Covering the Objectives and Key Results methodology and best practices, this guide first highlights key takeaways when getting started and best practices for creating great OKRs.

It also covers high-level 7Geese functionality for key features within the platform related to OKRs. 

Creating OKRs: Best Practices

OKRs are designed to get teams excited by a sense of meaning, purpose, and progress.

  • When employees clearly understand what is expected of them, politics and favoritism are minimized, and everyone can collectively focus on executing business strategy.

Objectives are single sentences that describe current business priorities in the language and culture of your team.

  • Accompanying results should be difficult, but not impossible. You are looking for the sweet spot between pushing you and your team to do bigger, innovative things and where you can still move forward productively. If you’re saying, “This seems doable if we really push ourselves this quarter,” you’re doing OKRs right.

Objectives reflect outcomes that are challenging, but realistic.

  • There’s an inherent sense of collaboration with a great objective where teams can cross-collaborate. If the organizational priority is to achieve product-market fit, everyone on the team can see that and see how they can focus their efforts towards it. Since an objective is a sentence, there should be a clear subject, object and journey the subject goes through. A great objective answers, “What am I working towards without focusing on the tasks?”

What OKRs are and are not

They are not...

  • Unspecific goals with a task list
  • Boring and monotonous
  • Overly specific to be constraining
  • A statement that notes a business vision
  • A one-size fits all model
  • General actions you plan to take 

Instead, they are...

  • Reminders why you do what you do day-to-day, regardless of your role.
  • Aspirational and challenge you to be innovative and creative, a better you.
  • Written so anyone can understand how you’re contributing to business strategies and priorities.
  • Aligned to organizational values.

Translating tasks into OKRs

It’s the results that matter

Tasks are small, bite-sized chunks of a road-map that lead to the results you track in your OKRs. Measuring results, not tasks moves conversations away from, “What steps (task) am I going to take to complete this outcome,” to, “What am I expecting to achieve if I successfully complete this objective? What target indicator will define success?”

The aim of OKRs is to have a bigger impact by splitting time on fewer things and focusing on results, not tasks. OKRs encourage discussion on how one person’s objectives impact the rest of the team.

Translating tasks into OKRs

Once you’ve established what result you’re hoping to achieve, think to the supporting projects that you’re going to perform to get you there. From there, think further and more specifically down to the tasks to complete that project.

Tasks often change day-to-day, as they are short bursts that help you assess what is working and what’s not. You can cross them off a sticky note, to-do list, or mark as complete/incomplete. They typically don’t measure success.

Tasks can’t be graded or assessed

This is why it’s important to try steer clear of making tasks a key result - they can’t be graded. The conversation then becomes “Did you hit your target? yes or no?” not “How did you perform, what were the roadblocks you faced, did you aim too high? Were you supported in achieving your results?”

An example breakdown of tasks -> OKRs

 

Incorporating KPIs into OKRs

OKRs focus on results, not tasks. Numeric insights move conversations from actions taken, to data patterns across quarters. This means teams can assess success patterns to really measure the most valuable aspects of a team’s efforts.

The most important component of using a key performance indicator (KPI) in an OKR is to make sure it is a valuable metric to the organization. Adding a target number for the sake of abiding by the “metric-driven” aspect of a key result clouds the effectiveness of your key result.

Clearly define target metrics important to your core values and business priorities.

This will keep employees engaged because you are linking outcomes to metrics that fit with the culture and direction of the team. Establish a baseline target of excellence and how you’d like to move away or towards your baseline target.

Discuss expectations on check-in cadence and make sure it’s realistic for the KPI.

Define what the feedback loop is for the KPI - if you have to wait more than the quarter to receive feedback from your KPI data, try to avoid looping it in your OKR. If you don’t, you won’t be able to effectively grade success along the way.

Any metric used in key results should follow the S.M.A.R.T model - specific to the business, measurable, attainable in the given cycle of the objective, relevant to your OKR, and time-bound.

Baseline metrics

  • A baseline metric is a single number that is considered an “acceptable” metric. For example, having a support ticket response time of 4 hours or less has a baseline KPI of 4. Anything above 4 hours is unacceptable.

Positive and negative metrics

  • A positive metric is used when you want to increase your baseline metric. For example, if your average usability score for a core workflow in your product is currently 70% and you want to increase it to > 80%, you’re moving in a positive direction.
  • Negative metrics are used when you want to decrease your baseline metric. For example, if your average support response time is 10 and you’d like it to be 4, you’re moving in a negative direction.

Threshold target metrics

  • Threshold metrics are a numerical range that is considered acceptable. Here’s an example: sales needs to make a minimum of $90,000 in monthly recurring revenue for the business to stay cash flow even. For the business to be cash flow positive, the recurring revenue must be over $110,000 per month. This is a threshold target metric since it specifies an acceptable low and high values, creating a range of metric-centric goals that are acceptable.

Grading OKRs

A one size fits all grading approach is not the best approach OKRs can be very different for different teams and functional positions.

It’s important to consider the difficulty of each OKR when grading and assessing. It’s important to establish a grading scale before committing to an OKR to ensure expectations throughout the quarter are clearly defined.

Red or green: Meeting expectations

A great place to start with grading is providing a simple expectations assessment: at the end of the quarter, did you meet the expectations for your OKR that you committed to?

The traditional 0-1 key result scale

When grading OKRs the traditional way, the recommended scale is 0 - 1. For each of your key results, the highest it can score is a 1, and lowest a 0. OKRs are meant to be challenging, so every individual should be aiming for a 0.6 - 0.7 in the grading process. After rating each of your KR, you can then add them all together.

Any objective with cumulative scale of under a 0.4 might be alarming, but a low score isn’t a failure. It’s a sign you need to re-evaluate whether the objective is still worth pursuing, or rethink your approach. How you chose to assign a grade depends on the circumstances of your team’s priorities. Perhaps a 0.5/1 is great because priorities shifted halfway through the quarter.

OKRs FAQ

What are OKRs and how do I write them?

OKRs stand for objectives and key results. First, you need to transform goals into objectives. 

What is an objective?
An objective defines the answer to: what is it I want to accomplish. Objectives should be aligned with what defines organizational success, but more important must be personally meaningful/aspirational. They should also be aligned and supported by the entire organization.  Objectives are about how you can grow parallel with the rest of your team.

  • Example: Increase inbound sales effectiveness by 25%

In this example, the objective is set as public and is defined by:

  1. Explicitly measurable
  2. Accomplishable, but a bit of a stretch
  3. Employee Driven & Continuous
  4. Transparent
  5. Accountable (You have ownership over its success)


What are key results?
Key results define the answer to: how I will accomplish the objective, and how I will be measured against my objective. They help make the objective and how it will be accomplished as transparent as possible. It is measurable, limited, and time-constrained. 

  • Example: Create 10 new marketing whitepapers to increase  organic inbound leads to over 200 per month

In this example, you can extrapolate how multiple departments may be aligned to achieve this objective. The design team lays out  the content, marketing writes the content and monitors social media, customer success responds to support and learning questions while sales strive to close deals. Typically, many people wouldn't see the impact their work has on other team members and the end result, for example, increasing annual reoccurring revenue. With OKRs+7Geese, you're getting this hard work visually represented in real-time with progress updates and check-ins.  

What's the difference between MBOs and OKRs?

Peter Drucker’s Management by Objectives (MBO) model was a precursor to OKRs. OKRs and MBOs are not necessarily mutually exclusive but have similar patterns such as being defined as stretch goal processes.

MBOs: MBOs are the tangible, measurable goals the company sets and expects to achieve.

OKRs: OKRs encourage employees to individually reach higher with stretch goals. 

OKRs are generally kept separate from the compensation system as friction can arise from transparent, aligned success and progress tied to monetary recognition. Advocates of OKRs believe removing compensation from the equation drives more visibility and employee aspiration.

OKRs start metaphorically like the shape of an umbrella. Executive leadership defines overarching objectives are across teams that inform team objectives. These team objectives trickle down into the umbrella handle - the critical front line functions hold up the success of the top objectives. Key results act like the operating system that spring the umbrella into action during a rain storm. While each larger goal has an accountable party for ensuring success, every key result can have contributors, and even those contributors may have additional stakeholders. This should enable the top-down assignment of goals, but bottom-up creativity to inspire processes to get there. 

What's the ideal time frame to set OKRs?

OKRs are defined by setting results and objectives in measurable, defined time frames. Quarterly is most common (every 3 months beginning in January). However, objectives on any level can always be retained or stretched quarter-over-quarter if the impact on success of an objective is more long-term. Alternatively, you may want to duplicate an objective over quarters with stretch, or higher key results. 

While quarterly is recommended, it is important the objective cadence matches the culture of the business. Setting OKRs quarterly may be too long for companies trying to determine market fit. The key to OKRs is the transition from annual assessments to more frequent, transparent, and aligned goal setting. 

How many OKRs per cycle should I set?

The OKRs process works best with a range of 3-5 objectives with a fairly focused set of 2 or 3 key results per quarter. This encourages goal achievement, not stressed and overworked ebbs and flows in work habits. It's better to over-achieve your OKRs and slowly incorporate stretch objectives than work yourself too thin in the beginning. 

Using S.M.A.R.T Goal Methodology

SMART criteria is a goal setting technique that you can utilize to set effective goals. It stands for Specific, Measurable, Attainable, Relevant and Timely. Below are the details of the SMART criteria that you can utilize to set effective goals:

Specific

The first term stresses the need for a specific goal over and against a more general one. This means the goal is clear and unambiguous; without vagaries and platitudes. To make goals specific, they must tell a team exactly what is expected, why is it important, who’s involved, where is it going to happen and which attributes are important.

A specific goal will usually answer the five "W" questions:

  • What: What do I want to accomplish?
  • Why: Specific reasons, purpose or benefits of accomplishing the goal.
  • Who: Who is involved?
  • Where: Identify a location.
  • Which: Identify requirements and constraints.

Measurable

The second term stresses the need for concrete criteria for measuring progress toward the attainment of the goal. The thought behind this is that if a goal is not measurable, it is not possible to know whether a team is making progress toward successful completion. Measuring progress is supposed to help a team stay on track, reach its target dates, and experience the exhilaration of achievement that spurs it on to continued effort required to reach the ultimate goal.

A measurable goal will usually answer questions such as:

  • How much?
  • How many?
  • How will I know when it is accomplished?

Attainable

The third term stresses the importance of goals that are realistic and attainable. While an attainable goal may stretch a team in order to achieve it, the goal is not extreme. That is, the goals are neither out of reach nor below standard performance, as these may be considered meaningless. When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. The theory states that an attainable goal may cause goal-setters to identify previously overlooked opportunities to bring themselves closer to the achievement of their goals.

An attainable goal will usually answer the question:

  • How: How can the goal be accomplished?

Relevant

The fourth term stresses the importance of choosing goals that matter. A Bank Manager's goal to "Make 50 peanut butter and jelly sandwiches by 2:00pm." may be Specific, Measurable, Attainable, and Time-Bound, but lacks Relevance. Many times you will need support to accomplish a goal: resources, a champion voice, someone to knock down obstacles. Goals that are relevant to your boss, your team, your organization will receive that needed support.

Relevant goals (when met) drive the team, department, and organization forward. A goal that supports or is in alignment with other goals would be considered a relevant goal.

A relevant goal can answer yes to these questions:

  • Does this seem worthwhile?
  • Is this the right time?
  • Does this match our other efforts/needs?
  • Are you the right person?

Time-bound

The fifth term stresses the importance of grounding goals within a time frame, giving them a target date. A commitment to a deadline helps a team focus their efforts on completion of the goal on or before the due date. This part of the S.M.A.R.T. goal criteria is intended to prevent goals from being overtaken by the day-to-day crises that invariably arise in an organization. A time-bound goal is intended to establish a sense of urgency.

A time-bound goal will usually answer the question:

  • When?
  • What can I do 6 months from now?
  • What can I do 6 weeks from now?
  • What can I do today?

The SMART model is an excellent guideline for you to think of when setting your Objectives and Key Results. 

Creating OKRs in-app

Create new objectives from the home page of 7Geese or from the Objective Explorer. 

From the objective creation dialog you can perform the following actions:

    • Setting an objective name: Name your objectives to reference the purpose and achievements your efforts are working to achieve.
    • Define Key Results: Here, define the metrics, success indicators, or milestones that will determine objective achievement. Good key results are call-to-action items that link to a plan or target and inform guide success predictions. You can also customize how you'd like to track each key result by selecting the target 100% option. 

    • Set the objective type: The auto-default for new objectives is personal objective, unless you select new objective on the home page from the department/organization section (limited permissions).
    • Define participants: You are auto-assigned as the owner to the objective. 
    • Set the objective privacy: Objectives are set to public by default. 
    • Define a due date: By default the due date will match the end of your cycle (CPM tier), or the end of the quarter (OKR tier).
    • Add parent/child objectives: Align your objective when you create it. 
    • Add a custom check-in reminder e-mail: By default this is set to off. You can customize the day of the week to receive an e-mail reminder to check-in. This helps to build habits around continuously tracking progress.
    • Labels: Categorize your objective for ease of filtering when running reports by adding labels such as draft (when planning). Learn more...

Objective Types

Personal objective: Personal objectives inform actions taken at an individual or small-team level. Personal objectives typically have one owner, the individual responsible for finishing the objective. 

Department objective: Department objectives are higher level, team-based objectives that a group of team members as a unit work towards.

Best practice is to have a team lead, manager, or director own these objectives.

They are different from personal objectives since they define at a higher level what the team as a whole is striving to achieve, where as the personal objective outlines the subset of the overall goal one person in particular is working to achieve. 

Organization objective: Organization objectives relate to the core values and over arcing business priorities.

Best practice is to have 3 objectives owned by the CEO or leadership team member responsible for the area defined in the objective.

Objective Privacy

By default, objectives set up in 7Geese are set as public. This follows the OKRs philosophy of transparent accountability. However, we understand that sometimes projects and or processes mandate a more sensitive approach to team accomplishments.

There are 4 privacy options:

  1. Public (all coworkers can see your objective, check-in's, and objective related changes)
  2. Participants only (If someone is set as a stakeholder, follower, co-owner, is above you in your reporting tree, or is an administrator of your network they are able to see objective related changes)
  3. Department(s) Only (Coworkers in the assigned department related to the objective have access to the objective and respective changes, regardless if they are an owner, stakeholder, or follower)
  4. Department(s) and Sub-department(s) (Similar to privacy permissions of department(s) only, but also includes sub-departments assigned)

All options come with the following two permission overrides:

  1. Reporting managers up your reporting tree will ALWAYS have access to your objectives
  2. Administrators of your network have super-user access - they will be able to see all updates and objectives.

By setting the objective privacy to Participants Only, only your direct reporting tree (those whom you report to and above them), followers, and stakeholders assigned to the objective can access objective details, progress, and status updates. 

Departments and sub-department permissions

One benefit to setting up departments with a hierarchy is the way it works with our updated objective privacy options for department objectives. You can set a department objective to only be visible to users in a specific department, or a department and it’s sub-departments. With your department hierarchy established, you can easily keep certain objectives private within the groups that need access. This walkthrough guides managers and administrators through how to establish department-only objectives.

Objective participants + permissions

Owner: This is who is accountable to achieve the objective. When creating new objectives the owner will default to the individual creating the objective. Secondary owners can be added if the objective is shared amongst team members.

Stakeholder: If someone in your team has a stake in the objective you are creating, but is not necessarily an objective owner, you can assign them as a stakeholder. This means they will receive updates on your progress as you check-in, and can watch your success climb even if the objective is set to private.

Follower: Similar to a stakeholder, followers can monitor an objective even if it is set to private. They will receive updates on the objective. Examples of a follower are interested parties who want to stay aligned with your progress.

With each participant level comes a sub-set of permissions related to the objective. 

Objective Owners

This is who is accountable to achieve the objective. 

  • Can edit the objectives details
  • Add links and notes
  • Add corresponding key results
  • Alter weighting of key results
  • Edit key results
  • Convert a key result to a child objective
  • Align the objective to parent or child objectives
  • Can check-in on objective progress
  • Alter the objective due date
  • Change objective privacy to and from public --> participant and or dept specific
  • Add status (on or off track)
  • Change labels and (if applicable) departments of the objective
  • Subscribe to weekly check-in reminders
  • Add owners, stakeholders, or followers to the objective
  • Share a message on the objective feed
  • Duplicate the objective
  • Delete the objective
  • Close an objective and add a final assessment (expectations met or not)
  • Convert a personal objective to departmental level (if permission is established by the network administrator)

Objective Stakeholder

If someone in your team has a stake in the objective you are creating, but is not necessarily an objective owner they can be assigned/join as a stakeholder.

  • Can edit the objectives details
  • Add links and notes
  • Add corresponding key results
  • Alter weighting of key results
  • Convert a key result to a child objective
  • Edit key results 
  • Align the objective to parent or child objectives
  • Alter the objective due date
  • Change objective privacy to and from public --> participant only
  • Add status (on or off track)
  • Can check-in on objective progress
  • Change labels and (if applicable) departments of the objective
  • Subscribe to weekly check-in reminders
  • Share a message on the objective feed
  • Duplicate the objective
  • Add a final assessment (expectations met or not)
  • Convert a personal objective to departmental level (if permission is established by the network administrator)

Objective Follower

  • Can edit the objectives details
  • Add links and notes
  • Add corresponding key results
  • Alter weighting of key results
  • Edit key results 
  • Remove a key result
  • Convert a key result to a child objective
  • Align the objective to parent or child objectives
  • Can check-in on objective progress
  • Alter the objective due date
  • Change objective privacy to and from public --> participant only
  • Change labels and (if applicable) departments of the objective
  • Subscribe to weekly check-in reminders
  • Share a message on the objective feed
  • Duplicate the objective
  • Close an objective and add a final assessment (expectations met or not)
  • Convert a personal objective to departmental level (if permission is established by the network administrator) 

Note: Administrators on the platform have access to super-user objective edits and progress updates regardless if they join as part of an objective. 

Assigning departments to objectives

Departmental tags and categories can be added to objectives to help filter and manage alignment to avoid scattered groupings of similar team goals. 

Department Tags are handy when setting departmental objectives since you can then use the Objective Explorer to filter what department is working on which objective. This is especially helpful if there are duplicate objectives with different progress levels - Sometimes two departments may be working on the same objective but track key results differently. With duplicate objective names, it may be hard to differentiate between the two objectives upon first glance. Adding a department tag and grouping by department in the Explorer will solve this!

Department tags can only be added to objectives aligned as department level, which is indicated by objectives with the green target.

To add tags to department objectives, you can assign the department as you create the objective, or, if the department has not yet been added by the manager or administrator in your organization, you can head back to the objective at any time and fill in the department tag. 

Any department objective can have multiple departments assigned to it as well. This is handy when OKRs are collaborative. 

Note: Only managers and administrators can manage tags and categories.

Objective labels (Categorization)

To get started adding labels to objectives, head over to the objective detail page. The label section will appear along the top. A list of labels already used by others, or those pre-loaded by your network administrator will appear.

To filter and see other objectives that are also using the same label, head over to the objective explorer via the objectives tab on the navigation bar.

For the example used above, you can now see all the committed to labels appear to the right of the objective since we have chosen to filter by the 'committed' label. 

What is a specific use of labels that can help my team?

One example where labels can be helpful is during objective planning. Once objectives are drafted, conversations are held between teams, managers, and or leadership to discuss and commit to work on the reviewed goal. Introducing the process to add a committed label to objectives that have been reviewed by teams is a great way to add a layer of visibility and transparency all the way through your team.

Team leads can come to the objective explorer and get a visual snapshot of what 1-on-1 conversations still need to take place at the start of every quarter when it comes to finalizing objectives and goals for the new cycle. Alternatively, CEOs and executive leadership can also gain a snapshot of what teams may need a little help or resources when objectives haven't been committed to on a team level.

This adds a layer of accountability in the OKRs process from both the individual or team who has ownership over the OKR to commit to success, as well as, from the team and organization that they've committed to supporting and providing resources to help that individual or team succeed. 

Managing labels as an administrator

As a platform administrator, you can manage labels by heading to Organization Settings > Labels. Here, you can create pre-populated labels for your team to select from as well as manage those created by others.

Aligning objectives 

Parent and Child objectives are two 7Geese terms used to describe department or personal objectives when they become aligned from the bottom-up to an organizational-level objective.

  1. Parent Objective: Any objective can be classified as a parent objective if they have an objective aligned underneath them. 
  2. Child Objective: Any objective can be classified as child objective if they become aligned underneath another objective. 

Aligned Objective Weighting

By default all aligned objectives get assigned a "normal" weighting represented numerically by the #3. 

Here's an example of an aligned objective with child objectives that have a weighting of 3, normal:

Administrators have the option of setting a default weighting of 0 for all new objectives. This means when new objectives are created, instead of "normal" or 3, they'll be set to have no effect on their parent objectives.

This won't impact the weighting of existing objectives. The weighting of child objectives can be changed at any time to have roll-up progress.

You can change the default settings by going to Organization Settings > Objectives.

Adding parent or child objectives to existing objectives

Use the Aligned Objectives widget on the left side of the objective detail page beside the objectives key results and progress bar. To enter edit mode select the gear settings icon next to the title. In edit mode you can add both children (aligning an objective under your objective) and parent objectives (aligning your objective under another objective)

You'll have the option of selecting existing objectives or creating new objectives. 

Here's an example of parent objective with a child objective.

  • Organization objective: Improve overall company culture

All objectives underneath at both the department  level, as well as personal level, are aligned to this objective as they are all working towards improving the culture of the team. This means when each of these child objectives get checked into, the progress of the organizational level will also adapt accordingly. 

Alignment is also helpful to show the impact the entire team has on business success.

Aligning objectives is like a step ladder. The very top of this ladder is a parent objective while each step taken to get to the top is a child objective. The steps in the middle have other steps surrounding them, similar to aligned OKRs. It takes an entire ladder to reach high places, similar to why entire teams are needed to be successful.

Key result weighting

Every objective should have associated key results, or how you plan on accomplishing your objective.

They may also have aligned child objective/corresponding key results that have different amounts of impact on the overall objective progress. Each key result has an associated weight that controls it's associated progress influence on an overall objective/aligned objective progress.

How to change the weight of a key result:

  1. Navigate to your objective from either the home page, cycles, the objective explorer, or your account page. 
  2. Hover over the key result you want to change and select edit from the dropdown dialogue box at the right of the objective.
  3. Weight will be a dropdown menu to the right of the start and target value sections.
    • To stop the key result from affecting progress at all, select 0.
    • To decrease the influence of the key result on overall objective progress, select 1 (least) or 2 (less).
    • To increase the influence of the key result on overall objective progress, select 4 (more) or 5 (most).
  4. Be sure to save! Your objective's progress will automatically recalculate based on your changes.

You can repeat these steps for any aligned child objectives that you'd like to have impacting your objective.

Progress updates in-app

Check-ins + Key Result updates

Check-ins encourage sharing with your team members the actions you have taken and the progress you have achieved towards your objectives, updating stakeholders along the way.

Checking into your objectives keeps you and others up-to-date with how you're staying aligned with time-bound organization success. This will increase transparency and visibility in your organization and help document achievements in real-time. 

When completing work that is related to an objective, you can check-in to track your accomplishment, update any team members that might be a stakeholder or participant in the same project, and share with your team how your contributions are helping organizational success. 

  • Progress is measured on 7Geese through Check-ins on the measurable key results associated with an objective.
  • To begin, you can access check-ins via the objective detail page, or, from the home page you can simply hover over the appropriate objective and a check-in button will appear along the right side.
  • Select the check-in icon above the progress bar (via the objective detail page) to get started.
  • When checking in you will be able to update the percentage complete of your key result as well as add detailed comments about the progress in your own words. This will cause the progress bar and all aligned objective to update accordingly based on the weighted measure of each key result you're updating. 
  • Objectives marked as complete through status assessments will no longer be able to be updated. 
  • Be sure to save your check-in!

 Tip! If other team members helped with the progression of the OKR you're checking into, you can tag them during your check-in using the @ symbol or add them as an owner/stakeholder.

  • After the check-in, you are able to see the updated results appear under each key result, as well as the indicated weight or importance set for each key result. The weight will determine how much progress from that individual key result will influence the objective progress. Higher weighted key results will impact the objective progress greater when a check-in occurs.  

Your Check-in will be shared with your coworkers on the home page feed, as well as in the individual objective feed. 

You can also choose to be reminded to check-in on a day of your choosing by selecting the reminder tip next to the check in button!

Be more efficient with check-ins! You can also check out our 7Geese for Google Chrome Extension. It allows you to check-in to your objectives right on your browser without having to log into the 7Geese platform.

Status updates will appear next to each objective throughout 7Geese, and the check-in details associated with the assessment update will appear in the newsfeed of the particular objective updated.

How often should I be checking-in?

We recommend a check-in on a regular basis for each objective you have ownership over to track and document your achievements and see how your progress is impacting your team members.

The more check-ins you document, the more visual it becomes on how each members success is impacting organizational growth. With these factors in mind, we recommend setting a weekly cadence check-in. This frequency will help ensure you don't forget about the little things that you've accomplished, but won't cause a distraction when you're hustling!

Checking in to multiple objectives

If you need to update multiple objectives, save yourself some time by using the Quick Check-in page.  The Quick Check-in Page displays all of your owned objectives so that you can update them all at once.  It also displays the last check-in information for each objective so you have a point of reference for how you have been progressing.

To get to the Quick Check-in Page navigate to the Feed page and you’ll see a button for the Quick Check-in page to the left of the screen:

 

How to Check-in with the Quick Check-in Page

Check-in by adding comments or a description about your progress and/or updating the metric of your key result.  When you click check-in to update the text-box will collapse.  You can now move on to update your next objective without having to go into another screen.

As each objective gets updated here, the Feed page and individual objective feeds will be updated as well.

If you only have to update 3 of your 4 objectives you are welcome to do so! You will not have to update every objective on this page - update as many objectives as you need to.

Closing Objectives

The end of each quarter is a great opportunity to review your accomplishments, check-in one last time to your objectives, and assess whether or not your OKRs were met. On the details page of every objective is the ability to Close Objective and provide one last detailed objective assessment.

Head to the detail page of the objective you would like to update. On the top right, select the close objective icon

Provide a final assessment that reflects on your progress and what happened throughout the quarter. Closing the objective and adding the final reflection is great for long-term lookback reflection quarter over quarter to assess your objectives as you move forward with OKRs.

Closing an objective will lock the objective and archive it. It will no longer show in your homepage objectives view, but will be available in your performance summary under your profile and throughout the objective explorer when you're searching with previous due dates.

It's best not to delete an objective. If you delete them, you'll never be able to go back and see the progress, roadblocks, best practices, or learnings from that particular snapshot in time.

Reporting and analytics

The Objective Explorer is an excellent way to visualize how objectives cascade throughout an organization. Company leaders can gain insight into how well employees are aligned with company objectives, and employees can gain transparency on how their personal career development is impacting the well-being of the organization.

Customized reports provide valuable insight and overview on company growth, such as which objectives across the company are off-track or past-due, or those that have been completed in advance and could be stretched to higher expectations.

To get started, browse through the various filters on the left-hand side. Watch your live data results appear on the right. As your results load, you may see a drop down icon beside an objective. Click on the arrow to show child objectives that are aligned with it. With the Objective Explorer filters, it is easy to gain insight into cycled organizational health. Using different filter combinations creates visibility of alignment from top to bottom, creating personalized reports that help with visibility of time-sensitive results. Learn more...

If you’d like to save your search parameters for later use, you can also add a bookmark. Select the Bookmarks dropdown and click 'Save current filters as bookmark…’, name your filter, and save for next time.

Please contact support@7geese.com for further questions or if you believe something is missing, misrepresented, or outdated. 

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