Most teams have heard about OKRs by now. The “Objectives and Key Results” framework started at Intel decades ago. Google picked it up and ran with it. Now, companies all over are asking their teams to write out goals using OKRs.
But here’s the thing: writing down OKRs is just the start. If you’ve ever tried it with your team, you probably know that real alignment – everyone truly pulling in the same direction – is trickier than it looks.
Let’s talk about how teams can actually get OKRs working for them. No jargon, no “transformational paradigm” stuff. Just what matters for teamwork, clarity, and making progress people actually care about.
What Are OKRs, Really?
At their core, OKRs are a way to set clear goals and measure progress. “Objectives” are what you want to achieve. Big, meaningful things—like “Grow our customer base in Europe.” “Key Results” are the numbers or proof that show you’re getting there. Like, “Sign 50 new customers in Germany in Q2.”
The magic, people say, comes when every team shares and aligns their OKRs. The idea is, when an engineering team and a sales team set goals that actually fit together, both hit bigger targets.
But that alignment almost never just happens. Someone—maybe you—has to help bridge the gaps.
Why Alignment Feels So Hard
Alignment just means everyone’s working toward the same bigger-picture purpose. If the marketing folks are chasing web traffic while sales is focused on bigger deals, that gap can get wide fast.
Without alignment, a team might look busy, but it’s like they’re rowing in different directions. In meetings, people start second-guessing priorities. Morale drops, especially when individuals feel their work isn’t moving the needle.
Over time, this isn’t just annoying. It’s expensive and demoralizing.
Building OKRs That Actually Work for Teams
The best OKRs are simple, clear, and (most importantly) shared. Here’s what’s been working for teams that make this stick.
First, set objectives people actually care about. Make them specific and inspiring, but not vague like “be the best.” You might say, “Launch our main product to the education market.” It’s not generic. You know when you’ve done it.
Then, pick two to four key results. Focused, easy to check. Like, “Book three pilot deals with schools,” or “Get featured in two major education blogs.”
It helps if each person knows what’s on them. This doesn’t mean writing down every mini-task, but nobody should wonder, “What’s my role in these OKRs?”
Make your goals measurable, but don’t aim for perfection. If a key result is always a perfect score, it was probably too safe. Not every goal will hit 100%. The point is to aim for progress, spot what’s working, and fix what isn’t.
Bringing Everyone into the Process
Here’s a misstep to watch for: OKRs handed down from above, with no team input. That usually ends with halfhearted buy-in.
The best teams involve everyone in shaping their OKRs. Take time to talk as a group: “What should we focus on this quarter?” or “Where do we want to end up in six months?” Let people share drivers and concerns.
Then, work together to craft objectives that connect to a shared mission. Teams get better buy-in when they see how their work ladders up to something meaningful.
Throughout, keep things transparent. Share OKRs openly, update progress visibly, and talk about them in regular meetings. When teams hit snags or need to shift priorities, make that communication smooth and normal, not a high-drama reveal.
Tracking and Adjusting Along the Way
It’s easy for OKRs to turn into “set and forget” documents. Or, they become another administrative task buried in the project tracker. But teams that actually use OKRs well keep them alive with small habits.
First, it helps to pick a tool everyone can access. Some teams do fine with a Google Sheet. Others use dedicated OKR software like Weekdone or Betterworks, where progress is visible at a glance.
Set a rhythm for team check-ins. Maybe it’s a quick weekly update: “Here’s what’s green, here’s what’s stuck.” Those moments are your chance to spot small problems before they pile up.
Don’t be afraid to adjust OKRs if needed. If the market shifts or a key customer bails, talk about what that means for your goals. The point isn’t rigidly hitting outdated targets. It’s learning from reality and keeping the team’s energy on what matters now.
Along the way, invite feedback. Someone might see a smarter approach—or spot busywork that isn’t moving the dial.
Common Pitfalls and What to Do About Them
Most teams hit a few hurdles when starting out with OKRs. One is resistance to change. People already have a lot on their plates, and new frameworks can feel like more work. Making OKRs part of normal stand-ups—not a special once-a-quarter event—helps build habits.
Another problem: setting vague or clashing objectives. A famous misstep is when one team’s OKR directly conflicts with another’s—like DevOps aiming to slow releases for stability, while Product pushes for more launches. Catch those conflicts early in open forums.
Finally, there’s a risk of OKRs feeling like busywork. That happens if the goals are too removed from daily reality—or if people never see progress or celebrate wins. Keep the goals practical and check in regularly to keep folks engaged.
Face issues head on. If a key result just isn’t moving, ask why as a group. Adjust if needed, and let people know it’s normal to tweak goals along the way.
Looking at Who’s Getting OKRs Right
Plenty of companies struggled with OKRs in the early days. But some have cracked the code by focusing on alignment and conversation.
For example, at Google, teams famously set annual and quarterly OKRs and post them internally for everyone to see. People give feedback on each other’s goals, making sure they line up across departments.
At LinkedIn, they refined their OKR process by starting with leadership goals, then letting smaller teams shape their own in response. This approach surfaces mismatches early. One team lead I spoke with said, “At first, half the goals didn’t match up, but by round three we nailed it.”
There’s also the example of smaller startups. One SaaS company I followed switched from sporadic OKR updates to weekly 15-minute check-ins with visible dashboards. Within a quarter, missed goals dropped, and more people felt comfortable raising blockers. Data became a conversation starter, not just a scorecard.
You’ll find more stories and advice on cross-team goal-setting at sites like IDLiteratur, which covers practical business techniques from real-world teams.
Keeping It Real: Simple Steps Over Big Declarations
OKRs aren’t a silver bullet. But when used with care and honesty, they bring real focus—and usually, better results.
The main thing is to keep the process lightweight but regular. Make it normal to talk about priorities and progress. Push for OKRs that connect across teams. Let people shape, challenge, and improve the goals as you go.
If something feels off, talk about it. Adjust. Don’t treat missed OKRs like failure—use them as a guide to what’s possible next. Maybe most important, make space for regular conversations.
So, if your team’s OKRs still feel like a checkbox, try a small change this month: shorter, clearer goals, and a quick pulse-check every week.
Teams that figure this out rarely look back. The process becomes part of how they talk, solve problems, and set priorities. And over time, alignment just becomes how they work. That’s about as close as you can get to “seamless”—and in most companies, that’s already a win.