a. Focus on what’s important and what’s not important

b. OKR is a precise communication tool that can eliminate confusion, allow us to further clarify our goals and focus on the key success factors.

a. OKR is transparent. From the CEO to ordinary employees, all personal goals are public.

b. Each employee ties personal goals to company plans, identifying dependencies between the two and working collaboratively with other teams

c. This top-down collaboration connects individual contributions to organizational success and gives work specific meaning.

d. Bottom-up OKR promotes individual participation and innovation by deepening employees' sense of ownership.

a. OKRs are data driven

b. Regular check-ins, goal scoring, and ongoing re-evaluation keep OKRs alive and well

c. Everything is based on an objective and responsible spirit

d. A dangerous critical result triggers some action to get it back on track or, if necessary, modify or replace it

a. OKR motivates employees to continuously exceed the possibilities previously set

b. By pushing our limits and allowing ourselves to fail, we can unleash our most creative and ambitious selves

a. The essence of a healthy OKR culture is absolute honesty, abandoning personal interests and focusing on the team

a. Key results must be measurable, ultimately visible, and leave no doubt

b. Easy to judge whether it has been achieved

a. Companies should be built on trust and respect for their employees - not just as profit-making machines

b. Leverage data and frequent communication among employees to balance the company's long-term and short-term plans

a. These carefully chosen goals send a clear message telling employees what to do and what not to do

b. Develop up to 3-5 OKRs per cycle and make it clear which ones are the most important

c. Generally speaking, each O is associated with less than 5 KRs.

a. Encourage teams and individuals to consult with managers

b. The OKRs formulated in this way should account for about half of the respective OKRs.

c. If all goals are top-down, employee motivation will be frustrated

a. Collaborate to set priorities and determine how to measure progress

b. Even when company goals are set, key results can still be negotiated and adjusted.

c. Reaching collective consensus is crucial to maximizing the achievement of goals

a. If the environment changes significantly, even adjust or abandon some key results

a. Aiming higher will help you achieve greater potential

b. Set challenging goals

a. OKR is not a performance evaluation based

b. To encourage employees to take risks, separate OKR and bonus incentives

a. Every process requires trial and error

b. It can take an organization a long time to build mature goals