OKRs For Dummies

Introduction

Hi, I’m Paul, and it’s my pleasure (really, I love this stuff) to serve as your guide to the brilliant world of objectives and key results, which I abbreviate as OKRs throughout the book.

I have no idea when you’re reading this. It could be during an economic boom time with job growth accelerating, the stock market escalating to record highs and, to quote Herbert Hoover, a chicken in every pot (apologies to vegans). Or perhaps you’ve picked up this book in an anxious period of economic turmoil, with corporate profits plummeting, layoffs dominating the headlines, and nothing but instant ramen noodles in every pot (apologies to anyone who eats).

Although I can’t predict the economic conditions that exist as you peruse these pages, one thing I can be sure of is that, regardless of the circumstances you’re currently facing, staying committed to what matters most to execute your organization’s strategy will be of paramount importance to you, your employees, and those you serve. To help you with that commitment, you have no better tool than OKRs to drive focus, alignment, and engagement.

Tools are powerful things when used with proper care and guidance. A chainsaw is a tool, but you wouldn’t want to be in the vicinity of someone with no training wielding one in your backyard (“I’m pretty sure I can reach that branch … aaaah!!”) Although poorly implemented OKRs are unlikely to end in catastrophe, if you don’t develop the program with care, it can drain significant human ...