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Module
Module 2 of 6Lesson 2 of 2~15 min

OKRs that help, and their failure modes

How to write team OKRs that are genuinely useful and spot the failure modes that drain them of meaning. Done well, they align the team on a customer problem and give leadership an honest way to track progress, without turning the quarterly check-in into window dressing.

Take this lesson: your first course is freeSee the full syllabus

Lesson objective

By the end of this lesson, you will be able to write a team OKR whose objective names a customer problem and whose key results are quantified product outcomes with a guardrail, and to spot in a set of OKRs the failure modes that make it useless.

Questions this lesson answers

  • How do you write product OKRs that aren't just a list of deliverables?
  • What are the most common mistakes when writing OKRs for a product team?
  • Should OKRs be tied to a product team's bonus?

Topics covered

  • product OKRs
  • key results
  • writing OKRs
  • product team goals
  • OKR mistakes

In the glossary

Full glossary

Where it fits

From outputs to outcomes

What does my team need to move, and how do I write it so everyone aims at the same thing?

Lessons in this module

  1. Outputs, product outcomes and business outcomes
  2. OKRs that help, and their failure modes (this lesson)

What you will learn in this module

This lesson is part of the course Prioritize and build an outcome-based roadmap

  • Tell outputs, product outcomes and business outcomes apart, and phrase a team's goal as a measurable change in behavior it can influence.
  • Write useful OKRs (a qualitative objective, measurable key results, guardrails) and spot their common failure modes.

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