Why objectives and key results (OKR) matter to a first-time founder
A small team can be busy every day and still drift, because each person is optimising something different. Writing one objective and a few measurable key results for the quarter forces a choice about what matters most and what you will say no to. Without that, progress reviews turn into a list of activity, and you only notice the quarter was wasted once it has ended.
Examples of objectives and key results (OKR)
A two-person startup sets one objective for the quarter: prove that small design studios will pay for its invoicing tool. Key results: 30 paying studios by 31 March, at least 15 of them still paying 30 days later, and five referrals nobody asked for. Each result is a number someone can check on the date. ‘Raise brand awareness’ would not count, because nobody could say whether it had happened.
Common misunderstanding
People turn every metric into an objective, or they write key results they cannot measure yet. A key performance indicator is a number you watch because it matters. This method ties a few of those numbers to one goal for a fixed period. Ten objectives for a team of two means you have not chosen.
When to use it
Use it when the week is full and you need to know what “a good quarter” means before it starts. Review the results on the date you wrote down. Adding a new objective in week six is how the list stops being serious.