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Objectives and key results. OKRs with examples. Hey, my name is Daniel Audunsson and in this video, I'm going to explain objectives and key results, and I'm going to do so with some specific examples as well. And so I'll walk you through now, objectives and key results are really like goal setting, uh, in a scientific, uh, streamlined, structured way that enables you to really measure progress towards those goals and really work with a team to accomplice common objectives for the business. And this is a fantastic framework for actually setting goals and objectives and accomplishing them and actually monitoring your progress in sort of a scientific way towards achieving those outcomes. Now, I'm going to show you the way I use objectives and key results in my business. There's some variations to how you can set this up, but this is what has really worked well for me.
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And I've run online businesses for the past eight years. So I'm using this for an online eCommerce business specifically. So I'm going to really explain, you know, what a objective and key results are. I'm going to show you this data to set them up, and I'm going to really give you a clear example as well. And then at the end to make sure you stick around until the end of the video after you have been through this sort of crash course on objectives and key results. OKRs, I'm going to, give you the specific tracker, the template that we built and we use in our business to actually put this into practice. So I'm going to give that to you at the end of the video, a hundred percent for free. So you really will have everything to actually put this into practice and implemented into your business right away.
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So, uh, very exciting. And I've already shown, uh, many of my clients how to do this now, successfully as well. And they've gone through this process and it's been a dramatic improvement for them and their teams and their business. Uh, so you're in for a treat and I'm really excited to show this to you. So let's get started. So at the beginning with what our objectives and key results you might already know. So I'm just going to give you like a quick nuts and bolts explanation of what OKRs are. So whether or not you've, you know, learned about them before, you will be really clear on that now, um, what they actually are. And then obviously the example is really going to illustrate. Uh, so again, make sure you watch the entire video to really get a full understanding of how to actually use OKRs properly, how to write them, how to manage them, how to track them, how to work with a team, with OKRs and everything.
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I'm going to show you everything that really matters here. So first thing is you use OKRs to build the business. So unlike KPI's which, I've also explained in another video, we might've seen it. You know, the KPIs are really for monitoring and measuring ongoing performance in the business. The op OKR is the objectives and curious salts are really about goal setting and projects and building things, accomplishing new things in the business or growing the business, not as monitoring like ongoing performance. It's about not about that. It's about, uh, again, it's like a goal setting framework, but it's really much more than goal setting. Uh, if there isn't such a thing, then this is definitely a goal setting done, right? Uh, cause you can set goals and it's kind of useless, but this is how to really do it properly and get results with it. So yeah.
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OKRs are used to build the business. Uh, the next point is, um, they're also used to measure and monitor progress on projects objectively, right? So we use OKRs to set the, you know, the goals, the project define them, but we also use them then to measure and monitor the progress being made on those projects objectively. So scientifically through data irrefutable numbers, you know, if you've got a team there's no arguing about the facts, they are what they are. So we make sure we design this or that they are a hundred percent objective and again, they are what they are. And so there's no room for error really in, you know, in the progress you've made, you know, exactly what it is, hard facts. So that's important. The third point here is that we really use objectives and key results to focus
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Ourselves
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And or our team on what's most important right now for the business or this year, this quarter. And then we use it to keep them accountable. So keep yourself or the team accountable. Now this is important because with a lot of goal setting, you know, it's kind of open ended. You can set a lot of goals and things, but objectives and key results. One thing I really like about this method is that it kind of constraints you in a good way, uh, within certain limits in terms of what you set as your targets and things. And the reason this is good is because it's make sure that you're focused and you're that you're prioritizing things, you know, there's, you can't have too many objectives and key results if you do, then you're doing it incorrectly. Right? So the real trick here is to, um, to really like find what is the actual priority. And then put that into a simple, uh, of terms as possible clear objective data-driven terms that again are irrefutable. So you really boiled down to the core of the fundamental, the, the thing that really matters. And then you align your efforts and your team's efforts,
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Uh, on that path. And so it really helps you align
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Everyone and focus your efforts, which is obviously absolutely vital to be able to make great progress on those few things you decide to focus on. And then you're measuring that progress, you know, exactly, you know, if it's how much progress you're making and if that's good or bad. So that's sort of objective the key results in a nutshell. Now, again, I think the step by step and the example is really going to help explain it. And then I've again, got the free tracker tool for you with some extra training as well on how we use that here at the end. So that's when to give you everything you need. Now, the step, the steps to set it up, let's go through those now. So number one, uh, the first step, always, obviously this is not as much the case when you're doing it for the first time ever, but usually, and this is a big, important part of this process.
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The system is to actually start by reviewing the previous quarter or year, so objectives and key results. You know, we sat them, um, at the, at the end of a year, we sat them for the following year. So we have objectives and key results for, uh, uh, for the year, right, that you're starting. And then within that year, you set objectives and curious goals for each quarter as well. So four times during the year, and if you're doing it properly and then what should happen when you complete all the quarterly objectives and key results is that you accomplish the yearly objectives and key results, right? So it's linked together. Um, and this is why, you know, when you, before you plan the quarter before you plan the year, you want to go back and review the previous year or the previous quarter, and actually review it from the lens off your OKR.
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So you can look at the OKR. So you can look at the exact progress you've made on each one where you stand, and this will give you the, uh, the data, the information you need to really then, uh, set new OKRs for the next year or the next quarter was you were looking at other things as well, but at least, you know, you must have know what happened the previous quarter of the previous year to, uh, be able to, you know, continue to take the next step forward, so to speak. So that's important, right? So you start by doing that.
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Okay.
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Then what you do is step number two is you move any incomplete, OKRs over, right? So if you just finished a year, let's say, and you have some OKRs that got completed or almost completed, but then you've got some that weren't completed there. You know, you may be made it 50% of the way there or less. Uh, no, you might not want to just, you know, stop there and just let it go. This is only thing that might still be important for you to achieve. So in that case, what you do is you move that over into the following year. You might adjust it a bit and maybe add something to it, maybe to remove something or just, you know, you've learned something. So you will set it a bit differently, but the same sort of objective will follow. You know, we'll continue.
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You will continue to work on it until you actually get it done. Right? So that's very common, uh, because of OKR. So you don't always accomplish everything at a hundred percent. And in fact, it's like, I'll show you if you accomplish all of your OKRs that are a hundred percent, you haven't set them high enough. Like you're not being ambitious enough, then you're leaving potential on the table and you're not pushing yourself or the team as much as you should to get the most out of you or the team. Right. So I'll explain him with an example. So now let's go into the example. So step number three is to write one to five objectives for the quarter or the year or both, if you're starting a new year. Right. So let's look at okay now and I'll show you what this looks like. So here are two.
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OKRs, right? So this is OKR 1, this is OKR 2. And the first thing that, Oh, here, this is, this means objective, right? So it's, it's the goal and objective and the KRS key result, right? So objective, key result. And for our business, you know, you will set, um, you will set like one to five OKRs in this case, I'm showing you two as an example. And then underneath each objective, you set a one to five key results. And I'll explain a bit more about how to do that here in just a moment, but no, we're talking about the objective, right? So we're going to write a one to five objectives for the quarter and the year. So let's start with the objective. So the objective, this is really like the, what, you know, what are you going to do? What do you want to accomplish?
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And this is not granting or to the point of having like the actual data and numbers by which you measure your progress. This is just high level, one sentence, uh, usually like a motivational objective, right? So for example, in this case, our objective is to become the best selling brand internet on Amazon block homes, I'm taking a private label business, e-commerce selling physical products on Amazon as an example. So that would be your objective in this case. So this is pretty clear, like, you know, become the best selling brand internet on amazon.com, right? So obviously we've got to define what this means. Like, how are we going to accomplish this? Here are the key results, but overall big goal. This is it. And this is what, so this is what we want to actually accomplish as an objective. And this could be, you know, let's say in this case, it's for the year. So you're setting the yearly OKR. So right now, so for the year we want to accomplish this objective. So we written that out.
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Mmm.
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So let's just start with, with one and I'll show you the other one later, just to keep it simple. So start with one. So that's step number three here in this process of, uh, writing or setting up your objectives and key results. Now step four is to identify one to five key results that cost each objective to be completed and define the measurement. So what does this mean? Well, for each objective there'll be selected. So usually, you know, you would start by this writing again, the objectives you really think about what you want to achieve and accomplish in the next year or the next quarter with the business.
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And,
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And then, you know, you're right, that there's those sentences. And you really should think about these sentences, cause the way you put it in frame, it can change the meaning of it quite significantly. It's an important to put, you know, a lot of time and effort into even like one sentence, you know, it's that important here. Um, but then you need to understand and identify, you know, what are the key results that you need to accomplish? And now we get more granular, more data driven. So what are the key results that have to happen for us to actually complete the objective? So the way you have you do this here is that, you know, it depends on the objective, how many key results you need, but it should be one to five. And the way this works is that if you are accomplice eats key result that you set all of them a hundred percent, then the objective should by default be accomplished too. You know, if you can look at the key results and, you know, imagine completing all of them and then the objective still may not be finished or accomplished, then you're doing it wrong. So the absolute key thing here is that the key results must when complete it cost the objective to be completed as well.
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And then you must define the measurement of each key resource. So let's start by, you know, let me show you the actual key results. So here we've got the objective, right? Become the best selling brand resonates when I was on.com. And then we set the key results. And in this example, I'm not saying this necessarily means this has been accomplished. I'm just giving you two to keep you keep it simple, you know, as an example, but you would really think through like, what are the key results that mean that this has actually happened. So when he looked at this objective, you know, what would have to actually happen in terms of measurable outcomes, measurable results to have this done for certain that that's what you're doing with the key results. So let's say the first key result is we're going to release five new SKUs on amazon.com.
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So let's say, we're looking at this objective and you know, right now we are 10 SKUs or something, you know, and I think, okay, we need to add some more SKUs if we're going to actually make this happen. And we believe that five is definitely going to be enough, right? Maybe we think three is enough, but we're going to overshoot it a bit and do five, just to err, on the safe side, you want to hedge your bets a bit on these things, because this would definitely cause you objective to be accomplished. And then the second key result might be, we're going to generate a million dollars in revenue on amazon.com this year. So these are yearly OKRs. And you think to yourself, you know, when these, if I, if I do this and we accomplished this, then we're going to be the best selling brand new units on amazon.com.
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You know, we believe this is more than any of our competitors are doing. So this is how you really, you know, sad chaos that are miserable and definitely caused your objective to become true. So the key with the key results, unlike the objectives, you know, that's more of a, kind of like a snappy, um, sticky sentence that is inspirational usually. And it's very clear and simple, straight to the point, the key results, the key with them is to make them miserable. So you have to have a data point like five, like a million, you know, that is measurable. And there's no way anyone can argue about the outcome because it's a number it's a data point, right? So like this black and white, you can't argue about the revenue, right? That's what it is saying. If you release five SKUs, you know, that's five SKUs.
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If you release four, that's not five and there's no, you know, there's no arguing about that. Um, so the key here, and this is what we say here in 0.4 is, uh, and define. So now we have identified one to five key results that cause each objective to be completed, but now we need to define the measurement for each one. So we've kind of done it through the, um, you know, through the, the writing, the, the key results, but we want to take it a step further and want it to actually, um, you know, they find a formula we're going to use. And at the end of the video, you know, if you go and you get my OKR tracker, then you will see how we do this within that tracking sheet. But I'm going to just explain, right? So the formula usually, so this will be in the sheet, right. It will just usually be like equals and then the definition. So if it's released five new SKUs on amazon.com, you know, then X distance for how many SKUs we have released, I mean, this divided by five, right. Because that's the goal. And so if it's zero, you've accomplished 0%. If it is,
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Um, you know,
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Have you accomplished a hundred percent, right. If it's two it's, uh, you know, it's about what is it like something present, right? So, um, so yeah, if you just, you know, you have this formula, like zero divided by five in your tracking sheet, then when you have one, you skew, you just put in one and you will get the percentage, right. 20%. Um, but then then two would be 40%. Uh, three will be 64 will be 80 if I will be a hundred percent. Right. So what are you going to get? This is the percentage, and this will show you just scientifically, you know, totally data-driven how much of this key result has been accomplished at any given point in time throughout this is a yearly OKR. So like during the year you can see the progress being made. If you're actually making progress on this, uh, Kiarra, if you're not, it's going to say 0% and it's going to be blatantly clear to you that you're not actually making progress on your goal, your objective right now for this one, this will be quite simple as well. It's just M X being the revenue divided by, you know, 1 million
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And you would also just get a percentage, right? So, uh, skewed here, but this is, uh, you know, $0 divided by a million dollars. And then as you're making money, your revenues are building up throughout the year. You know, you get closer and closer to a hundred percent. So that's how that works. Um, so we'll go through the second example later. Let's go through the first one here first. So I can really give you a clear, uh, explanation. Now five is just to track progress weekly and great result at the end of each quarter last year. So what I like to do is actually track the progress on a weekly basis, cause on a weekly basis, uh, private label business on Amazon, we are tracking the, uh, our KPIs, which I mentioned in another video. So we key performance indicators
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And
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It was on a weekly basis. We have like a meeting and a review, like a weekly meeting. And we go through the KPIs, the key performance indicators in the business they're updated every week, they're on a weekly timeframe. And then we also will update the progress made on the OKRs. So we can see if this week we made significant progress or any progress towards any for all OKRs. And if so, how months and things, and how far are we, uh, or how, you know, how close are we to accomplishing our quarterly and our yearly? So review the quarterly OKR and the yearly and update the simply with numbers, the formulas, so we can see exactly the progress we're making. So, uh, yeah, the final step is to track the progress weekly and great result at the end of it's quarter year. So you track it weekly, you know, throughout, and then at the end of each quarters or when the quarter is minutes or the year is finished.
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So in this case, we are looking at yearly OPR. So when the year's finessed, I'll show you what we do, we will grade the result at the end of each quarter last year. So the way we grade them, and actually we got this from Google. So we use a very similar system is depending on the percentage accomplice, you could get a RET grading or a, I guess, a, a great, you know, he would call it a red grade, a yellow grade or a green grid. So if the percentage of progress made is between zero and 30%. So this is up to 39%, it's red, that's unacceptable. Like that's a problem, that's an issue. That's not a good thing. Uh, if it's between 40 and 60% or 69% for four years after 69%, and we give a, give it a yellow rating, that's actually okay, that can be actually just healthy.
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You know, it means we really posted on the OKR and we've made it quite far, but not you nosy into the green zone yet. It's, it's not really what we want, but it's still acceptable potentially if the progress has between 70 and a hundred percent, it's screened, this means that it's great. It's good. You know, we've made significant progress. And if it's a hundred percent of the, you know, that's obviously done or it should be if you've set the OKR, right. So let's go through this in a, in, in an example. So, uh, you know, let's say B, we're able to release, uh, four SKUs. That's 80%. That would be green. You know, that's not five, but at least it's close, you know? So that would be a job well done. And if, you know, let's look at this one, let's say the only generated a like 400,000 in revenue that would give us 40% and that's, that's not acceptable, right.
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Uh, or actually 390,000. So it's 39%, that's in the red zone. Right. Uh, so that's a problem, you know, that knowing we're really far off. So, so that's how it works. Now. There's a big, uh, there's a very important distinction here that I want to point out. Well, actually, you know, so objectives are what, and there's to give this, make this clear for you and the curious holds or how, right. So the objectives are what you do. The key results are how you do it, just to get that really clear for you. Um, but there's one distinction. I want to make numbers. Let's move into the second example. So important distinction, there's two types of OKRs, really. And you want to have a combination of both, usually at any given time, both for the quarterly and the yearly OKRs and the distinction is what type of OKR is this?
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So there's two types. And the first one is that an aspirational OKR, this means, you know, we're kind of shooting for the moon. You know, we, we're trying to do something big and it's like a motivational aspirational OKR. So in this case, you know, this one is about like, you know, doing something big, like becoming the best selling brand on Amazon.com. So this one is aspirational. Like this is an aspirational type of bulky art, wait, aspirate. I don't know. So when it's an aspirational OKR, then, um, you know, then we're actually more okay with like just hitting the yellow zone, you know? Uh, so like between 40 to 69% for aspirational OKR. So that's, that's okay. That's kind of what, what we expect to happen. So we sat them, you know, we'd give it a really big push.
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We give it a really big objective, like a really aspirational objective that we could accomplish. But most likely, you know, we are sort of in the yellow zone, you cannot get 50% of the way there or so. And that's kind of to be expected. Now, if we were below that and you're in the red zone, you know, that's, that's poor. We thought we could do better than that. Like, so that's, that's an issue like the team or you didn't perform as well as you, you know, you honestly thought you could. Uh, but if it's in the green zone with an aspirational OKR, now that's, let's start to get really good. And you can really like congratulate yourself for the team or reward them for a job really well done because you really pushed it and you really done a great job, right? So a hundred percent, it will be extremely rare on an aspirational OKR.
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And that would actually be a sign that you probably set it too low because you made it a hundred percent of the way there, right? So this is how you do it. Cause you want the OKRs to be, and it's like setting goals and it's beneficial to set goals that are kind of a bit too high or like aspirational because then you're really pushing it. Uh, but you want to find the right balance. So the OKRs and each time you set them and you review them, you get a good understanding of how in tune with the business you actually are. And over time you get more and more in tune with it and you set more accurate hours because if you're like in the red zone all the time, then you're being unrealistic. Like you're, uh, you're thinking that you can do things that are just not possible at this time with your team and things to current situation.
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But if you're always in the green zone, then you're probably being too timid. You think you can do less than you actually could potentially do. So hopefully that makes sense. Now let's move onto the second example. So this OKR is actually a committed, so this is the other type of OKR. We call this one, a committed OKR. So this means that this must happen. You know, this is like a, a do or die kind of OKR. It's not really aspirational, like dreaming big. It's just, this must happen kind of thing. You know, usually that's more to do with like,
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Um, sort of, yeah,
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Playing defense or protecting the business or making sure something is, uh, you know, isn't is done right. Or something like that. So this one, you know, in this case, there's like some variables kind of outside your control. Maybe, you know, even if you work at a hundred percent is not totally certain, you will make this happen. But this one is like, if you work at a hundred percent, you will make it happen. There's nothing stopping you. Like nothing is outside your control. It's a hundred percent within your own control to do this. So that's the difference between aspirational and committed OKRs. So this one is to maintain spotless product quality. So again, the example is a private label business. E-commerce selling the products on Amazon, and we want to make sure that this year we don't have any major quality issues with our products. They're all basically as good as it gets in terms of quality.
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And that's something that is a committed OKR because you can make it happen. I mean, there's no reason you can't make that happen. You know, that's in, in, uh, in your own control, if you do things right, if you do certain things, you put certain things in place. So how would we make that happen? Now here's an example. I'm not saying again, this is complete, but there's two key results that would contribute to this. And actually they might be enough, would be the first one is the order defect rate is below 0.1%. So if lesson one out of a hundred products that we sell have complaints when it comes to quality or any defects, I mean, that's a good sign in our type of business. That's actually pretty good. So that's within a normal range. You know, we couldn't explain it to be the a percent, but it has below that, you know, then we've done a good job as an example.
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It depends on the product, you know, what would be acceptable. But just as an example, let's say that's the scenario in our case, the second key result here is to implement purchase agreements with an inspection, like a product quality inspection for all 15 SKUs, then we have in the business. So this is only we can do, it's an under our own control. We can definitely make that happen if we just do the work. So that could be the second KR. Right? And so when you've got these two, you might believe in, again, this is an example, and I'm saying this is complete, but you might as an example, believe that if you accomplish this, then this will definitely be true. So how do we measure, um, these KRS, these key results for the first one or two defect rate below 0.1% we will do. And let me explain this too.
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This is kind of important, right? So in these, these, you know, we're actually looking to, you know, reach this or go above it in this case reaction, we want to be below this. So it's in reverse. So that's why we write the formula here in reverse. So our target is to be below 0.1%. So now we take 0.1 and this divided by the actual result, and this will give us a percentage. So we always get a percentage. That's how I like to set them up. So it's always a percentage of progress made towards a hundred percent. So in this case, you way we are above 0.1%. We're not going to have a hundred percent. If we are below 0.1%, we're going to have a hundred percent. So that's why we set it up like this. The second one is implement per disagreement with inspection for all 15 SKUs. So the data point we have notice we have data points, it needs solve the upset so we can measure it objectively, scientifically. So we've got 15 SKUs, right? So now we want to be at a 15 SKUs or above, or we want to implement this at four 15 SKUs or more. Um, so the target comes first , we divided by
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15. Yes.
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And this will give us a percentage. So that's how it works. And that's how, you know, we will be able to track it to lets it be implemented for, you know, two SKUs we can put into any we've made progress. And we're not a 0% we've made progress towards completing this key result. And again, if both are at a hundred percent, they should be accomplished. That's how it works. So, yeah, I think that's, that's it. And again, so we'll track the progress on a weekly basis and at the end of the quarter or the year, depending on if this is a quarterly OKR or a yearly ochre, we're going to grade the result based on these parameters, you know, serve 0% to 39% is red not good, bad, 40% to 69% yellow for an aspirational OKR. That's actually pretty normal. That's acceptable potentially. Um, that's kind of what we expected.
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It's not good or bad. It's just, you know, okay, for a committed OKR, both the red and yellow are not acceptable. It should be a hundred percent, at least 90% plus. Uh, so if the presentence for each key result is 70 to 100%, then it's green. So that's extremely good for an aspirational OKR. That's what we expect for committed OKR. And it should really be a hundred percent. And then there's one more thing we do with this. And this is, again, this is in the OKR tracker that I'm going to give to you here at the end of the video. So this will all be set up for you. You can just plug in the numbers and you're plugging your actual OKRs and then use the tool. But basically what we're going to do here for the, Oh, the objective is we're going to, uh, you know, we're going to have a percentage here that is, you know, is taking both of these key results into account.
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So if there's only two, you know, if they're both at a hundred percent, the percentage for the objective is going to be a hundred percent as well. If, you know, if this one is at 0% and this one is 100%, the percent it's progress made towards the actual objective is 50%, right? So we're tracking the progress made on the key resolve level. And that then tells us the progress made on the objective level. And again, if the key results that are a hundred percent, the objective will be a hundred percent and it will be accomplished, or it should be if you've written these correctly, the key is really in how you write these, you have to write them correctly so that this system actually works. And when you do it, it's extremely powerful. It's, um, it's just totally objective and totally clear because you use this every single week with yourself or with your team.
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Then, you know, you can tell if you're actually following your plan, you're sticking to what you identified as the most important objective and set the objectives for your business. So it will be black and white, totally clear whether or not you're doing the work or the team is on track focused on the work. So that's why it's so powerful. So yeah, this one would have a percentage as well. Now the final thing, I actually want to mention this team. So you can do this for yourself, really, you know, or if you're a solopreneur with your own business, doing all the work, you can do this. And so there's no team really, but if you have a team and I'm really talking like 10, 10, 20 people, most likely, then you would definitely have more than one set of OKRs. Cause you can have one set of OKRs for the business. And then, you know, you're a couple of people working on it together. Um, but most likely, you know, each person would want to set their own. But especially when you have a team of like 10, 20 plus and above, then you want to actually, uh, have team-based OKRs as well. So the way that works is you have, you know, your OKRs on the overall business level and then you cascade the
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Actual work,
(35:04):
Right? So let's say for this one, you know, this is a combination of like, let's say your advertising team. If you have one is kind of driving the revenues, then you've got your product development, supply chain team kind of driving this one. So now you can casket and you can attach the responsibility. So let's say take this one. So let's say you put your product devilment manager. If you have one, uh, as the, as the, you know, as the person with the team responsible for this one. So then he would take ownership of that one. And then based on this, you know, this would kind of become like an objective for him and his team. And then he could create, you know, more key results that need to happen to make that a big key results for the company accomplished. Cause there's going to be activities and things beneath this one to actually make it happen.
(36:05):
So that's really how it works. And that's how you can cascade OKRs across the organization, into, uh, into the different departments and teams. And then even its person on the team can then create their own OKR based on what they need to accomplish, to drive the OKRs for their team and then ultimately the forecast for the entire business. So it's a beautiful system. It's extremely powerful. And again, it gives you the, the power of clarity and data and focus and ability to delegate with accountability, objective, uh, progress. Uh, so you can just, you know, really have, uh, effective, efficient communication around what needs to happen. You can communicate to your team what the business needs to do, what we want to do in the business. Then, you know, team members can communicate that, you know, managers to their own teams, um, the teams to the individuals and et cetera, right?
(37:02):
So that's OKRs, covered everything. And I'm hope you enjoyed this video. If you did definitely like the video to let me know, I'd really appreciate it. And if you have any questions or comments on the video, then you can comment below and let me know what you think. Or again, if you have any questions I would love to hear from you. And if you got a lot of value from the video and it's, uh, it's been helpful, then I would encourage you to share it with your friends and teammates or other people you think would benefit. And final thing. If you did enjoy this video, you want more videos like this on fundamental business concepts, you know, fundamental things that actually work in business and help you be successful. Then subscribe to my channel here to make sure and click the bell to make sure you get notified when I release new videos like this.
(37:56):
Cause I do cover different business topics, uh, on a regular basis where you want to be notified if you like this type of content and this kind of training. So that's it. The final thing is really the free gift I'm giving you again, no strings attached. It's totally for free. You can use it now, just click the link below this video and you can access my OKR tracker on Google drive. You can download it and use it in excel, or you can click file, make a copy save a copy on your Google drive and then use the OPR tracker there. And side note Google uses, OKRS. In their business as well. So
(38:36):
Again, this is a fantastic resource it's worth it's value and gold. Now that you've got this training and there's actually more training within the tracker too, on how to use the tracker, how to set it up. So you've got everything. No to I shouldn't go ahead and use OKRs. So again, hope this has been helpful and thanks for watching and I'll talk to you soon.
