➔ If you define the scores in advance, meaning you agree on 0.3, 0.7, etc. at the beginning of the quarter, you will increase the complexity by 3x to 5x. For each key result you have to set three to five achievement levels, which is not a simple recipe.
➔ If you use value-based key results, scoring provides little benefit.
That’s why my advice is: forget about ratings. Use value-based key results and measure them. It will be simpler for the team and will significantly reduce the time spent on setting up OKRs.
The best model consists of four elements, as described by the following 2x2 matrix:
OKR Progress
Confidence Level
How have the Key Results changed since the last check-in?
Based on the information we have today, how confident are we that we can achieve each Key Result?
obstacle
initiative
What slowed the team down?
What will we do to improve outcomes?
During the check-in, the team reviews each morocco mobile database element of each Key Result:
OKR Progress
Check-ins start with data. What is the current measurement for this Key Result? What has changed since the last time?
Confidence Level
If OKR progress is the quantitative aspect of Check-in, then confidence levels bring in the qualitative aspect. What’s not in the data? For example, is an important initiative late or a key client about to cancel? Perhaps one of our assumptions has been invalidated?