Loading...
Answers
MenuHow should I set OKRs for my startup team so we can collaborate, do tasks and can measure progress?
Answers
There are many different tools that you can use for free to help you and your team collaborate, create tasks, and measure progress.
Here is a list of the tools that I have tested with clients and used myself:
Workdo
Eko
Flowlu
Bitrix24
Asana
I have personally used all of these tools and am not a huge fan of Trello.
You can play around with all of these tools free of charge for small teams. I think one of them may work better than Trello for you and you will not incur any costs.
Each has their pros and cons but for the most part have similar functionality. I hope this helps!
Hello I am Priyanka..
To know about this have to go in detail.
Here is a quick list of some of our top tips for setting OKRs at Buffer:
Objectives are to be ambitious and should feel slightly uncomfortable.
Key results are measurable; they must have a number.
Ideally, you’ll only achieve 70% of your OKRs.
Getting 100% means your OKRs aren’t ambitious enough.
Low grades aren’t to be punished.
Be careful not to set too many. Generally, a maximum of five objectives with a max of five key results each is enough.
And probably our biggest learning with OKRs: They can (and should) change during the quarter. Especially at a SaaS startup, things happen fast, we learn fast, and the objectives we set may not be the right ones in a few weeks’ time.
Our marketing OKRs for quarter two (April through June) included five different objectives that we were excited to take on, each with three to five key results attached. Here’s one OKR for what we hoped to do on Medium last quarter:
Buffer's list of OKRs.
Setting them is really fun. It is a chance to dream big, reflect on where you’re at and where you want to go, and brainstorm how to get there.
Also quite fun? Tracking them! I’ve found a lot of joy in of the system we use for our marketing OKRs.
Initial Setup
The basic layout is organized like this:
Each Objective is summarized in a list title
Each Key Result gets its own card under its Objective list
Each card has a rich description of the OKR details
Labels show the status of the Key Result
Checklists
One of the best ways we’ve found to track progress on Key Results is to use checklists. These make great sense for the results we’ve set to “achieve x number of things” like blog posts, experiments, and the like.
The basics work like this:
Set a goal, based on a time period;
Determine how much daily progress you need to make in order to reach the goal;
Chart this progress on a line graph;
Track your daily progress; and,
Add this progress to the line graph, too.
For further details on the topic you can consult with me.
The easiest way to think about OKRs is to think about the inputs that result in the outputs that you desire as a company. For example, monthly sales numbers are the results (output) and the inputs would be meetings, quotes, pipeline created, etc. Let me know if you’d like to discuss more.
I have worked with Trello and Basecamp in both a start-up environment as well as for a team within an MNC.
There are several things I suggest you clarify before jumping into using a tool.
1. What is your team's goal
2. Who is accountable for what in achieving what goals
3. How is the team to work together to achieve the common goals while working independently too
4. How does the team work together if failure to achieve a goal impacts the bigger goals
5. How does the team want to held accountable.
From here, you will find a tool and set it up in a way that best works for you. There will be some retro-fitting of course.
Drop me a line if you like to talk more.
Related Questions
-
If I have a business idea for a large company, how can I give it to them and mutually profit, without them just taking the idea and squashing me?
Probably not the answer you're looking for, but companies have so many unimplemented ideas that the likelihood of partnering to implement someone else's idea is really low. And besides which, the idea is not something that has much value in and of itself. If you're passionate in the idea, build it yourself. That's the only way you can have leverage.TW
-
What advice do you give to a 16 year old entrepreneur with a start up idea?
First, hat tip to you for being a young entrepreneur. Keep it up! If you have the funds to build out your MVP, hire a developer and possibly a mentor. If your idea is marketable, you don't need to give up equity by bringing in a co-founder. If this is your entrepreneurial venture, I would recommend you do retain a coach to help you see all the things you may not know. Have you already done your SWOT analysis? Have you identified your target market? What is your marketing plan? What will be your operating expenses? There are lots of questions to ask. If you would a free call, I'd be happy to help you in more detail. Just use this link to schedule your free call... https://clarity.fm/kevinmccarthy/FreeConsult Best regards, Kevin McCarthy Www.kevinmccarthy.comKM
-
How can I make a million dollars?
First, I agree with Chad in that the pure pursuit of money is unlikely to render anything significant. By using a monetary value as a primary goal, you're only diluting the real drivers of success: passion, crafting great customer experiences, building an incredible team and culture etc. That said, making $1m isn't that hard. :) I love this thinking by Amy Hoy and that's how I would go about making $1m: http://unicornfree.com/30x500. Using that logic, this is what I'd do: * To earn $1m in a year, I need to earn +- $80k a month. * To earn $80k a month, I need 1600 customers paying me $50 per month. * So what can I build that could attract 1600 people to pay me $50? * Or, what could I build that could attract 400 people to pay me $200 per month? This logic works on two drivers: * Cumulative revenue and growth. So SaaS works best in this regard, as you only need to focus on having new signups that are greater than your churn. * Building something that people are willing to (really) pay for and going for quality over quantity. If you are building something that sells for $5 pm, you'll need to sell at much higher volumes (which are tricky). In terms of doing that, these are the areas of my business that I would prioritize: 1. Build an awesome team that do things they're passionate about. 2. Prioritize customer experiences above anything else. Do everything in your power (regardless of whether it can't scale) to add value and help your customers. 3. Build a brand and reputation that has long-lasting value.AP
-
Business partner I want to bring on will invest more money than me, but will be less involved in operations, how do I split the company?
Cash money should be treated separately than sweat equity. There are practical reasons for this namely that sweat equity should always be granted in conjunction with a vesting agreement (standard in tech is 4 year but in other sectors, 3 is often the standard) but that cash money should not be subjected to vesting. Typically, if you're at the idea stage, the valuation of the actual cash going in (again for software) is anywhere between $300,000 and $1m (pre-money). If you're operating in any other type of industry, valuations would be much lower at the earliest stage. The best way to calculate sweat equity (in my experience) is to use this calculator as a guide: http://foundrs.com/. If you message me privately (via Clarity) with some more info on what the business is, I can tell you whether I would be helpful to you in a call.TW
-
What legal precautions can I take to make sure nobody steals my startup idea?
I've discussed ideas with hundreds of startups, I've been involved in about a dozen startups, my business is at $1M+ revenue. The bad news is, there is no good way to protect ideas. The good news is, in the vast majority of cases you don't really need to. If you're talking to people about your idea, you could ask them to sign an NDA ("Non Disclosure Agreement"), but NDAs are notoriously hard to enforce, and a lot of experienced startup people wouldn't sign them. For example, if you asked me to sign an NDA before we discussed your Idea, I'd tell you "thanks, but no thanks". This is probably the right place though to give the FriendDA an honorable mention: http://friendda.org/. Generally, I'd like to encourage you to share your Ideas freely. Even though telling people an idea is not completely without risk, generally the rewards from open discussions greatly outweigh the risks. Most startups fail because they build something nobody wants. Talking to people early, especially people who are the intended users/customers for your idea can be a great way to protect yourself from that risk, which is considerably higher than the risk of someone taking off with your idea. Another general note, is that while ideas matter, I would generally advise you to get into startup for which you can generate a lot of value beyond the idea. One indicator for a good match between a founder and a startup is the answer to the question: "why is that founder uniquely positioned to execute the idea well". The best way to protect yourself from competition is to build a product that other people would have a hard time building, even if they had 'the idea'. These are usually startups which contain lots of hard challenges on the way from the idea to the business, and if you can convincingly explain why you can probably solve those challenges while others would have a hard time, you're on the right path. If you have any further questions, I'd be happy to set up a call. Good luck.DK
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.