The OKRs Field Book: A Step-by-Step Guide for Objectives and Key Results Coaches

by Ben Lamorte

When facilitating check‐in sessions, it helps to ask structured questions. I begin by asking if we are on track to achieve the key result. (This is expressed as a probability of achievement by end of period or color‐coded with green or red.) If yes, how do you know? What gives you confidence we're green or have a probability of x%? (Avoid excessive “progress updates” about recently completed work. Instead, focus on whether we're on track to hit the target.) If not, what's happened to change our confidence? Where are the blockers? (This might be a conflicting priority, dependency on another team not participating, resources not engaging, or simply a lack of focus on the OKR.) What alternatives have you considered to getting back on track? (The team should have considered what choices they have – could be redeploy resources, add capacity, clear conflicting priorities, etc.) What is your recommendation? What decision do you need from this team to proceed? (The team should be prepared to act on the recommendation(s) during the check‐in process. That's what allows the OKR framework to add tremendous value, especially for teams not used to acting so nimbly.) Finally, once we have confidence that key results marked “green” are on track, most clients focus their check‐ins on the red items, making check‐ins more efficient.