actually improve? Is it just that, hey, my job is a BDR,
Stephen N.:I pick up the phone, I pick up the phone, and I call 50. Guys,
Stephen N.:and I send 50 emails, and that's what I do every day. And I get,
Stephen N.:you know, 10% connects, and I get a meeting in five meetings a
Stephen N.:week. Okay, and I could go on, and I could do that for the rest
Stephen N.:of my life. Okay, that doesn't sound like a sounds like a
Stephen N.:miserable existence. But where's the improvement there? What do
Stephen N.:you want to improve? There are particular things you do you
Stephen N.:want to improve the result of getting meetings? Do you want to
Stephen N.:improve? Like, anyway, that's just a crappy example. But you
Stephen N.:know, asking why we want to do different things and getting
Stephen N.:very selective. And then breaking that down into
Stephen N.:outcomes. That's the key.
KJ:For example, yeah, yeah. So let's, let's take that, you
KJ:know, okay, you've written down a whole list of crap that you
KJ:have to do or that you've always wanted to do. Now, it's about
KJ:recognizing the pattern, you know, determining which of these
KJ:so you group them, you know, which of these are, you know,
KJ:similar, and would actually be related to one another. And you
KJ:use your, you know, inductive thinking to try and associate
KJ:them and you group them, and then you label the groups. And
KJ:then you can all look at them and say, as a team, if you're
KJ:doing this as a team, which we always did sort of as teams, you
KJ:look at all this crap, you just written down and go well, which
KJ:is the most important here, like which most worthwhile? It seems
KJ:like, this is what I what does everyone think? And then you
KJ:sort of debate it, and you go, yeah, I think you know, what, we
KJ:wrote a lot about improving the onboarding process. There's the
KJ:objective, what do we want to achieve? Want to create a badass
KJ:onboarding process for new customers? Great. Next step,
KJ:quantify it. That's it, that's the key result is the
KJ:quantifying of the objective. So what you're doing, it's putting
KJ:a numeric value to the objective, that you can then
KJ:through the process of a quarter, a certain time box
KJ:cycle, you know, if you will, you attempt to improve the
KJ:metric? So quantify how we're going to create a badass
KJ:onboarding process? Well know, what KPIs do we currently use
KJ:for onboarding, you know, time to value or, you know,
KJ:engagement rate, I don't know you have, list them all out and
KJ:do the same thing. Choose to be selective, choose the ones that
KJ:know, you think representative.
Stephen N.:Yeah, and the ones, the the control versus influence
Stephen N.:part is, is important too. Because you can pick up you can
Stephen N.:control, creating five web pages, you know, or creating a
Stephen N.:new deck for the onboarding experience, you can't control
Stephen N.:how that's received the satisfaction of it, the
Stephen N.:engagement of it, there's, you know, maybe that's not the best
Stephen N.:example. But like, the the key results paired with, you know,
Stephen N.:initiatives and action. That's, that's where the magic happens.
Stephen N.:Because like everybody, you know, to use the consumer
Stephen N.:example, key result is I want to, right now weigh 250 pounds,
Stephen N.:and I want to wait to 15. Great, that's a great key result,
Stephen N.:reduce your weight by whatever 40% 20%. Well, to do that, what
Stephen N.:do I need to do? Well, maybe go into the gym 10 times would be a
Stephen N.:great start, or doing some sort of physical activity, something
Stephen N.:new, not not the things that I do every day, stop eating
Stephen N.:leftovers, or getting second helpings, like, whatever it
Stephen N.:might be like, what's the actions that you're going to
Stephen N.:take? Right?
KJ:And that's where the teams, that's where you're empowering
KJ:teams, we talk about empowerment? No, our approach
KJ:here is to determine collectively what direction
KJ:you're heading in, and then give the teams or in your case, the
KJ:overweight person, that the teams the autonomy to decide how
KJ:to get there, how to move that metric, okay, we have to move.
KJ:We have to decrease customer churn. That's the direction
KJ:we're going, that's how we're going to measure it. And it's
KJ:going to be objective, we're not going to try and, you know,
KJ:undermine the numbers somehow by changing things in Salesforce.
KJ:We're gonna, like, try to move that objective. So what are we
KJ:going to do? Experiment, that's the, that's the fuel that you
KJ:need to try and influence the metric you've agreed upon. It's
KJ:experimentations deciding Well, let's try this. Let's try that.
KJ:That didn't work. Okay. Let's try something else.
Stephen N.:Yep, that's what it's that's what it is, is just
Stephen N.:trying to identify the biggest his priorities, the things that
Stephen N.:you want to improve. And taking a crack at it, and doing
Stephen N.:something different, and trying something new, I think that
Stephen N.:that's important. It's like, you got your day to day stuff, you
Stephen N.:know, everybody's got to pick up the phone, talk to customers,
Stephen N.:you know, do write code, build pages, you got all your stuff,
Stephen N.:but like, there's, there's time to extend yourself and push your
Stephen N.:your limitations, because for every growing company, that's
Stephen N.:what you got to do, you got to, you got to go above and beyond,
Stephen N.:you know, these, these b2b SaaS companies that are no longer
Stephen N.:startups and they want to, you know, hit that next phase of
Stephen N.:growth, like you got to, you got to continuously improve. That's
Stephen N.:what this is. This is like continuous improvement, and
Stephen N.:changing behaviors and driving measurable outcomes.
KJ:Yeah. But if you make your key results, outputs or
KJ:initiative, or just any sort of actionable, you know, task or
KJ:effort, instead of an outcome, and the outcome is, you know,
KJ:the actual behavioral change that drive the result, you make
KJ:your key results, like, create five blog posts, what a lot of
KJ:crap, you know, if you make that your key results, not only it
KJ:incurs a series of problems, it incurs a problem of, well, what
KJ:if halfway through your quarter, things have changed. And now you
KJ:have to pivot, but you've already committed to writing
KJ:five blog posts. So what now have committed to doing this key
KJ:results, and now I have to do something else, and you can't
KJ:just simply change it, you know. So also, maybe it's like a
KJ:domino effect. Maybe you write key results that are all action
KJ:orientated. And if you don't do the first one, then you can't do
KJ:the next three, you know, so just get out of that routine of,
KJ:you know, when you quit when you write a key results, and you're
KJ:going to try drafting them and you, you know, it's a scale.
KJ:It's like riding the bike, you're not going to get it right
KJ:the first time, but look at the key results and go, Are these
KJ:just things like tasks I can do? Are they actual measurements? Do
KJ:they have a measurable number, like a metric that quantifies
KJ:this objective? Like, can? Are these key results? The question
KJ:is, you know, how do I know when I've met this objective? Like,
KJ:what's the number that gets influenced? When I've met this
KJ:objective? That's the key results. Everything else is the
KJ:effort that you do.
Stephen N.:So what are some ways to kind of prevent poor key
Stephen N.:result? Creation, if you're, you're you're meeting with your
Stephen N.:team and teams are doing their 2022 planning, and they're
Stephen N.:coming up with all their different key results. And
Stephen N.:there, they got a laundry list of all these different KPIs that
Stephen N.:they could potentially plug in and like, and they're starting
Stephen N.:to draft them in the right num, and they're piecing it together?
Stephen N.:And like, how can you prevent from from preventing yourself
Stephen N.:from locking yourself into something that might not matter
Stephen N.:halfway through the quarter? Like what are like, what are
Stephen N.:some of the things that you can ask yourself, like to prevent
Stephen N.:that from happening proactively?
KJ:Yeah, well, I think it's a, it's a team exercise. So you
KJ:have to ask the team, broadly, you can be the the leader
KJ:hearing go. We're using this KPI as our key results. Everyone,
KJ:you know that, that just demotivates every person in the
KJ:room. So it's a team exercise, and just like determining any
KJ:sort of prioritization, you, you lay them all out, and you group
KJ:them together. Ideally, there's a KPI that you have already set
KJ:in place that measures something already, that's in danger or not
KJ:in danger, maybe, let's call it, you know, not where it's
KJ:supposed to be. So you can identify a few five key KPIs for
KJ:the onboarding process in your company. And one of them is
KJ:satisfaction rate. And that's not where it's usually should be
KJ:about 80% and it's down at 40. Well, then you already know if
KJ:you can easily identify and prioritize. If you just look at
KJ:the KPIs and see which ones aren't where they're supposed to
KJ:be. But if they're all where they're supposed to be, maybe
KJ:don't even need to choose one then. So, I don't know. What do
KJ:you think what are ways to to get key results, you know, to
KJ:choose the right one?
Stephen N.:Well, I mean, I think the most simple simple
Stephen N.:example that everybody can relate to is revenue. Right?
Stephen N.:Everybody, everybody, annual recurring revenue, you know, for
Stephen N.:b2b SaaS companies is the most critical metric, or monthly
Stephen N.:recurring revenue if you do monthly programs, or monthly
Stephen N.:products, but, you know, you're at, say, 5 million or 10 million
Stephen N.:annual recurring revenue, and you're trying to get to 20
Stephen N.:million, right? Like, that's, that's always like the top
Stephen N.:priority for any business because businesses exist to make
Stephen N.:money. But that can't be the only metric that gets measured.
Stephen N.:And there's a lot of touch points and a lot of things that
Stephen N.:happen from you know, that that journey, but if you're looking
Stephen N.:at it objectively, and you say, alright, we want to, we want to
Stephen N.:grow revenue, and be a highly profitable company, like, that's
Stephen N.:our objective. And we were going to measure success by revenues
Stephen N.:from 5 million to 10 million, or 10 million to 20 million,
Stephen N.:whatever it might be. And you might look and say, Well, if we
Stephen N.:just keep we've been growing at 100%, doing we've been doing,
Stephen N.:like, great, maybe we don't we just keep going, and that's
Stephen N.:fine. Or but maybe you look at a number and you go Yeah, Harry,
Stephen N.:our VP of Sales ain't going to get us there. We like we need to
Stephen N.:hire a chief revenue officer that's been there done that, or,
Stephen N.:as an example, like, that's an initiative that you can, you
Stephen N.:know, add to the mix. But I think baselining those numbers
Stephen N.:is important. So you can always have a starting point in
Stephen N.:comparing apples to apples when it comes to these metrics,
Stephen N.:right? Like you mentioned, satisfaction, like, what what is
Stephen N.:that number? Where do you derive that number from? Do we do a
Stephen N.:survey? Are we going to use the same survey? Three months from
Stephen N.:now, like, you gotta have a baseline metric? And you have to
Stephen N.:be able to consistently reference that that's, I can
Stephen N.:tell you like, from a marketing standpoint, that's the biggest
Stephen N.:challenge is Apples to Apples measurements. Because, yeah,
Stephen N.:hey, I want you know, a million new leads. Alright, great. Yeah,
Stephen N.:maybe like we're quality leads, like you, if you're not
Stephen N.:measuring the same things, consistently, you can gain the
Stephen N.:system, you know, yes. But that gets a little bit more nuanced
Stephen N.:in the funnel, I would say. But yeah, it's important to just
Stephen N.:say, here's the link to the, to the report, and that's the one
Stephen N.:we're going to look at, and the one we're going to track the
Stephen N.:dots going up and down, whatever. And, and it's
Stephen N.:unequivocal, it's unambiguous. It's very clear, that is the
Stephen N.:report.
KJ:And I think he touched on something which was that, you
KJ:know, unless you have a balance in key results, you will really
KJ:not encapsulate a holistic view of performance. So by that, I
KJ:mean, if you're only measuring, it's very easy to go straight to
KJ:revenue as a measurement, because it's unanimous, every
KJ:human knows what money is. So like, it's easy to go to
KJ:revenue, but you need to pair it with quality so that you have a
KJ:balance, because you could grow revenues by X percent. But what
KJ:if you're not incorporating retention? Now, what if you're
KJ:just focusing on new SAS, but all your customers that you got
KJ:last year are churning. So you know, you have to, and it's
KJ:difficult to measure quality, or come out and say this really
KJ:difficult, but nothing, everything can be measured.
KJ:It's, it's whether the measurement is effective or not,
KJ:there's so measurements and metrics that are more effective
KJ:than others. But as we spoke with our our CTO, it's sometimes
KJ:very difficult measuring engineering activities, but it's
KJ:still worth measuring them, you know, it's, it's still worth
KJ:having a bad measurement, then no measurement, unequivocally
KJ:because at least you can learn, you know. So the two tips there
KJ:as to add onto yours are that you should pair your key results
KJ:have more than one basically, I think at least two so that you
KJ:have a balance between quantity and quality. And also have the
KJ:metrics there, even if they're, they don't encapsulate every
KJ:single thing and effort you put in, at least you have a metric
KJ:that as you say, you can track over time, you can objectively
KJ:analyze, and try to learn from them, as you spoke about at the
KJ:very beginning of the song, it's all the OKRs are just all laid
KJ:out a movement of continuous learning.
Stephen N.:And the third one I would add to that is health.
Stephen N.:Right quality, quantity and health. It's like, Alright, I
Stephen N.:want to say I want to increase lead count. Okay, I want to go
Stephen N.:from 1000 to 2000. Great, that's awesome. based metric, I want to
Stephen N.:improve the quality. Okay, great. So say you improve your
Stephen N.:targeting, and you go right in LinkedIn, and you hone in on a
Stephen N.:particular segment and you just nail it. Right? So you hit the
Stephen N.:quality, you check the quality box, but you could piss off, a
Stephen N.:lot of people in the health of your customer interaction can be
Stephen N.:reduced significantly, if you show up to the website, and
Stephen N.:there's just forms everywhere. And things dinging and, you
Stephen N.:know, sign up here. It's like, yeah, you might increase volume.
Stephen N.:Yeah, you might even increase quality. But you might piss off
Stephen N.:a good segment of your customer base. You know, like, that's not
Stephen N.:healthy. It's not a healthy and it's the same with employees.
Stephen N.:It's like, okay, yeah, we want to increase revenue from X to Y.
Stephen N.:Great. We want to increase, you know, our market share in this
Stephen N.:particular segment. Great. But if we're burning everybody out
Stephen N.:the health of our people whose sacrifice or jeopardize like, is
Stephen N.:it worth it? Probably not. At some point, everybody can, you
Stephen N.:know, say, uncle? You don't you want to get out in front of
Stephen N.:that. You don't want to wait till it's too late. You know,
Stephen N.:I've suffered from burnout before. You don't want to, like
Stephen N.:your health is key, it's probably the most important
Stephen N.:thing. Yeah,
KJ:that's great. That's great examples of just those metrics
KJ:and how to balance them, definitely don't make the
KJ:mistake of all financial performance metrics, because
KJ:they are the first things that come to mind. And naturally,
KJ:you'll have them and it's important to have them but that
KJ:balance is critical. If you want to sustain your business, your
KJ:OKRs your people, you know, if you want more sustainable
KJ:growth, it's it's about balance.
Stephen N.:Yep. So I like for companies now that are creating
Stephen N.:their annual ones. So they got the ideally the one at the top,
Stephen N.:the tippity top that sort of collects and aggregates the
Stephen N.:business. Is that is that do you aggregate key results across all
Stephen N.:your different groups? Do? You know do you do get selective
Stephen N.:about different ones quality quantity help you talk about
Stephen N.:customers and people and business performance? Like how
Stephen N.:do you kind of reconcile those different aspects of your
Stephen N.:business and surface? The right ones to the top? Yeah,
KJ:look at well, there's two parts to that question.
KJ:surfacing the being selective and surfacing the right metrics
KJ:to the top is a difficult process, it's unbelievably
KJ:difficult, because you have to say, now, it's like, having 10
KJ:Great ideas and only being allowed to pick one. So OKRs are
KJ:about saying no, or at least not right now. So that's really
KJ:going to be a difficult process. And it requires a lot of debate.
KJ:But as you're saying, absolutely, we advocate here for
KJ:simplicity with this stuff, like you can't make the mistake of
KJ:trying to do five OKRs at the top and all these key results.
KJ:No, just choose one, as you say, one OKR sits at the top of the
KJ:company, very clear objective. And it's got three key results.
KJ:And those are, you know, across as we maybe just said, your
KJ:business, or maybe your you know, your financial
KJ:performance, your customers and your employees. Start there, you
KJ:know, if you want to add more for different business lines,
KJ:you know, and you have to adapt them fine. Okay. But, you know,
KJ:try to get boiled down to something as simple as that.
Stephen N.:Yeah, I mean, yeah, I mean, if you think about it,
Stephen N.:like the ideal pairing, and I may be curious to know what your
Stephen N.:thoughts are. But like, if I was only given three key results for
Stephen N.:this company, and say this company was to 300 people at 22.
Stephen N.:Yeah, if I, if I was only given three, we would obviously get in
Stephen N.:a room and we would debate it. But if it was just my decision,
Stephen N.:it would be revenue, like, what's the quantity? The
Stephen N.:quantity of dollars that we brought in? It would be churn?
Stephen N.:are we retaining our current customers? And are we keeping
Stephen N.:it? I actually know, I would say negative churn. What's the
Stephen N.:quality of both our interactions with existing customers and
Stephen N.:growing existing customers like negative churn would probably be
Stephen N.:the way I would measure quality, and then employee satisfaction
Stephen N.:and just do a quarterly survey or an annual survey or, you
Stephen N.:know, that would be the initiative but like, I would
Stephen N.:want to benchmark that, that number, maybe even do like use
Stephen N.:the Q 12, the Gallup q 12. And just use that as your benchmark
Stephen N.:and just say, well, this is this is what this is how we measure
Stephen N.:success and then And those, those three right there, if you
Stephen N.:had a company that was growing revenues, if you have a company
Stephen N.:that's expanding your customers, and you had a company where your
Stephen N.:Q 12 Number is, like, above a nine, you get a damn good
Stephen N.:business, no matter what you're doing. You know,
KJ:but no matter how really big you grow, those are the three
KJ:components that are always there. You know, like, I guess
KJ:you can go up to these massive company, but, you know, for, for
KJ:tech companies growing. That's it. You just, you've just
KJ:outlined the three key components, why not just put the
KJ:OKR together with that? And that's it, then you don't have
KJ:to worry about communicating 50 Vogan, OKR? One, there it is.
Stephen N.:Yeah, now everybody has, they can see how they fit
Stephen N.:into that, like, alright, well, I need to not waste money, I
Stephen N.:need to help the company make money, I need to ensure that
Stephen N.:these customers are happy. And I need to, you know, not be an
Stephen N.:insufferable asshole to my colleagues. Right? You can
Stephen N.:anybody can connect the dots. And I think we just did all the
Stephen N.:annual planning for every business on the planet right?
Stephen N.:Now, just just take that template and plug it in, it's
KJ:free as well, if you just listen to the podcast,
Stephen N.:but you know, below the surface, like that's
Stephen N.:perfection, right? Like if you just nail it, but like below the
Stephen N.:surface, the problem is, is, you know, your customers are turning
Stephen N.:and growing revenue is difficult. And your people are
Stephen N.:leaving, right, like we painted a rosy picture. But in reality,
Stephen N.:there's, there's a lot of problems that every like, even
Stephen N.:ourselves, like we need to grow revenue, we like I want to make
Stephen N.:sure that everybody's happy. So do you like what our customers
Stephen N.:we want to keep them happy, we want to grow them, like, like we
Stephen N.:we have the same problems, how we fix that, and how we break
Stephen N.:that down is is going to be, you know, how we structure our
Stephen N.:program. It's implied, but the stuff cannot be ambiguous. And
Stephen N.:objectives can't contain metrics. You maybe want to chat
Stephen N.:about that one briefly.
KJ:Like there's anything to chat about don't put metrics in
KJ:your fucking objectives. Yeah, no, the objective is the
KJ:inspiration. The key result is quantifying that inspiration.
Stephen N.:That was funny as we started out, like talking about
Stephen N.:making fun of some of the really poor examples. And we actually
Stephen N.:like they're poor examples, because it's just the list of
Stephen N.:stuff like writing blog posts, but there's actually even worse
Stephen N.:examples out there for key results, it's like, get better
Stephen N.:at the thing. Improve the world's happiness. Yeah, it's
Stephen N.:like, no, that's ambiguous, that's vague. You're talking in
Stephen N.:circles, you know, go work for corporate America, getting very
Stephen N.:specific, you know, measurable, having that metric, verifiable,
Stephen N.:like that. Those are key components of a good key result?
Stephen N.:Well, the
KJ:key results, as I said, probably five times arrays
KJ:quantifying the objective. And that's difficult, but without a
KJ:clear measurement, you resort to exactly what you're saying.
KJ:subjectivity, it's just someone's judgment, you end up
KJ:at the end of the quarter going. Okay, so let's look at this.
KJ:Okay. Or, and everyone's going well, we did a few of those
KJ:things. Let's say it's 60%. Let's say 70. Not split the
KJ:difference. It's 65%. Done. Yeah. And you're like, it's just
KJ:some dude in the room saying it's 65% done. That's not
KJ:objectiveness. You know, so the key result is its power and this
KJ:whole framework and why people love it and advocated for why we
KJ:advocate for it is because that key result component takes the
KJ:inspirational niceness of yeah, let's go data and attaches. Its
KJ:objectivity where everyone, my grandmother, and everyone can
KJ:come in and and look at it and go, the number move from five to
KJ:10 Does No, no, no question about it. There was a clear
KJ:objective, increase great job. You know, that's the pair of the
KJ:key result and that's why you got to make sure it's it's a
KJ:metric and that it's there's a balance
