Objectives & Key Results (OKRs): Set Goals Like Google And Master Achievement

Daniel Audunsson

OKR stands for “Objectives & Key Results”. This is the method Google uses to set goals and achieve them. 

It’s the most effective system I have ever found for planning and goal setting (and I’ve tried many). It has had a huge impact on me and my business this year.

But here is the thing. If you were to study OKR’s from scratch on your own, it would take you 20 - 30 hours to get it right for your business.

This is what I did. And I ended up adjusting Google’s approach to fit PERFECTLY with a small to mid-size online business like ours. 

This means we’re able to reverse-engineer our success with precision and data.

This also makes managing a team SO MUCH easier, which I explain in the training.

In short; this method is a game-changer for any online business owner. And “The OKR tracker” should be a top 3 tool in your business.

[+] Click here to access The OKR tracker for free.

Check it out and then join the conversation by sharing what you think in the comments below?

Let’s make this your best year yet!

- Daniel Audunsson and the team at Into Profits

00:00:05                       Hey, this is Daniel Audunsson here and in this video I am going to share with you an incredibly powerful process and a tool that I use to set goals, measure progress and align a team around what we call objectives and key results. I'm sure you've all heard about setting goals and the importance of having goals, but there is a night and day difference between different ways of setting goals and working with goals and objectives, key results, data, things of that nature. And goal setting can be on one side of it, essentially completely useless and it's sort of like a new year's resolution that never happens. But on the other side, on the other side of the coin, so to speak, it can be the most, the single most powerful thing that you do. And I think the single most essential thing that you do to drive results and obviously attain specific goals and things that you want.

00:01:14                       So I'm going to show you now, the, that side of the coin, like the most powerful, effective, efficient way of setting and working with goals that I have discovered. And I did not invent this process at all. You know, this process is actually used by companies like Google and a lot of the most successful companies in the world. But what I've done is I've taken this approach and I've adjusted and adapted it to specifically a private label business on Amazon and this really will work really well. This approach and this tool that I'm about to share with you here will work really well for like an online based business. So not just a private liberal business on Amazon, but really any online based business because online businesses tend to be extremely data-driven and therefore specifically the approach that I use for this is very data driven and um, you know, very clear.

00:02:21                       So I'm going to share this all with you here in this video. So let's dive right in. So specifically, here's what we're going to cover in this video. First of all, I'm going to recap the executed planning process. And if you're watching this video, you most likely have already seen the module where we walk through our executed planning process in detail, so I'm just going to recap it here just as a refresher and a reminder to bring everything into context because this the objectives and key results process and tracker and I'm about to share with you is something you can lay on top of all of that and just enhance and crystallize and bring everything Elsa we talked about together in a more cohesive, clearer, more effective way. Then we're going to talk about the three W's of objectives and key results, which the abbreviation is okay, ours and so that's the what the way and the when off objectives and key results and we're going to explain all of that.

00:03:28                       Then I'm going to walk you through. Okay, ours versus KPIs because if you're in this program, if you're an apex seller, you already know KPIs and how important they are to what we do. And you've seen the KPI tracker that we use, you're most likely already using it and you know that it's really a fundamental core piece of running this business effectively and getting results. So I'll talk about the difference because OKR do not replace KPIs. You want stop using KPIs. It's not like that at all. You want to use both. Okay. RS and KPIs. And then the final thing is I'm going to share with you the OKR tracker that be used, which is really what's gonna make everything come together and everything else we were talking about before that will make someone's more sense when you had the old care tracker tracker. So you know you can study all cars all day long. But what I found is that the only thing that really makes it clear and understandable and actually practical is having a specific tool to use to work with OKR. So that's what I'm going to share with you at the end and then everything is going to make total sense and you can actually go ahead and start using OKR in your business right away, which honestly will have a dramatic impact on your business and your results.

00:04:52                       So the first thing is the executed planning process. Recaps or lets know, recap quickly the executed planning process that we use to plan our business, right? So remember as the CEO of your business, you have to have a specific cycle and a specific process to plan your business. So to plan the actual objectives and targets and things you want to achieve, but also the things you want to optimize for, right? Cause you might be optimizing for revenue at a certain point you might be optimizing for profit at another. So you have to have a really clear process to plan these things. And then obviously plan or I should say pave the way for execution, whether that is just you alone or you and the team that you have. Because this is absolutely key again, for you personally being able to spend your time effectively and efficiently on things that you know effectively drive the business forward and have an impact and get you closer to your goals.

00:05:58                       Or if it's you and the team or just the team. If you're in that position where you're just basically managing the team that does electrocution for you, then it is absolutely vital that you have a clear path for them to follow and execute. You know, along so that they actually are moving the company, the business in the direction and towards the specific goals that you want. So this is your processes as a CEO to plan your business. And again, this is a cycle and a process that you repeat on a sat cycle, which we've already covered, right? So let's recap this in more detail. So remember, building a business is kind of like claiming our motto. It's kind of like getting to the summit of let's say Mount Everest, right? So to get all the way to the top. So all the way to your ultimate goals, you're going to have smaller staffs and smaller goals along the way.

00:06:59                       So for example, if you're climbing Mount Everest, you're not just going to go a street direct route to the top. You know you're going to focus on getting to camp one first of all, and then you're going to like review your progress, check your health, and sort of recalibrate. And only at that point when everything is good and you know it's fine, you know the road is clear ahead, then you'll move up into camp too. So then you, you're going to put your sights on camp two, you're gonna understand, you know, where you need to go to get there and the steps you need to take and what path to follow. And then you're going to put all your energy and focus into that and getting to camp two. And then the same process happens again, right? You're going to rest, you're going to recalibrate, you're gonna check your metrics, like your health before you attempt to get even higher to camp three because you might have to rest, um, you know, and just recover a bit and just fix some things at camp two.

00:07:58                       Maybe you have blisters on your feet or something that needed to care of before you try to go even higher. Right? So that's what building a business is like as well. It's not as a direct line, but it's more like, you know, these faces, these um, these steps, these things, you, you reach one at a time until you make it all the way to the big Marley goal. The objective that you have at the end. And this is the executed planning process. Remember? So we have our problem, purpose and principles. That is the overriding, the overarching, you know, basically recent for this business existing, you know, that's really what this is a bolt. So if it's your physical products brand, you know, this is really what it's about. What is the problem? Like what are the things that is actually here to solve? So this is not helping Daniel make money so he can buy a new car or anything like that.

00:08:58                       This is specifically you know, an actual problem, a service that you're doing in this world with your products. Mitch could be, you know, making a better solutions to certain problems or just improving problems or products as you'd say, where you see there's, you know, things are lacking and people aren't completely satisfied or they're not really getting what they, uh, what they really want. Right? Something bits we've already covered in detail in the program, how to figure this out. And then you have your purpose and principles. So you know, you also have a purpose for being in existence. It's related to the problem. And then you'll have some principles like guiding principles, which could be, you know, six to 10 sort of pillars off your business that everyone needs to adhere to. And an everything you do needs to be aligned with these principles and it cannot break these principles of kennels three away from them.

00:09:55                       And if it does, then that has to stop. This person will have to leave your company or whatever it is, right? So you have these sort of high level things guiding you and getting everyone in a lane in it, everyone on your team. So people can actually be independent and think for themselves, but they still have this simple clear vision to make sure that they're adhering to and they're aligned with. And then you've set a three to five year goal. So like a big goal, three to five years into the future. And you may even have something even longer into the future, but it doesn't have to be the case. It could just be something three to five years into the future. Like a big goal. And this would be to build your business to a certain point and then sell it, for example, something like that.

00:10:42                       And then you have your yearly targets, right? So we have, um, targets for this year, specific things we want to achieve, which would be, let's say, to reach a hundred thousand per month in revenue or something like that. And then you have the Polaris star KPI able to talk to Baltar, Rachel, your code, these things in detail, but you're going to have one KPA, one of your KPIs is going to be the Polaris star right now. So the number, the metric that really tells you whether this, uh, this current focus within your business is on track or not. So for example, this could be to increase revenues, right? So then the KPI would be revenue or it could be to improve profit margins within the business. So now this would be profit margin, not revenue, right? So we've talked about that. What, you know, it could be a bunch of different things, but you have to have one clear thing that you're optimizing your business for it.

00:11:39                       Because if not, you're going to be trying to increase revenue and profit margin at the same time. And by nature, for example, those two things are counter productive. So you might sacrifice, have to sacrifice growth and revenue to improve profit. But if you're trying to do that and trying to grow revenue, so let's say you're trying to grow revenue and you're trying to improve your profitability, your profit margin, you might have, you know, things that basically collide with each other. So you in some cases cannot do specific things to improve profit and margin if you're also trying to increase your revenues, right? So it's, it's counterproductive. So you have to be really careful and that's why it's really important to have one Polarez KPA at any given point in time. So you can cycle between, for example, increasing revenue and increasing profit margin, uh, or you know, you won't be doing it at the same time, right?

00:12:34                       So that's something you have to have in place. And then you have your quarterly deliverables and your theme. So you have specific deliverables for this quarter and you're going to have an overarching theme as well for this quarter. And this theme can extend longer even. But this could be related to the Polaris KPA, for example. So for example, it could be to just scale revenues as an example. All right? So this is the could planning process in a nutshell how we plan the business and it's these timeframes and these different dimensions that may get so powerful. And isle, when you're planning all of that, you always want to reverse engineer the success, right? So you always have to start with your problem, purpose and principles before you can plan anything else. But this is something that remains relatively stable over time and consistent. But now you go back and if you look at the problem, purpose and principles, you know what that is.

00:13:35                       Now you can start to, uh, actually set specific three to five year goals that either fulfill that purpose or move you closer to it. And then based on these three to five year goals, now you can see, all right, you know, these are some yearly targets and especially for this year, you know, this is a good target that I believe you can achieve. And this will move us market the closer to the three to five year goal. And so it goes right? And then you do the same with a quarterly deliverables for your yearly targets. So the quarterly deliverables move you closer to the yearly targets, like 25% closer. Basically it's time. So that's how you reverse engineer success one step at a time and you make sure it's all aligned and it's all focused, right? That's the key. This has to all align. It has to make sense. It has to actually be doable and practical. So it has to be based on reality. It has to be things that if you do these things in this order then you will achieve your purpose. Like you will fulfill the mission of the business.

00:14:46                       And as you remember, we use a specific executed planning cycle as well, which is 90 days and yearly. So we do actually go to planning basically in two timeframes. The first one is a yearly, as a once per year we do this planning, which is the main part of this planning and then every 90 days, so every quarter we revisit and we plan the next quarter and we review the quarter that just passed. We learned from it to re adjust the calibrate and plan the next quarter and until we have completed the year. And then we review the entire year plan, next year, review the past quarter obviously as well, plan next quarter. So that's how it goes, right? That's the executed planning cycle. And essentially you want to be like a heat seeking missile that course-correct until the target has been hit. So success is inevitable if you follow this consistently enough with enough intensity and for long enough until you've been able to do the work necessary to meet your objectives, to reach your targets.

00:15:56                       Right? So that's really all there is to success in a way. You know, it's just this continuous iterations and continuous action feedback, learning and course correction until you've done enough to reach the goal. It's really that simple. And this is true of a scientific method in action rates. So we have talked about the scientific method all in Oregon in the program, and that's really how everything works. Like in nature, in business, all of it. It's all following this core equation of life, right? Which is you have your input misses. What you're doing or what you're putting in, and then the process you follow to execute and then they will give you an output. And this will then provide feedback so you can adjust the input, you know the, the work you're doing and the process you're following, which will then have an impact and change the output.

00:16:56                       And you just repeat this cycle again and again and again and again until you have the desired opposite, the output that you want, right? So by just continuously repeating the cycle, right? You will eventually optimize for your desired output. And needless to say, you need to take action to get the feedback to adjust until you've got this equation, the formula, right? And at any moment in time, you're going to have your Polaris KPI. That is really the main output that you're optimizing for within the business at this moment, right? So this could be, for example, revenue or profit margin or something else.

00:17:40                       And you should have already completed the company direction sheet, misses a sheet that lays out your main executed planning items and lists your teams functional and process accountability. And you can share this team, sorry, you can share this sheet with your team to distribute accountability and at the same time keep everyone had it in the same direction. So you should have already completed this. And this is really good grant work for what wrestler gonna be doing with all KRS. So the OKR sheet and the process I'm about to share with you will basically take what you've already done here and put it into a framework that's more practical and it's better to use, you know, day by day, week by week, and just keep everyone on the team aligned. So it's just, you know, it doesn't cover everything that this should cover us, but it does cover the main longterm and short term planning things just in much more detail and with more thorough data. So it's more powerful.

00:18:37                       And so that's, that's the, uh, that was the recap of our executed planning cycle. Right? So now let's move into the actual, uh, OK. Ours. So now I'm going to walk you through the three Ws. So the way what and when off objectives and key results. So, okay, ours, right? What is this? Why do we use this and when? And really how do we use objectives and key results? So what are okay hours? So objectives and key results is a data-driven process to set good goals. So I want to stress this point here. Not all goals are equal, it's, I'm sure you've heard, you know, goals can be pretty useless, right? If they're not good goals. And you can actually use like the right formula to set goals with like a, a date attached to it and all of that. But it can still be a crappy goal.

00:19:31                       It could still be a goal that doesn't really do anything. So we'll talk more about how to actually set good goals here. But that's really the key word here is good goals, goals that really will drive the results, the output that you want. And then most importantly, this is a process to measure, communicate and achieve those goals, right? So it's not just a process to set goals because setting goals is just the first step, right? That's just like 5% of it, 10% of it. But really measuring these goals and the progress being made, being able to communicate and distribute these goals and actually [inaudible] throughout your team and then ultimately achieving these scores. I mean, that's really the thing that is all important. You know, that's the thing that makes goals useful. If you don't have that, then it goes can be just totally useless, right?

00:20:30                       So that's what most, that's what we're more school setting methodologies lack. But that's what the objectives and key results really have, you know, in a way where it's actually going to bring about change and it's going to bring about results which is achieving the goals that you have. So this is really a fantastic tool and a fantastic process with delegate and Elaine, a team's execution as well. Right? So another, another thing, and it's not just a great way to set and achieve course, uh, for yourself, which you can do. You can use this for yourself just personally as one person, but it's also an absolutely brilliant way to actually delegate and Elaine a team's execution. You know, instead of giving people spoonfeeding your team, step by step instructions, you know, and just completely micromanaging them to death. Then this way you can actually give them the freedom, the autonomy to thrive and you've sort of talents and do the thinking and things like that to their best abilities.

00:21:36                       And at the same time make sure they're actually going in the right direction. They're actually doing the right things and they're aligned and they're actually helping you achieve the exact goals that you want. So that's, that's a pony, an incredibly powerful part of this, uh, process. And one thing that makes this process absolutely outstanding. Now here's how Google defines OKR is I think this is really useful. So Google, you use this Oak and I just want to share with you exactly how they defined. Okay, yours. So Google says, we use Oak hours to plan what people are going to produce, track their progress versus the plan and coordinate priorities and milestones between people and teams. We also use Oak ARS to help people stay focused on the most important goals and help them avoid being distracted by urgent but less important calls. Right. So I think there's some up really like the main, uh, the main way of using OKR stuff.

00:22:38                       But what it really does for you and your team and your business now, the most effective method or goal setting that I've ever come across is this, right? That's why I'm sharing this with you now. It's been a fantastic evolution to the methods I've used, which have evolved over the years. So I've been setting goals and working in the calls for, you know, many years, more than eight to nine years now. And at the beginning I really sucked at it. You know, I didn't really understand what it's about and I didn't know how to get in a results and the power from doing it. But it's evolved over the years. And you know, even five, six years ago, I sort of get kind of good at it. But no, this year, you know, just recently I've adapted this methodology and it's really just enhanced everything that I've done. I was sort of doing it this way before, but it's just enhanced it even further and it's the best it's ever been.

00:23:33                       And the beautiful thing here is that this really Britest the execution gap, so to speak, in goal setting beautifully, right? So usually in goal setting there's this gap between setting the and doing the vision and then the actual execution. And this is what a lot of entrepreneurs fall victim to is you have your beautiful vision, you have your goals, but the execution is missing. You don't execute and you don't actually, uh, or at least you don't execute enough or for long enough or consistently enough. And especially if you have a team to, you know, it, things started falling through the cracks and you go out of balance, you know, you lose the focus and your vision actually never comes to life. But you know, that's what business is all about. Writers getting your vision to actually materialize and become real and actually happen. So this really Brits as this gap and it's beautiful, you know, it takes your goal setting and makes it really practical and actually helps you or helps make sure that you and the team does the execution necessary to make these goals a reality.

00:24:42                       And it integrates all the key components of an effective approach as well, like data and transparency and things we'll talk about. So I highly recommend you adopt this process for your business because it's honestly something that's a game changer. This is one of the top three things I would say. And one of the top three tools, what I'm about to share with you that you should have in your business. It can honestly change the game for you in your business and just as a business person, as an entrepreneur. Now let's talk about the all in the OKR, right? So this is objectives. So what our objectives, the objectives are the Watts, right? So this is what you want to achieve at a high level and the objectives express goals and intense. So this is more all rocking as a big sort of goal or intent that you have in the business.

00:25:39                       And objectives are aggressive yet realistic, right? So you want this to be inspirational and aggressive most of the time, but at the same time they need to be rooted in reality. So they have to be realistic. You know, one thing that I've noticed people do with goals is they tend to write out these absolutely illogical, unrealistic goals that are just too high. And then there are too that don't make any sense, right? So if you really thought about it and what it takes to achieve this goal, let's say even just from a cashflow perspective or something like this where it could be from an execution perspective, if you really analyze that, you would say, all right, with the current resources we have, this is not possible, right? So you don't want to set that type of goal. It is not going to happen and it's not going to motivate you.

00:26:32                       You're going to fail and it's going to not feel so good and he's going to demotivate you. And it's definitely going to demotivate your team. And if you want to work with smart people, it is just not going to fly because they're going to realize that this doesn't make any sense and you're delusional. And that's not going to inspire anyone. So you have to make sure that these are realistic. But at the same time, you also want to be aggressive. You know, you don't want them to be too realistic in a way where they're not actually inspirational and it's too easy to achieve them because then that's not going to drive the best out of anyone, not you or not anyone on your team. So you need to push yourself. You need to push people to get the best and biggest results and objectives must be tangible, objective and unambiguous.

00:27:16                       So we have to have objectives that are not subjective. You know, they're not subjective to any anyone's opinion. You know, it has to be absolutely clear and no argument about it, whether or not this has been achieved. And it has to just be absolutely clear and it has to be something you can really put your finger on. It's tangible and it should be obvious to a rational observer whether an objective has been achieved or not. You know, someone from the outside to be able to look at that and say yes or no clearly and the successful achievement of an objective must provide clear value for your business, right? So you don't want this to be something then at the end of the day doesn't provide the value. It's not important. It has to be something. It would be the most important thing you can think of right now for your business in terms of value.

00:28:11                       So an example on objective is become the bestselling brand in our category. So we don't have to get specific with data at this point with the objectives. That's going to come in the next part here. Key results. But objectives are overarching sort of big things we want to to reach. So for example, become the best selling brand in our category on Amazon for example, right? And then the key results are going to provide the data to tell us whether or not that has actually happened. So they're KR in OKR, it's key results. And this is really the hole in a hole. We're gonna make the O the objective a reality. And the key results express measurable milestones, which if achieved, will advance objectives in a useful manner to their constituents, right? So it's going to advance this objective until it's reached. So we're going to have a couple of cars, a couple of key results for its objective.

00:29:08                       So if one of them is achieved, it will advance the objective in a useful manner. And the key results, most describe outcomes, not activities. So this is another big mistake that people were making call setting. So in this case were four key results of your carers include words like consult, help, analyze or participate. They described activities, right? So that's not something you want to do. Like I'm gonna lose weight, you know, that is not a good enough. You know, that's, that's not specific. You would have to say, I'm going to lose this amount of weight by this date. That kind of thing, right? So instead you want to describe the end user impact of these activities, for example, source and be generating daily sales for two new skews on Amazon by March 15th. You know, that is a key result that you can clearly say yes or no, this has happened and yeah, so that's what you would do rather than say, let's say I'm going to launch two new products and it's kind of not clear what that means or how you would measure that.

00:30:14                       Um, unless you specify, right, what that means. So this must include evidence of completion as well. And this evidence must be available, credible and easily discoverable. Examples of evidence include change lists, links to documents, notes and Bestival objective metrics. So it could be a business report, myth metric from Amazon or it could be one of your KPIs for example, but it has to be an objective metric. And then the final thing here I want to mention before we dive deeper in on OKR is really just to give you like an overview of what all cures are, is the data component. So we have objectives, we have key results, and then really what ties it together, what makes it powerful? This is data and the power of data is really tremendous, right? So online businesses like ours are extremely data-driven and therefore a highly accurate data driven approach to goal setting.

00:31:12                       Execution and results is a good fit for us. So in particular for an online based business like ours, for example, a private label business on Amazon data is a big part of it, right? There's data on almost everything we do and that's great. You know, that's a powerful thing. So we really want to harness this within our goal setting because we can, so this works really well with a virtual rec room home team as well. So if you have a team that's virtual that's not in an office together, this becomes even more important, right? Data is always important for every company, but it becomes even more important because it's so clear, it's so concise, uh, and when you use it right, there's no, you know, there's no mistakes to be made about it. It's just what it is. Everyone speaks the same language when it comes to data.

00:32:04                       Now we use something called progress percentages. And you know, this is an iteration on this process that I found to be extremely valuable and useful. And that's why I'm sharing this with you now here is that basically one of the incredible things about the way we use OKR is that they remove the ambiguity in goal setting completely right? There's no ambiguity here. Um, it's just what it is. It's clear and we get a direct measurement. So in our case, percentages on progress and execution. So instead of having your goals written out and you're like, yup, we did this or we didn't do this and that's it, you actually have percentages that are moving. They're evolving and showing not only you know, yes or no, have you completed this or achieve this, but also how much or how much of this have you actually completed and homeless progress are you making?

00:32:56                       So now this allows you to see whether or not you're on track to hit the goal within the specific timeframe, right? So in this case, the objectives, you know, you can see specifically if you're on track to reach the objective that you've set. So you have a direct measurement on progress and execution and this is fantastic for you as a CEO or if it's just you doing everything in the business right now. But it's also brilliant when you have a team because everyone can see where you're headed. And if you're a fallen behind in a certain area with an objective or a key result, then the team can align to make progress on that. No, you know, to make sure everything is moving in the right direction and you should, you know, make as much progress if not complete the objectives within the timeframe that you want.

00:33:48                       So this really means total transparency, right? So let's say you have someone on your team that is responsible for a key result. There's, there's no arguing about it. If that is a 10% and most other things are like 50 60% then something is wrong. You know, something is not working there and either it's, it's the execution on this item or there's a problem or something, but at least you can address it. You can be really clear and everyone on your team can be really clear on that. They know exactly what's going on and there's tremendous accountability as well on that person or on those, on their team, within your business, for example, to deliver because everyone can see that this person or this team is falling behind, for example. Or on the flip side, they're doing a great job, right? They're making more progress than other people or other teams.

00:34:39                       So that's great for rewarding people and things like that. So basically this gives us total transparency on our goal setting and our progress towards reaching those goals and with the execution, you know, what is the progress on in terms of execution towards the schools and then reverse engineering. So as you'll see in a moment, progress meet on key results eventually leads to the completion of the objective, right? So remember we just talked about reverse engineering your calls. So in this case, progress made on key results. Eventually lead to the completion of the objective because for each objective we are going to have a couple of key results, right? That when they're all completed, then the objective should also be completed. So now you're able to plan things logically and don't worry if this is a little bit unclear or confusing. At this point, I'm going to show you exactly how this works with the tracker.

00:35:38                       Like I mentioned, that's gonna bring total clarity on this process for you having this tracker but doesn't understand that you should plan things so that when the key results are completed, then inevitably your objective is also done and reached, right? And in the same way, when progress, you know, in the same way progress made on quarterly, okay? Ours eventually leads to the completion of your yearly or chaos, right? So you have your yearly all chaos and then you're set, you know, four times in a year you set quarterly OKR, and when they're all done, then your yearly OKR pseudo be done too. And this is the key here. You know, this is what bridges the gap between your goal setting and the execution. Because you've brought your goals from the point of being sort of in the sky, right? Visionary to being specifically measurable and you know the exact execution.

00:36:42                       And you can track and measure the exact progress as well in terms of the execution. So you know exactly what has to happen practically in the business to achieve your vision. You know these goals in the sky. So this is the key. This is where we Brits the cap. And instead of just having a vision, you have practical execution that you can focus on doing. You know, because the vision only does so much. If you just focus on the vision, the vision, you're not going to be doing the right things if you aren't clear on what needs to happen. But when you're clear on what needs to happen, then you can focus all your time and energy and efforts and that of your team on actually doing the work. Because that's where that is going to lead to the outcome, the objective, the goals that you want.

00:37:31                       So this is the key. So this is reverse engineering and we reverse engineer execution to inevitably lead to the results we want to achieve. So this means we have realistic goals, even if they're aggressive and ambitious. So we call macro to micro, we know the macro, the high level, and then we reverse engineer back to the micro. So we know every single step that needs to happen to make the big objectors happen. And this is also a scientific process because of the data. So because everything is objective and measured with clear data, it provides very specific focused direction and accurate feedback as well. It's as key so we can learn and course correct and, and really use the scientific method. You know, if you don't have accurate feedback, if you don't have clear data, um, then you know, it's noise. We don't know if the feedback is accurate or not. So we have to have accurate data, clear data so we can have clear and accurate feedback as well. And we can make good decisions to adjust and, um, you know, use the scientific method to iterate towards the disowned opposite.

00:38:43                       And so this, having this in place creates transparency for us and our team so everyone can see exactly what's going on. And again, there's a Nabeel's you to delegate and run the team in a way where people are autonomous, they have freedom, you don't have to micromanage, but they're also aligned. They're also working towards the same common objectives and key results. This is absolutely beautiful and it really makes a working with a team so much easier if you have done the other things we've talked about, I've taught you here in the program in terms of culture and alignment and things. I'm a Syrian Matthew, you know later on this week as well. So no, you can enter it accurately and we can see clearly and seeing clearly as key in terms of being able to make progress actually dwell and get results. Now this is the all care cycle.

00:39:41                       So this fall executed planning cycle, it goes hand in hand. So every year, once a year we do a OKR planning and then also every 90 days. And you'll see how this works in just a moment. And one final thing I want to mention here is quality matters, right? So remember there's something called bad calls or just you know, essentially useless goals, but there's also a way to create good goals. And that's what I mean when I say quality. So the quality of your goals and sort of the objectives and the key results, the quality matters a lot. So you have to put a lot of thought and effort into this and take the time to really do this well, it looks simple, it looks short, which it is, but the quality of each item you have on there is critical to the results and the effectiveness of this approach. Now the next thing I want to cover, because I'm sure you're wondering, you know, Hey, we are using KPIs. So why do we need all KRS? You know, what is the point of having both? So right now I'm going to explain exactly what the difference between all Yoris and KPS are. So all kiosk versus KPIs, you know, what is the difference? Why do we want to use both of these? And just, you know, instead of just one of them.

00:41:02                       So you've already received the KPI tracker here in the program and air pack seller and this is a really powerful cheat to lay out and track the most important key performance indicators in your business. Now this is absolutely key fundamental to be enabled to run a steady, uh, and streamlined operation and really know what's going on, know what you're doing and really being able to scale, you know, being uh, at the CEO level, being able to grow a larger and larger team and a larger and larger operation while still maintaining oversight and clarity on the business and what's going on and making sure you're driving things in the right direction and things are progressing. It's key to being able to spot problems and issues quickly and things like that. Misery already discussed in detail. So you already have this set up and working for you, which is great, right?

00:41:53                       This one I'm about to share with you does not replace this in any way. So as you know, key performance indicators, KPIs, these are metrics, these metrics act as a scorecard, quote unquote, on the performance of your business. So this is like the scoreboard for your business and KPIs are not things you want to achieve or accomplish, right? These are not goals, these are just metrics. They're just giving you feedback on the business. They're telling you how the business is performing day by day, week by week, right? So it's not things you want to achieve or accomplish, but rather a pulse on your business for good or worse. So it's like keeping a finger on the, on the pulse of the business, and you can see if things are good or bad. And we can set KPI targets, right? So this is the Polaris star.

00:42:50                       So we can say, all right, we want this KPI mitzvahs. Let's say if it's revenue 70,000 per month, right now we want this KPI to be a hundred thousand per month. So you can set these targets and this will help help you align execution behind certain KPIs to improve performance in specific areas. So this could also be, you know, average review rating or something like that. And that could go bad, right? And you might have a problem. So you might have to align of your resources and part of your team behind that and to improve proving that, right? Cause that is a key performance indicator that's gone bad, right? So it's also like that it's not just, you know, it's not just let's do more, let's, you know, get more of this. It can also be to improve or fix things. So good or bad, right? It's like a pulse on your business.

00:43:43                       And you do still have, for example, the Polaris star KPI to align and optimize at any point in time, a specific performance indicator in the business was basically a specific area off the business because that's gonna be more effective. That's going to make sure you're optimizing, you're doing the work to get that to where you want it to be as quickly as possible versus trying to optimize too many things at once and it's counterproductive and it's just not focused and it doesn't lead to the best possible results. No objectives and key results. Okay. Ours are different, right? This is not the same thing. This is a framework to tie goal setting and data. So metrics together, right? So this ties goal setting aspirations, vision in with the data, with the metrics so that both work in tandem and provide meaningful, measurable and objective opposite and Oak yards provide direction and the try of execution, right?

00:44:48                       So that's how they're really different from KPIs. It's not like a scoreboard really. It's more like, um, it's more like direction. Right? And, and, and the, and it drives like the, it creates the path for execution. The KPIs, they don't do that, you know, they just show you like overall what's going on. The OKR set the tone, you know, they motivate people that drive them in a certain direction. So KPIs and OKR says what we want to be. Don't choose one or the other. There's no competition here between all chaos and KPIs. There's no better or worse, both compliment each other. And the most beneficial setup for an organization is to use both KPIs and [inaudible] ours. Right? That's, that's the magic when you have both. So that's what you want to do. And there's a relationship here, right? There's a clear connection between KPIs and all KRS for example.

00:45:45                       Since KPIs are key business metrics, they often make excellent key results as part of your [inaudible] and for example, you're a Polaris star. KPI should always be a key result and this is how we tied that Polaris star KPI with [inaudible], right? So within the OKR framework and the tool that I'm about to share with you here in just a moment, you want to make sure you're tying the KPIs into that and especially your Polaris star that KPA should definitely be in one of your key results because that's one of the main things that you're looking to do, right? That's your true North. So we're going to highlight that and really make that a, an integral part of both your KPIs and your all cars. It's like the main thing you're optimizing for it right now with the business.

00:46:32                       So no, let me show you the OKR tracker. So this is the actual tool we used to bring what we just talked about together and make it practical. So I've given you a sort of a crass course in [inaudible] and you know, trust me, it took a long time to really learn this and put this to practice and, and really sort of hone this approach. So I'm just giving you a crash course, which would be enough of a base for you to understand how this actually works. So you can all come in and apply the OKR tracker and actually we put into practice in your business and started using it right now. It's all very exciting. And again, this is one of the top three tools I would say you should use in any business to really get results, you know, to, to really, um, have an awesome business and build a great business and get results again.

00:47:24                       So I have adopted and adjusted the use of Oak yours into a process that works really well for small to midsize online business. And so there's, you know, there's different ways of using OKR is there's no one right or wrong way, uh, that fits all. But for our type of business or small to midsize online business, I found this to be just the right sort of mix or the right approach. And for an online business, uh, especially, you know, I think this, this adjustment, this adaptation of all chaos is really, uh, just incredibly powerful. So I'm excited to share this with you now. And I have actually, we've tied this process together with a tool I call the OKR tracker. It's, I'm going to share and explain to, you know, so no, as we dive in on this OKR tracker, everything we just talked about is going to make total sense and you're going to be able to play this in your business.

00:48:22                       So let's dive in. So here's the old care tracker and this is a sheet to lay out and track the objectives and key results in your business. And this is going to be in the resources section below this video or you know, this available below this video. So you can open up this document and access this tracker and start to use it in your business. So you might be downloading a PDF. And if so there's going to be a link to click. So you can actually open up a the [inaudible] tracker here in Google docs, which is what we use for documents cause it's in the cloud, it's effective and you can give access easily to team members and things like that. So what you want to do when you come in here is you want to start by just clicking file and mega copy and save a copy to your Google drive.

00:49:15                       Because if you don't do this, you can't edit this document. There's, you're in right now, it's just read only for you. So you have to come in, click file, make a copy, save it on your drive and then you can edit that copy and you can use that copy. Right? So and also laid out the steps for you here to actually get started source. That one is the, what's the video instruction? So that's what we're doing right now. Right? And then step two is to add the tracker to your drive. So that's what I just explained. So you've done step one and two where you're doing step one and you should have, you know, if you haven't done this already, go and make sure you save a copy of this document in your drive. So then you don't understand two and then step three is to set up your OKR tracker.

00:50:01                       So no, I'm going to show you how to do this step. So as you can see, we basically have um, a tab for yearly OKR. So every year you just set one of these up and then you're going to set up one for Q one quarter one, another one for Q two and then another one, one Q three and Q four. And do you want Seth is all over. Once you know, if you're starting the year, let's, it's the end of 2019 right now and you're going to be planning 2020. Then you want to start by planning 220 yearly. So this is the yearly cycle. Once per year you will do this sheet and then you will also do Q1 and you want to Q two Q three and Q four. Now. So you will use Q1 OKR for January, February, March by Q one 2020 and then at the end of Q one 2020 you would look at the progress bar to show you how this all works.

00:51:01                       And based on that you would then plan to Q2. So it was important that we have this feedback mechanism in place. So you don't try to plant all of it right away because what's going to happen is that when you execute Q1, somethings will get completed. Some things you want, you will have some problems. Maybe you'll have some things you learn and you will adjust, right? You will use the scientific method. And what do you thought at the start of the year would be the best path to reach your yearly or chaos? My chainsaw bet. So what do you think right now at the beginning of the year, it's going to be the best thing to do in Q two and Q three and Q4. That might change after Q1. So you have to plan, obviously Q1 now because you have to do something right and you have to get going. So you'll do your planning for Q1 the best you can right now with the information you have, the status for your business, all of it, right?

00:51:56                       And then after you've executed relentlessly in this Q quarter, you know, the F, the, uh, the first quarter, the first three months, once you've executed and your team has executed relentlessly on these things and you've done your best to make progress and complete all of it, that's when you review it, look back, you take a step back and you can plan Q2 and it will be as accurate and as powerful as possible. So it's the scientific method. You're iterating, it's time. And then each year it saved me repeat this process. You're iterating. So it is the scientific method in action and it's incredibly powerful. And it same. You plan a quarter and a year, you'll get better and better and better at this process. [inaudible] and then also have finally a sheets that are called team does. So you can have on all of you after your team here, if you have a team, you can have everyone on the team, uh, in here.

00:52:52                       And, uh, you can have, you know, just a good overview of the team and, uh, it's person. And the thing is that I, I like to share this with an entire team. So you should share this tracker with the entire team so everyone can see these things. It's really critical. And if that's the only way to have a team that can align around the same objectives, right at the same key results and doing the same things. And so it's good for the team as well to have the information if you have a virtual team to reach every person on the team like this. So it's just good to have as a resource. That's why I include this. You know, you can't skip this if you want, but I find this to be really useful in here. So let's start with the yearly old chaos. Let me show you how to do this.

00:53:36                       So you're welcome to actually, uh, Switz our local here at, into profits with your logo. So you can put your logo or just type in the name of your business up here and then you set the timeframe. So right now I have 2020 in here cause we were about to plan 2020 and sort of that makes sense. And then you should add the mission statement of your company here. So this is like the high level division, the purpose off the company, what you're ultimately looking to achieve. So you want to remind yourself and the team why you exist. You know, what is the big thing that you're here for and you're looking to ultimately accomplish by doing all this work here, right? So the big vision is up here and then we have our objectives, right? So in the blue lines here, we have objectives.

00:54:33                       And an example of this, put an example here for you as a yearly objective could be to become the best selling brand in our category this year, right? So that could be an objective. And you know, this is cool. I mean this is great. You have to have an objective, you have to have a vision, right? You have to have something to motivate and rally yourself and everyone else around. So this would be exciting. This would be motivating. This would be, you know, a big visionary thing, but then you need to have some more practical stuff, right? Cause it's not enough just to have a nice sounding exciting objective. You have to have a practical, actual way of achieving this objective and making it complete, making it a reality. So that's why we have key results. So the key resource, remember our specific things we can measure and we have our timeframe on, right?

00:55:26                       So this is 2020. So by default, the timeframe is by the end of 2020. Everything should be complete. If you wanted to complete something sooner or you could just say, you know, by, uh, by June 30th or something, then right? So you can do that. But by default, if you don't mention it, this means it should be completed by the end of the year. And I have two examples in here. So first one is grow monthly revenue from 50 K to 150 K he was D. so that could be a big, uh, big key result that, you know, will contribute to this objective becoming true. So maybe you have a good insight into, all right, you know, you probably can three times three X or sales here in this category. And I think if you do that then this would make us, or this would be one of the things that will make us the best selling brand or a category, you know, based on the volume of the things we're seeing.

00:56:23                       If you're talking about Amazon now in this example, you know this would be a big key result that I know that if we complete this, we're going to be at least a big part of the way to achieving this objective, right? So that's how it works. And you want to have, you know, at least one you could just have one. Sometimes that's enough, but I recommend about three. You can have five and if you want to expand this, you know it's easy. You can just click, insert row below. And you know, do you want to format this correctly? But you can just have, you know, another key result in here. And you want to make sure, I'll show you in a moment that this covers all fields, which it should if you do it like this, if you insert a field in the middle, so now you could have poor Q results, but do not have more than five. I don't recommend having more than five. The less the better. As long as it covers every key result you can think of really that will make the objective come true. If you feel like there's more key results you need than just one or three, then you should have up to five cause you want to make sure that all the key results, all the key things that need to actually happen to make the objective a reality are actually in here.

00:57:35                       So I'm sure this makes sense. So another example would be that the yearly revenue this year, 2020 is more than a million USD. You know, that could be another big, um, thing, a key result that really contributes towards this big objective that you have. And then the way this works is there'll be track this with percentages, right? So this must be absolutely objective. So I prefer to have something that's as objective as this, right? You can just measure it. It's just math. That's the best thing. Sometimes it won't be that clear, you know? So don't say it would be to complete, you know, five things out of, um, you know, five specific things that you list out or something. Uh, but you have to have a number, you have to have data, right? So you have to be able to say that we've done this. No one can argue with it.

00:58:27                       It's totally, uh, black and white. It's clear. And then you can just do the math and you know what percentage it is in terms of progress. So give you an example. So let's say we want our monthly revenue to grow from 50 care to 150 K. so if we have no reach 60 K for the past month, then we have basically achieved 10% off the target because the target is essentially to grow revenue by 100,000. You esteem. So we have grown the revenue. If you're at 60 [inaudible] by 10,000 USD, and you can just do the math, just Watson here, if he doesn't look, do the math right in here. So we can just say, uh, this equals 10,000 divided by our goal of increasing revenue by a hundred thousand per month. So this will give us 10% right? So we've gone 10% of the way there and the same here. So let's say our yearly revenue target is equal or greater than 1 million USD. So let's say by now this year we've sold a 200,000 USD in revenue. It's no, the math would just be 200,000 divided by 2 million. Right? And this would give us 20

00:59:55                       oops. Yeah. Is, it'd be by 1 million, right? So 200,000 we have sold in revenue this year out of our objective of 1 million. So now we've gone 20% off the way to the target. And this is how it works. And if you notice up here, this will change because this will basically average all the progress we've made on the key results to give us how far we've made it to the objective by now. And remember, if you do this right, and this is the key, if all of these are not 100% then this will also be at 100% and if you have achieved all the key results, they're all 100% then the objective is also at 100% and the objective should be complete by default, right? So you should plan it in a way where when you do achieve these things, this is inevitable. You know, if all of this is 100% then this is also at 100% and and completing this objective is inevitable.

01:01:00                       That's how you do it. So I hope this makes sense and so I'm going to focus on the objective and key results part of it right now. So you can see you going to have another objective and more key results where this objective and you can have just one objective and key results for the year. But most likely you're going to need two or three sections or more. So you can also add in, you know, just at, uh, at Ross and you can just copy paste the section, you know, to create another one. So you could have up to five. I don't recommend having more than five of these, so I don't recommend having more than five objective and key result sections. You know, that that's if you're more than five, it's starting to get confusing and complicated and then that's counter productive. So you're better off keeping it simple.

01:02:02                       So you have to be able to crystallize everything that you really want to achieve into this, you know, one to five objective and key result sections. So basically, you know, was he one to five objectives? So you just want to define for the year one to five objectives and that's it. So that's why you need to think about it. You need to be really cognizant of how you plan this, what objectives you lay out, because this is really all you're going to be focusing on this year. Uh, and it's important. So you have to think of this aisle really well to make sure you have good objectives. And if you can create two or three fantastic objectives, that's best. You know, I would try to make it as simple as possible for sure. Two or three great one might be, it might be a little bit too little, especially for a year, but two to three is great and four or five is okay as well, but don't have more than that.

01:02:56                       So that's all this works. And you can see this progress bar up here is going to then tell you how far you've come towards your, um, all your objectives. So this is your overall progress for the year. So now you can just see black and white data, exactly how well you're doing this year in terms of reaching your goals or does it say objectives for the year? So this is the beauty of this process and using this specific tool here, cause it makes this all completely transparent and data-driven and objective. So let's say, you know, we have made like 50% progress here. You can see this moves to 50% because we only have one thing in here right now. And then the progress for the year has moved from five to 22% in total because we made a lot of progress here. So that's how this works.

01:03:53                       So you would just plan your objectives and key results just like this. And then you will continue to monitor and update the progress meet objectively just ideally by running the numbers or it has to be like that. You just run the numbers to get the progress percentage and no one can argue with it. It is completely objective and it is what it is. And yeah, you can see black and white what's going on in the business and the team can as well. Right? So there's only one, well there's one thing here I want to mention so you can see I've colored this one, like we call her the Polara SAR KPI in the KPI tracker, right? So this is the Polaris KPI. In our case, in this example, this would be the Polaris KPI. So it's in here as a key result. So this is what a recommended doing. Just color-coded this color here to know exactly what is the, you know, what key result is the Polaris star KPI. So this connects the KPI, um, process to the OKR directly. So it's a great thing to do.

01:05:00                       And then the final thing I want to show you is the initiatives, right? So you don't have to do this, but I find this really useful. So basically, you know, these are results, right? These are not activities, but obviously to reach the results you are doing projects, you're doing activities as well. So in addition, and I find this to really enhance this process, in addition to just object this and Q results, you can list specific initiatives, right? So if you want to become the best selling brand in our category and you're going to grow unwanted revenue from 50 care to 150 K per month, right? Monthly revenue, and you're going to have yearly revenue that's equal to or greater than 1 million USD, then you're going to have to do some things to get there, right? It's not enough just to say these are the results.

01:05:51                       And then leave it at that. You have to know exactly, all right, what's going to actually take us here? You know, what do we need to do to get here as all these would be the initiatives, right? So it could be, for example, we're going to release and successfully launch tenure skews. So it'd be one thing or you know, another one could be a Tuft, full-scale Amazon PPC systems for all 15 of our skews. So assuming you have five skews already and then what do you want is that these initiatives, if you complete all of them, they will lead to you receiving 100% at all the key results. So that's how you want to think about it. So you're going down from macro to micro and if you achieve this initiatives, then all of these key results would be complete. And thus the objective should also be at 100% and complete.

01:06:41                       So that's how this works. And you know, in this case, I put it at 10% here. So if you're going to figure out the percentage, now you know this is not a number like revenue, but this is actually releasing products. But we have a number, right? So 10 year skews. So let's say if you released them successfully launched one skew, that's one out of 10 so it's 10% and that's how it works. And same here. If you want to adopt full-scale arms when PPC systems are like, we have an impact seller for all 15 of your skewers. Let's say you've, um, you've done it for, um, let's say you've done it for one. So it's one out of 15. So that's 7% so you've done it for one, you've set it up, it's been run for one skew out of the 15 that you want to do this here. So now you're at 7% so this is how it works. So I hope this makes sense. You know, this is how you plan your year and you tie your goal setting progress in with data and execution. And it's an incredibly powerful process. And I hope you can see that by now. And it's really this tracker that makes it so powerful.

01:07:53                       No, let me show you one of the quarterly OKR seats as well. So we have obviously four of these. They're all the same. So I'm just gonna show you one and everything is the same. So I don't have to re-explain basically everything. But now this is just for Q1, right? So this is quarterly. So you want to have an objective for the quarter. So for example, you could have have two bestselling products in our category and now what I like to do, so you could have again, one to five quarterly objectives too. I prefer two to three if possible. But keep in mind that these objectives should then contribute significantly towards these objectives, right? The yearly objectives. So what I'd like to do is I'd like to specifically make sure that each quarterly objective is aligned to a specific here, the OKR. So this, um, you know, this ensures that you're doing the macro to micro like we talked about and that all the quarterly, okay.

01:08:59                       Ours are contributing towards the yearly or chaos. Because remember, you want, if you complete all your core quarterly objectives here, you want that to inevitably lead to all your yearly objectives being completed as a result, right? So in this case, having two bestselling products in our category is a too, and contributing to our yearly OKR of becoming the best selling brand in our category. Right? So this one, so you know, if you make progress on this this quarter, it's going to move this yearly objective and key results forward and it's gonna make progress on a yearly, um, yeah, on a yearly objectives, right? So that's how it works. And again, you might have, uh, a key result in here quarterly to that is, uh, the Polaris star KPI at the moment. So that's perfect. And then the only, this other distinction here with, uh, between the quarterly or chaos and the yearly, uh, Oak, yours, is that part of the quarterly?

01:10:11                       Okay. Ours, I like to categorize them into either aspirational or committed. And this is something I learned from Google because Google does this too. So aspirational objectives are sort of loftier goals. You know, this is more like scaling up, right? Growing revenues. So you want to make sure you put your key results and this objective, you know, a bit aggressive. So it's pushing you. And actually in reality, you should not hit the a hundred percent here, all the time within the timeframe specified. So for Q1 for example, if you hit 100% at all, you know, for all of your objectives this quarter, then you know that you'd probably not being aggressive enough and you should be more aggressive, more ambitious in the next, uh, next quarter. So this process, because you're iterating, it's time, you're repeating the cycle, it's going to teach you to be just right in terms of aspiration and aggress aggression in your goal setting, right?

01:11:18                       So if you have something that is a stretch that the people, the people in your team and you, you have to really fight and work hard to achieve, that's perfect. You know, you want it to motivate you, wanted to push you forward, you wanted to drive, uh, the best out of everyone on your team to strive to achieve, right? And that only happens if it's a stretch. So it's actually realistic. You can achieve it, but it's still a bit of a stress. So that's the aspirational side of it. And so if you hit, you know, 70 to 100%, that's actually, you know, that's actually a sign that you could be more aggressive if you hit, you know, let's say like 50 to 70%, that's probably a really good, you know, I would say, you know, 60 to 80% that would, that's good. You know, if you hit that rent then is probably the right balance of pushing your team, uh, being aggressive with the objective and having a, a spirit, a truly aspirational objective and actually having something that's also realistic and you have made really substantial progress towards, you know, you may have gone, um, close to achieving it and sometimes you will achieve it and that's great.

01:12:32                       Right? But if you're like achieving like 10% or 20% or even, you know, I would say less than 50% off the objective, then it's too aggressive. You know, it's too far out and you and the people on your team are likely to feel a little bit de-motivated because it's, it's, it's two months of a stretch and people don't actually think they can do it, right? So that's where you want to try to strike this balance where you're setting aspirational with this. Remember, one kind of objective, um, you're setting those objectives to be a stretch, but still only you can make major progress on. So 70 80% is ideal and sometimes 100% and then that's great. Of course you celebrate a, that's not a bad thing, but overall on average you would be achieving 70 to 80% of their aspirational objectives if you're setting them right?

01:13:25                       Right? So that's what you can use as your check and balance to basically make sure you're, uh, you're putting the right amount of aspiration into your objectives. Now the other kind of objective is what we call committed. So the committed objective is something that's really non-negotiable. So that's something you want to achieve 100% off. So this is more, you know, things that have to happen. Like you have to deliver on. And it's good to have a mixture of both because usually in business, you know you have some things you have to do, you know you have to deliver certain things on time and that kind of thing. And you ha you want to have that in here too. So these are things that you just must reach 100% right? That's what should happen. If it's less than a hundred percent then that's off, you know, and you need to basically troubleshoot and figure out what happened.

01:14:26                       And if it's like at 50% or 25% that's really bad, you know, then you probably have a problem in the business because this is something that had to happen and you might need, you know, better people or more people or something is really getting in the way that you need to fix. So it's great to have this mixture of aspirational and committed objectives. We know you can see both sides of the coin, so to speak with that. So you can see the committed, the things that have to happen and also the things that you want to have happen, like the aspirations and it's only most motivational. So it's quarter. If you only had committed objectors, it would be kind of kind of um, linear or static. It wouldn't be very exciting and motivational. It's hard to motivate people months on, on those types of objectives, which you still need to have.

01:15:17                       But if all you had were aspirational objectives, then you might, you know, you might drop the ball on certain things and you might have problems start to occur because you're not actually making sure that somethings that have to get in done, like more supportive things in the business are actually getting done. So you want to have a mixture. And me only do this for the quarterly because the yearly or chaos, the objectives, they tend to all be aspirational. You know, it's all growth and scale. You're welcome to have a committed objective as part of the yearly, but there tend to be more, you know, at least somewhat aspirational, which is fine, but quarter by quarter there's gotta be some things that got to get done. Usually that's always going to be the case, especially for a more established business. You know, you might have something you need to deliver on time, uh, that's been promised or uh, you have to, you know, make sure this is fixed or improved or optimized or whatever it is. So that's it. You know, that's really the all care tracker I've shown you every single nook and cranny. Um, LeBron Pooley on this thing and this is an incredibly powerful tool as I'm sure you can see and I highly encourage you to incorporate this into a business and started to use it.

01:16:41                       And I recommend updating and reviewing progress on quarterly, OKR weekly. And like you already know, you do this for both OKR and KPIs then because you do this weekly for KPIs. And I recommend doing the same thing with OKR. So you do it at the same time and you show it to your team, you review it as part of the weekly meeting pulse, which I'll talk about later in the module. But um, but yes, so every week you will review and progress and you will update the quarterly, all chaos and you will see, you know, the progress you've made this week and you'll be able to monitor and evaluate if it's um, if it's happening fast enough and if everything is on track, right. And then every year, sorry, at the end of every quarter, you will update the yearly OKR seat as well to see the progress made this quarter really in a, as part of the big picture. So at the end of each quarter, you will see the progress that you made this quarter towards your yearly targets, your yearly goals, right, your yearly objectives and this put things in, uh, puts things into perspective for you. So you can see ARD, we had a great quarter and we made a lot of progress or it didn't really move the needle months on or, uh, on the year here for us. Right. So it's really powerful.

01:18:08                       Now there's one final piece I want to suggest you do and that's to actually go and read this book. It's fantastic by John Doerr who is, you know, a brilliant entrepreneur and an investor. And I'm aware a very wealthy person and he actually introduced co KRS to Google. So I think he is the right guy to really teach you in depth about OKR and just bring them to life for you. So one thing I like about this book, and it tells a lot of stories and it shows you, you know, some companies that are actually using this in the real world and, and what it does for them and things like that and even hear from Bano and how he uses OKR. And it's really, it's a nice book. It's really um, interesting and, and, and a fun read. So you would have to obviously read this, but I suggested you could listen to it through audible as well.

01:19:00                       But basically if you want to get a deeper insight and learn a bit more on bottle cars and just make it come to life for you, even more than you can read this book, but you're still ready to go and start using it. So don't wait, just go right in. You still care tracker I just shared with you and a play or chaos to your business right now. Do that first because it's so powerful. And finally, here's your action item. So there's only one and it's to Saturday or all care tracker and to start using it. So you want to define your yearly and current quarter. Okay. Ours right now and started using the OKR tracker weekly to track progress to keep everyone aligned on your team. So it could be only, you can also be you and the team. And if you have a team, it should definitely be you and the team and continually make progress towards your objectives.

01:19:50                       So if you use this sheet, this tracker, like I just mentioned every single week and he will look at it maybe even daily, then this will keep you on track. You know, you should bring your team into it. You should review it with them every week and talk about it all the time because this will really align everyone and make sure you're continually making progress on the right things and that everyone is focused and you want to continue to use this tool and apply this process every single week. And if you do, you will make incredible progress in your business. I can promise you that and it can be a complete game changer for you. So what you want to do is you want to bookmark the sheet, uh, the all care tracker that you have in Google tray Nile and you want a book market and have it easily accessible, uh, in your browser.

01:20:39                       And you want to visit this frequently to keep yourself and your team on track. And most importantly focused on the right things, the right objectives and key results and actually, you know, achieving your goals. So keep it simple. Google does this process for a reason. You don't need to overcomplicate things with, you know, all these other things that are out there too for goal setting. Just to use this, it really gives you the power of the benefits of goal setting in the most effective, efficient way that I've ever seen. And the [inaudible] tracker should really be at top three tool in your business from here on on. So I hope this has been incredibly valuable, helpful, insightful, and you're as excited as I am about using OKR in business. So that's it. Talk to you soon.