| name | okr-writer |
| description | Write OKRs (Objectives and Key Results). Use when the user says "write OKRs", "help me set goals", "create objectives and key results", "quarterly goals", "team OKRs", "I need to define success for this quarter", "Doerr method", or wants to translate a strategic direction into measurable targets - even if they don't explicitly say "OKRs".
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Overview
Based on "Measure What Matters" by John Doerr, who brought OKRs from Intel to Google. Doerr's core distinction: Objectives are the "what" (inspirational, qualitative), Key Results are the "how we know" (measurable, binary at quarter end). CFRs - Conversations, Feedback, Recognition - are what make OKRs work in practice.
Two types of OKRs (Doerr):
- Committed OKRs - Must be achieved 100%. Missing them requires explanation.
- Aspirational OKRs - Stretch goals. 70% attainment is success. 100% means you aimed too low.
Workflow
Step 1: Identify the type
Ask: is this a committed OKR (must hit) or aspirational (stretch)? This changes how you write the Key Results.
Step 2: Write the Objective
- Inspirational and qualitative
- Memorable - a team should be able to recite it
- Time-bound to the quarter
- Answers: "What do we want to be true in 90 days?"
Doerr's test: "Does this objective make you uncomfortable in a good way?" If it's easy, it's not aspirational enough.
Step 3: Write 3-5 Key Results per Objective
Each KR must:
- Be measurable with a specific number
- Be outcome-based, not output-based ("30% reduction in churn" not "launch retention feature")
- Have a baseline and a target
- Be independently verifiable
Format: [Metric] from [baseline] to [target]
Step 4: Apply the Doerr CFR check
For each OKR set, identify:
- Conversation: What weekly check-in question will track this?
- Feedback: How will the team know mid-quarter if they're on track?
- Recognition: What does hitting this KR mean for the team?
OKRs without CFRs become forgotten spreadsheets.
Step 5: Check vertical alignment
Doerr's "cascading" principle: team OKRs should visibly connect to company OKRs. Flag any team OKR that doesn't trace to a company-level objective.
Step 6: Flag missing baselines
"You'll need a baseline for this KR. Who owns this metric and can pull the current number?"
Anti-Patterns
1. Output-based Key Results
Bad: "Launch new onboarding flow by March 31"
Good: "Increase onboarding completion rate from 45% to 70%"
Shipping is activity. Outcomes are results.
2. Treating aspirational OKRs as committed
Bad: Team marks 70% attainment as failure because "we didn't hit it."
Good: For aspirational OKRs, 70% = success. Recalibrate at quarter end, don't punish stretch.
3. Too many Objectives
Bad: 5-7 Objectives per team.
Good: 1-3 Objectives max. Doerr: "A few well-chosen OKRs send a clear message about what we say no to."
4. No baseline
Bad: "Improve conversion rate to 10%"
Good: "Improve conversion rate from 6% to 10%"
Quality Checklist
