Initially, when I heard about the OKR framework, I could not really understand its philosophy, and everything appeared to be confusing. A few terms like “Key Results” and “Objective” were understandable, but I never knew that they also carry much more meaning than what we understand. It looked new and exciting, too. While others appeared confident, I quietly struggled to understand where and how to truly begin.
The Beginning: Setting Objectives
In the OKR workshop, creating the objectives is the first step. It should be absolutely clear and meaningful. There should not be any ambiguity in this statement. I found that Wave Nine professionals were very efficient in turning confusion into clarity. That day, the room buzzed with fresh coffee and whiteboard marker energy.
We were encouraged to talk, not just write. The speakers of Wave Nine asked us a few questions, like:
- What keeps you up at night?
- What would make the next quarter truly meaningful?
Both of these questions were very simple, but it was so powerful that they forced all of us to think. It was tempting to write down everything – every dream and every idea, but Wave Nine helped us slow down. They reminded us that clarity is more valuable than ambition written in a hurry.
The Second Step: Defining Key Results
After making the objectives, try to make them quantifiable. This was really a difficult task. Many of us started with vague statements; things that sounded inspiring but meant little when measured. The facilitators from Wave Nine walked around, quietly checking our work, encouraging us to be specific.
They would ask,
- “Can you measure this?”
- “What would success actually look like?”
Those questions turned vague hopes into direction, making numbers tell a clear, measurable story of progress.
The Challenge of Alignment
After defining goals came the next challenge: alignment. This part is rarely smooth. People debate, question priorities, and occasionally disagree. Alignment is not just agreeing silently, but it must be a common understanding of the team. Every discussion – even the tense ones – brought us closer to a common purpose.
The Rhythm of Check-Ins
Then came the hardest part; keeping the cycle alive. On paper, weekly checkpoints may appear simple, but often people lose track here. That is when the team began to talk more, share more, and take ownership. Slowly, progress became visible – small wins that carried the larger goals forward.
The Final Step: Reflection
At the end of the quarter, we reached the reflection stage. By then, everyone was tired but also proud. We looked at what worked, what failed, and what we learned. Some goals were met, some were not, but there was a sense of movement – of real work done.
Looking Back
That is what I have come to understand about the OKR cycle. It is not perfect, and it is not smooth. It is a loop of intention, effort, correction, and growth.
- You set what matters.
- You measure what counts.
- You align with others.
- You check in regularly.
We plan, act, stumble, and learn; reflection turns numbers into insight – the quiet rhythm that keeps every OKR cycle alive.
