OKR & Strategy Execution Engine

OKR & Strategy Execution Engine

Set bold objectives. Measure what matters. Execute with discipline. Review ruthlessly.

Quick Health Check (/8)

Before building anything, score your current goal system: Signal✅ Healthy❌ BrokenWritten goals existDocumented, sharedIn someone's headGoals have metricsEvery goal is measurable"Improve customer experience"Cascade is clearTeam goals → company goalsDisconnected silosReview cadence existsWeekly check-ins happenGoals set then forgottenScoring is honestRed/yellow/green with dataEverything is "on track"Goals are ambitious70% hit rate = healthy100% hit rate = sandbaggingResource allocation matchesTop goals get most timeUrgent eats importantRetros happenQuarterly learning cyclesSame mistakes repeat Score: /8 → ≤3 = rebuild from scratch, 4-5 = fix gaps, 6+ = optimize

Vision Statement (Revisit Annually)

Your vision is a direction, not a destination. 1-2 sentences max. Formula: We exist to [verb] [who] by [how], creating a world where [outcome]. Quality test: Inspiring (makes people want to show up) Directional (eliminates options that don't fit) Timeless (wouldn't change if product/market shifts) Memorable (can recite without reading)

Mission Statement

Mission = how you pursue the vision right now. Changes every 2-5 years. Formula: We [what we do] for [who] by [unique approach], delivering [measurable impact].

North Star Metric

One metric that captures the core value you deliver. Everything else is a supporting metric. Selection criteria: Reflects customer value delivered (not vanity) Leading indicator of revenue (not lagging) Measurable weekly (not annually) Every team can influence it (not one department) By business type: Business TypeNorth Star MetricWhySaaSWeekly Active Users or NRRUsage = value = retentionMarketplaceTransactions per weekLiquidity = value for both sidesE-commerceRevenue per visitorCombines traffic quality + conversion + AOVServicesMonthly recurring revenuePredictable value deliveryMedia/ContentEngaged time per userAttention = ad/subscription valueB2B EnterpriseExpansion revenue %Proves ongoing value post-sale

Strategic Pillars (3-5 Max)

Pillars are the 3-5 themes that your goals cluster around. They persist for 1-3 years. strategic_pillars: - name: "Product-Led Growth" description: "Make the product the primary acquisition and expansion engine" north_star_contribution: "Drives WAU through self-serve onboarding" - name: "Enterprise Readiness" description: "Build features and processes that enterprise buyers require" north_star_contribution: "Drives NRR through larger deal sizes" - name: "Operational Excellence" description: "Reduce cost-to-serve and increase team velocity" north_star_contribution: "Enables more output per headcount" Rule: If a goal doesn't map to a pillar, it doesn't get resourced.

Annual Goal Template

Set 3-5 annual goals. Each must connect to a strategic pillar. annual_goal: id: "AG-2026-01" statement: "Reach $1M ARR through product-led acquisition" pillar: "Product-Led Growth" why_now: "Market window closing, competitors raising Series A" success_metric: "ARR ≥ $1M by Dec 31" current_baseline: "$120K ARR" milestones: q1: "$250K ARR" q2: "$450K ARR" q3: "$700K ARR" q4: "$1M ARR" dependencies: - "Hire 2 engineers by Feb" - "Launch self-serve by March" risk_factors: - "Churn > 5% monthly kills growth math" - "Engineering capacity if hiring delayed" owner: "CEO + CRO"

Annual Planning Ritual (1-2 Days)

Pre-work (1 week before): Each leader submits: top 3 wins, top 3 misses, top 3 opportunities for next year Finance provides: revenue forecast, budget constraints, headcount plan Product provides: competitive landscape, customer feedback themes Day 1: Review & Align Score last year's goals honestly (30 min) External landscape review — market, competitors, macro (45 min) Internal capability review — what are we great at? where do we suck? (30 min) Confirm/update vision, mission, pillars (30 min) Brainstorm annual goal candidates — aim for 10-15 (60 min) Day 2: Prioritize & Commit Score candidates on Impact × Feasibility matrix (45 min) Select top 3-5 — kill the rest explicitly (30 min) Define success metrics and quarterly milestones (60 min) Assign owners — one person per goal (15 min) Identify top 3 risks and mitigations (30 min) Write up and share within 48 hours

The OKR Formula

OBJECTIVE: [Qualitative, inspiring, time-bound statement] KR1: [Metric] from [baseline] to [target] by [date] KR2: [Metric] from [baseline] to [target] by [date] KR3: [Metric] from [baseline] to [target] by [date]

Objective Quality Rules

RuleGoodBadQualitative"Become the fastest way to onboard""Increase onboarding by 30%"Inspiring"Delight enterprise buyers""Complete enterprise features"Time-bound"This quarter" (implicit)No deadlineAchievable-ish70% confidence of hitting100% or 10% confidenceVerb-forward"Launch", "Build", "Dominate""Continue", "Maintain"No metrics in objectiveDescribed in key results"Achieve 50% growth"

Key Result Quality Checklist

Every KR must pass ALL of these: Measurable — a number, not a judgment ("increase NPS from 32 to 50" not "improve satisfaction") Has a baseline — you know where you are today Has a target — specific number, not directional ("to 50" not "higher") Outcome-based — measures the result, not the activity ("reduce churn to 3%" not "launch retention emails") Within your control — your team can actually influence this Verifiable — someone else can confirm if it was hit Not a task — tasks go in your project plan, not your OKRs

KR Scoring (0.0 — 1.0)

ScoreMeaningSignal0.0 - 0.3Failed to make progressWrong goal or wrong approach0.4 - 0.6Made progress but fell shortDecent goal, execution gap0.7Hit target (this is the goal!)Sweet spot — ambitious but achievable0.8 - 1.0Exceeded targetEither amazing execution or goal was too easy Healthy OKR program: average score across all KRs = 0.6-0.7 Average > 0.8 = goals are too safe (sandbagging) Average < 0.4 = goals are too aggressive or execution is broken

OKR Anti-Patterns

Anti-PatternExampleFixTask masquerading as KR"Launch new onboarding flow""Reduce time-to-first-value from 7 days to 2 days"Vanity metric"Reach 10K Twitter followers""Generate 50 qualified leads from social"Binary KR"Ship enterprise SSO""Enterprise accounts using SSO: 0 → 15"SandbaggingTarget you'll hit by week 3Stretch to what you'd hit with exceptional executionToo many OKRs8 objectives, 24 KRsMax 3-5 objectives, 2-4 KRs eachNo owner"The team" owns itOne person accountable per OKRMoving goalpostsChange target mid-quarterLock targets; add context in scoringActivity KR"Send 500 outreach emails""Book 30 discovery calls from outbound"

OKR YAML Template

okr: quarter: "Q1 2026" team: "Growth" parent_annual_goal: "AG-2026-01" objective: "Make self-serve onboarding so good that word-of-mouth becomes our #1 channel" key_results: - id: "KR1" metric: "Time to first value (TTFV)" baseline: "7 days" target: "< 2 days" measurement: "Median from signup to first meaningful action" owner: "Sarah" confidence: 0.6 # at start of quarter - id: "KR2" metric: "Self-serve conversion rate" baseline: "8%" target: "18%" measurement: "Free trial → paid within 14 days" owner: "Mike" confidence: 0.5 - id: "KR3" metric: "Organic referral signups" baseline: "12/month" target: "50/month" measurement: "Signups attributed to referral/word-of-mouth" owner: "Sarah" confidence: 0.4 initiatives: # HOW you'll hit the KRs (not OKRs themselves) - "Rebuild onboarding wizard with progressive disclosure" - "Add in-app referral program with credits" - "Weekly onboarding funnel analysis"

Cascade Architecture

COMPANY OKRs (CEO + leadership) ↓ aligns to TEAM/DEPARTMENT OKRs (team leads) ↓ aligns to INDIVIDUAL OKRs or COMMITMENTS (ICs)

Alignment Rules

Every team OKR must support at least one company OKR — if it doesn't, why are you doing it? Not everything cascades down literally — team interprets company goals through their lens Bottom-up input is mandatory — teams propose OKRs, leadership adjusts, not top-down dictation Cross-team dependencies are explicit — if your KR depends on another team, write it down Max 60% of capacity on OKRs — leave 40% for operational work, fires, and innovation

Alignment Map Template

alignment_map: company_objective: "Become the fastest way to onboard" team_contributions: - team: "Product" objective: "Rebuild onboarding to be self-serve" key_results: ["TTFV < 2 days", "Self-serve conversion 18%"] - team: "Marketing" objective: "Make onboarding quality a core brand message" key_results: ["Case studies published: 5", "Onboarding-focused content: 40% of output"] - team: "Success" objective: "Eliminate onboarding as a churn driver" key_results: ["30-day churn from onboarding issues: < 2%", "Onboarding CSAT: > 4.5"] cross_dependencies: - from: "Marketing" to: "Product" need: "New onboarding screenshots and demo environment by week 3" - from: "Success" to: "Product" need: "In-app feedback widget for onboarding flows"

Individual Commitments (For ICs)

Not everyone needs formal OKRs. For individual contributors: individual_commitment: name: "Alex" quarter: "Q1 2026" role: "Senior Engineer" commitments: - description: "Ship onboarding wizard v2" supports_kr: "TTFV < 2 days" milestones: - "Design complete by Jan 15" - "MVP in staging by Feb 1" - "GA with telemetry by Feb 15" - description: "Reduce p95 API latency to < 200ms" supports_kr: "Self-serve conversion 18%" milestone: "Completed by March 15" growth_goal: "Lead first architecture design review"

KPI Selection Framework

KPIs are always-on metrics. OKRs are quarterly focus areas. They complement each other. KPI categories: CategoryPurposeExamplesHealthIs the business alive?MRR, burn rate, runwayGrowthAre we getting bigger?MoM growth, new customers, expansionEfficiencyAre we getting better?CAC, LTV/CAC, magic numberQualityAre customers happy?NPS, CSAT, churn rateVelocityAre we moving fast?Cycle time, deployment frequency

KPI Dashboard YAML

kpi_dashboard: cadence: "weekly" health_metrics: - name: "MRR" current: "$85K" target: "$100K" trend: "up" # up/down/flat status: "yellow" # green/yellow/red - name: "Gross Burn" current: "$45K/mo" target: "< $50K/mo" trend: "flat" status: "green" - name: "Runway" current: "18 months" target: "> 12 months" trend: "flat" status: "green" growth_metrics: - name: "New Customers (Monthly)" current: 12 target: 20 trend: "up" status: "yellow" - name: "Net Revenue Retention" current: "108%" target: "> 110%" trend: "up" status: "yellow" quality_metrics: - name: "Monthly Churn Rate" current: "4.2%" target: "< 3%" trend: "down" # down is good for churn status: "red" - name: "NPS" current: 42 target: "> 50" trend: "up" status: "yellow"

Metric Hygiene Rules

Every metric has an owner — one person updates it weekly Every metric has a source of truth — where does the number come from? Every metric has thresholds — green/yellow/red defined in advance Review weekly, act on red — yellow is a watch, red is an action item Limit to 10-15 KPIs — more = nobody reads the dashboard Separate leading from lagging — leading indicators predict; lagging confirms Never game a metric — if behavior changes to hit the number without delivering value, the metric is wrong

Weekly Check-In (30 min)

Purpose: Are we on track this week? Any blockers? Format: 1. KPI dashboard review (5 min) - Any metric turn red since last week? - Action owner for each red metric 2. OKR confidence update (10 min) - Each KR owner: confidence score (0.0-1.0) + one sentence why - Flag anything that dropped > 0.2 since last week 3. Top 3 priorities this week (10 min) - Each team member: what are you working on? - Does it connect to an OKR? If not, why? 4. Blockers & asks (5 min) - What's stuck? Who can unblock it? Rules: No status presentations — update a shared doc BEFORE the meeting Meeting is for discussion, not information transfer If everything is green and no blockers, cancel the meeting (seriously)

Monthly Review (60 min)

Purpose: Are we on track this quarter? Should we adjust? 1. KPI trend review (15 min) - Month-over-month trends for all KPIs - 3 metrics that improved most, 3 that degraded most 2. OKR mid-quarter assessment (20 min) - Score each KR honestly - Identify at-risk KRs — what's the rescue plan? - Any KR that's clearly going to miss 0.3 → discuss kill or pivot 3. Resource check (10 min) - Are the right people working on the right things? - Any reallocation needed? 4. Learnings & adjustments (15 min) - What surprised us this month? - What would we do differently? - Document decisions in meeting notes

Quarterly Planning & Retrospective (Half Day)

Morning: Retrospective (2 hours) 1. Score all KRs (30 min) - Final 0.0-1.0 score for each KR - Brief narrative: what happened and why 2. Objective-level scoring (15 min) - Average KR scores per objective - Did we achieve the spirit of the objective? 3. What worked? (20 min) - Practices, decisions, approaches that drove results - Capture for repetition 4. What didn't? (20 min) - What failed, was abandoned, or underperformed? - Root cause: wrong goal? wrong approach? wrong timing? under-resourced? 5. Lessons learned (15 min) - 3 things we'll do differently next quarter - 3 things we'll keep doing - 1 thing we'll stop doing Afternoon: Next Quarter Planning (2 hours) 1. Annual goal progress check (15 min) - Are quarterly milestones on track? - Any annual goal that needs re-scoping? 2. Context update (15 min) - Market changes, competitive moves, customer feedback - Any new constraints or opportunities? 3. Draft OKRs (45 min) - Each team proposes 2-3 objectives with KRs - Stress-test: does this connect to annual goals? 4. Alignment review (30 min) - Map team OKRs to company OKRs - Identify cross-team dependencies - Resolve conflicts 5. Commit & communicate (15 min) - Lock objectives and key results - Set initial confidence scores - Assign owners - Share company-wide within 48 hours

OKR Scoring Template

okr_score: quarter: "Q1 2026" team: "Growth" objective: "Make self-serve onboarding so good that word-of-mouth becomes our #1 channel" objective_score: 0.6 # weighted average of KRs + qualitative judgment key_results: - id: "KR1" metric: "TTFV" baseline: "7 days" target: "< 2 days" actual: "3.2 days" score: 0.5 narrative: "Rebuilt wizard but edge cases with enterprise SSO added 2 days for 30% of users" - id: "KR2" metric: "Self-serve conversion" baseline: "8%" target: "18%" actual: "14%" score: 0.6 narrative: "Improved significantly but pricing page redesign delayed to Q2" - id: "KR3" metric: "Organic referral signups" baseline: "12/month" target: "50/month" actual: "38/month" score: 0.7 narrative: "Referral program launched week 4, ramped well. On trajectory for 50+ in Q2" lessons: - "SSO complexity was underestimated — involve security team in planning" - "Referral program should have launched week 1, not week 4" - "Pricing page has massive impact on conversion — prioritize in Q2" carry_forward: - "Enterprise SSO onboarding optimization" - "Pricing page redesign"

Grading Culture

Healthy scoring culture: 0.7 is a WIN — it means you set ambitious targets and mostly hit them Consistent 1.0 across the board = goals are too easy, push harder Consistent 0.3 = goals are disconnected from reality, recalibrate Misses are learning opportunities, not punishment Sandbagging (setting easy goals to look good) is worse than failing on ambitious ones Red flags in scoring: Every team scores 0.8+ every quarter → sandbagging epidemic Scores are always exactly 0.7 → people are gaming the target Teams argue about scoring definitions after the quarter → define measurement upfront No one cares about the scores → OKRs aren't connected to actual work

Accountability Without Bureaucracy

For small teams (< 15 people): Company OKRs only (no team-level) Weekly standup covers OKR progress Quarterly retrospective + planning = one afternoon Individual commitments instead of individual OKRs For medium teams (15-50 people): Company + team OKRs Weekly team check-ins + monthly leadership review Quarterly planning = half day per team + half day cross-team For larger organizations (50+ people): Company + department + team OKRs Dedicated OKR champion/program manager Software tool for tracking (Lattice, Weekdone, Perdoo, etc.) Quarterly cycle with 2-week drafting period

Scenario 1: First Time Setting OKRs

Start simple: Set 2 company objectives with 3 KRs each (that's it) Review weekly for one quarter Score honestly at end of quarter Add team-level OKRs in Q2 if Q1 worked Common first-timer mistakes: Setting 8 objectives → pick 2-3 Making KRs into task lists → focus on outcomes Not reviewing weekly → put it on the calendar NOW Changing goals mid-quarter → lock them, learn from the miss

Scenario 2: OKRs for a Solo Founder / Solopreneur

solo_okr: quarter: "Q1 2026" objective_1: "Build a revenue engine that doesn't depend on my time" key_results: - "Monthly recurring revenue from $2K to $8K" - "Percentage of revenue from productized offers: 0% to 60%" - "Hours worked per $1K revenue: 40 to 15" objective_2: "Establish market authority in [niche]" key_results: - "Email list from 200 to 1,000 subscribers" - "Inbound leads per month from 3 to 15" - "Published content pieces: 0 to 12" weekly_ritual: "Friday 30 min — update KR numbers, plan next week's top 3" monthly_ritual: "Last Friday — full review, adjust tactics (not goals)"

Scenario 3: Pivoting Mid-Quarter

Sometimes the world changes and your OKRs become irrelevant. Decision framework: Is this a temporary disruption or a fundamental shift? → Temporary = stay the course Would continuing the OKR waste more than 20% of remaining quarter capacity? → Yes = pivot Can you modify KRs without changing the objective? → Try this first If you pivot: Score original OKRs as-is with narrative explaining the pivot Set new OKRs for remaining time with appropriately scaled targets Don't pretend the pivot didn't happen — document the learning

Scenario 4: OKRs Across Remote/Async Teams

Written over verbal — all OKR updates in shared doc, not meetings Async weekly updates — each person posts by Friday EOD Sync monthly — video call for the monthly review only Time zone equity — rotate meeting times if team spans > 6 hours Overcommunicate confidence — in person you can read body language; async you can't

Scenario 5: Connecting OKRs to Performance Reviews

Caution: Tying OKR scores directly to compensation creates sandbagging. Better approach: Evaluate EFFORT and LEARNING, not just score Someone who scores 0.5 on an ambitious OKR and learns from it > someone who scores 1.0 on a safe one Use OKRs as INPUT to performance conversations, not the grade itself Assess: Did they set good goals? Did they execute with discipline? Did they learn from misses?

Phase 9: Goal Quality Scoring Rubric (0-100)

DimensionWeight0-25 (Poor)50 (Okay)75-100 (Excellent)Ambition15%Obviously achievableModerate stretch60-70% confidence, would be proud to hitMeasurability20%Vague, subjectiveHas a metric but fuzzy measurementSpecific number, clear source, baseline documentedAlignment15%Doesn't connect to strategyLoosely relatedDirectly supports a pillar + annual goalOutcome Focus20%List of tasks/activitiesMix of outputs and outcomesPure outcome — measures the result, not the workOwnership10%"The team" or unassignedTeam-level but no individualOne person accountable, they wrote the OKRTime-Bound10%No deadline"This quarter"Specific milestones within the quarterIndependence10%Entirely dependent on other teamsSome dependency, documentedPrimarily within your control Scoring guide: 80-100: Ship it — this is a well-crafted OKR 60-79: Good foundation, tighten weak dimensions 40-59: Needs significant rework before committing Below 40: Start over — this isn't an OKR yet

Quarterly OKR One-Pager

• # Q[X] 20XX OKRs — [Team Name]
• ## Context
• Annual goal this supports: [reference]
• Key assumption: [what must be true for these to matter]
• Biggest risk: [what could derail us]
• ## Objective 1: [Inspiring statement]
• | KR | Baseline | Target | Owner | Confidence |
• |----|----------|--------|-------|------------|
• | [metric] | [current] | [target] | [name] | [0.0-1.0] |
• | [metric] | [current] | [target] | [name] | [0.0-1.0] |
• | [metric] | [current] | [target] | [name] | [0.0-1.0] |
• **Key initiatives:** [2-3 bullet points of HOW]
• ## Objective 2: [Inspiring statement]
• [same format]
• ## Dependencies
• Need from [team]: [what] by [when]
• ## What we're NOT doing this quarter
• [Explicit list of things we're deprioritizing]

Weekly Update Template

• # Weekly OKR Update — [Date]
• ## KPI Status
• | Metric | Last Week | This Week | Status |
• |--------|-----------|-----------|--------|
• | [metric] | [value] | [value] | 🟢/🟡/🔴 |
• ## OKR Confidence
• | KR | Last | Now | Δ | Note |
• |----|------|-----|---|------|
• | [KR1] | 0.6 | 0.5 | ↓ | [why it dropped] |
• ## Top 3 This Week
• 1. [priority] → supports [KR]
• 2. [priority] → supports [KR]
• 3. [priority] → operational
• ## Blockers
• [blocker] → need [action] from [person]

Retrospective Template

retrospective: quarter: "Q1 2026" date: "2026-04-01" scores: - objective: "[text]" score: 0.65 key_results: - kr: "[text]" score: 0.7 - kr: "[text]" score: 0.5 - kr: "[text]" score: 0.75 overall_average: 0.65 wins: - "[what worked and why]" - "[what worked and why]" misses: - "[what failed and root cause]" - "[what failed and root cause]" keep_doing: - "[practice to continue]" start_doing: - "[new practice]" stop_doing: - "[practice to eliminate]" carry_forward_to_next_quarter: - "[unfinished work worth continuing]"

OKRs + Agile Integration

Sprint planning connection: Each sprint should advance at least one KR Sprint goals reference which KR they support Sprint retro includes: "did this sprint move our OKRs?" If 3+ sprints pass without OKR progress, something is misaligned

Stretch Goals vs Committed Goals

Google-style two-tier approach: Committed OKRs (expect 1.0): must-hit goals with consequences for missing Aspirational OKRs (expect 0.7): ambitious stretch goals where 0.7 is success When to use which: Revenue targets customers depend on → Committed Innovation or market expansion → Aspirational Operational SLAs → Committed Culture/employer brand → Aspirational

Leading vs Lagging Indicator Design

Every KR should ideally have a leading indicator you track weekly: Lagging KR (quarterly)Leading Indicator (weekly)Revenue from $X to $YPipeline generated this weekChurn from 5% to 3%Health score distribution changesNPS from 32 to 50Support ticket resolution timeConversion from 8% to 18%Onboarding completion rateNew hires: 5Candidates in pipeline by stage

Multi-Team OKR Dependencies

dependency_contract: provider_team: "Platform" consumer_team: "Growth" deliverable: "Self-serve SSO integration" needed_by: "2026-02-15" provider_kr: "Ship 3 enterprise features" consumer_kr: "Enterprise onboarding TTFV < 3 days" escalation_date: "2026-02-01" # if not on track by this date, escalate status: "on_track"

OKRs for Non-Typical Roles

Support/Ops teams: Objective: "Deliver world-class support that turns users into advocates" KRs: First response time, CSAT, escalation rate, knowledge base deflection % HR/People teams: Objective: "Build a hiring engine that attracts top talent faster" KRs: Time-to-fill, offer acceptance rate, 90-day retention, hiring manager satisfaction Finance teams: Objective: "Give leadership real-time financial visibility" KRs: Monthly close time (days), forecast accuracy (%), board deck delivery (days before meeting)

Phase 12: 10 OKR Commandments

Less is more — 3 objectives × 3 KRs = plenty. More = dilution. Outcomes over outputs — Measure what changed, not what you did. Honest scoring or don't bother — A dishonest 0.7 is worse than an honest 0.3. Weekly rhythm or it dies — OKRs without regular check-ins are decoration. One owner per OKR — Shared ownership = no ownership. Lock goals, iterate tactics — Don't change the OKR mid-quarter; change how you pursue it. Ambitious is calibrated — 70% hit rate is the target. Not 100%, not 30%. Alignment ≠ top-down dictation — Teams propose, leadership aligns. Say what you're NOT doing — Every yes requires explicit nos. OKRs ≠ performance reviews — Use them as input, not the grade.

10 Common Mistakes

#MistakeFix1Too many OKRsMax 3-5 objectives company-wide2KRs are tasksRewrite as measurable outcomes3No baselineYou can't improve what you haven't measured4Set and forgetWeekly reviews are non-negotiable5100% hit rateYou're sandbagging — aim higher6Changing goals mid-quarterLock them; learn from the miss7OKRs in a spreadsheet nobody opensPut them where daily work happens8No retrospectiveWithout learning, cycles are just calendars9Top-down onlyBottom-up input creates buy-in and better goals10Conflating KPIs and OKRsKPIs = always-on health; OKRs = quarterly focus

Natural Language Commands

"Set OKRs for Q[X]" → Phase 3 template + scoring "Score our OKRs" → Phase 7 scoring template "Run quarterly planning" → Phase 6 full retrospective + planning ritual "Create KPI dashboard" → Phase 5 dashboard YAML "Check OKR alignment" → Phase 4 alignment map "Write annual goals" → Phase 2 annual goal template "Weekly OKR update" → Phase 6 weekly template "Grade this OKR" → Phase 9 rubric (0-100) "Plan our retro" → Phase 6 retrospective template "Help me write a key result" → Phase 3 quality checklist "What's our north star?" → Phase 1 north star selection "OKRs for solo founder" → Phase 8 Scenario 2