Check-ins should happen weekly. When you have annual goals, it’s intuitive to have monthly meetings to track results, but since you’re using quarterly OKRs, you should also check in more frequently.
They should be short and limited to an hour or less. I’ve worked with dozens of executive teams and they’ve all managed to keep them under an hour — usually around 30-40 minutes. Team check-ins tend to be shorter, with some teams doing 15-minute stand-up check-ins.
Weekly check-ins are probably the most powerful tool for making morocco mobile database OKRs part of your company culture.
➔ Improving OKRs vs. Firefighting: Several teams held regular staff meetings, but they were often dedicated to putting out fires rather than improving results. Check-in The other way around: We’ll start by measuring our OKRs.
➔ Focus on improving results, not excuses: Check-ins should be about how we will improve our OKRs, not listing all the explanations for disappointing results that might end up happening.
Forget about "score"
A common approach to OKRs includes a scoring practice where you score each Key Result at the end of the quarter. Scores are typically between 0 and 1.0, with an expected value of around 0.6 to 0.7 on average.
My experience is that there are several problems with ratings:
➔ By defining OKRs at the beginning of the quarter and only scoring them at the end, you set yourself up for failure. Without regular measurement and follow-up, the numbers won’t improve. Check-ins create it.
➔ Most teams find the scoring process confusing because it can be very subjective “What is 0.5?”.