- The Key Results of an OKR become the Objectives of the next level. - They should be formulated as [[SMART OKR Goals]]. - OKRs should not be task lists (Do not use OKRs for project planning!) - Key Results are never tasks, and always **results** ("hire 10 new data sci", "visit 25 clients") - Key results should be measures that verify if the Objective has been reached. - At least some of the KRs should act as an **indicator of progress**. - When OKRs go *red* is the moment to start developing options and alternatives. - Agreed OKRs are never "unachievable" unless there is a concrete barrier or unrealistic goals were set (the R in SMART was violated). - You are probably not creative enough or there was a failed responsibility to take action on this OKR. - This approach is well aligned with the ideas of [Agile Strategy](Agile%20Strategy.md) and [Backbriefing](Backbriefing.md)