---
name: okr-builder
description: "สกิลสำหรับ OKR ตัวสร้าง ใช้เมื่อต้องการแนวทาง ขั้นตอน Template หรือคำแนะนำเชิงปฏิบัติสำหรับงาน HR การจัดการทีม กระบวนการทำงาน การสื่อสาร และการกำกับดูแล ในหัวข้อนี้"
allowed-tools: Read Write Glob
metadata:
  author: matthewhitcham
  version: "1.0"
---

# OKR ตัวสร้าง

## When to Use This Skill

Use this skill when you need to:
- Create Objectives and Key Results for a quarter or year
- Define measurable key results that track progress toward ambitious objectives
- Build scoring rubrics and progress tracking dashboards
- Align team members around shared goals using the OKR methodology

**DO NOT** use this skill for task management, KPI dashboards, or project planning. This is for setting strategic objectives with measurable results.

---

## Core Principle

OKRs ARE NOT A TO-DO LIST — THEY ARE ASPIRATIONAL OBJECTIVES WITH MEASURABLE OUTCOMES. IF YOU HIT 100% OF YOUR OKRs, YOU SET THEM TOO LOW.

---

## Phase 1: Context

Understand the business context to set relevant OKRs.

### Required Inputs

| Input | What to Ask | Default |
|-------|------------|---------|
| **Time period** | "Are these OKRs for a quarter or a year?" | Quarterly |
| **Business stage** | "What stage is your business? (early, growing, established)" | Growing |
| **Top priority** | "What is the single most important thing your business needs to achieve?" | No default |
| **Team size** | "How many people will work toward these OKRs?" | 1 (solopreneur) |
| **Previous OKRs** | "Have you used OKRs before? Any from last period to review?" | First time |

**GATE: Confirm context before writing OKRs.**

---

## Phase 2: Write OKRs

Draft objectives and key results following OKR methodology.

### OKR Rules

- **2-4 objectives per period** — fewer is better
- **2-4 key results per objective** — each must be measurable
- **Objectives are qualitative** — inspiring, directional, memorable
- **Key results are quantitative** — specific numbers, dates, or milestones
- **70% achievement = success** — OKRs should be aspirational (stretch goals)

### OKR Template

```
## Q[X] [Year] OKRs

### Objective 1: [Inspiring, qualitative statement]

| # | Key Result | Starting Point | Target | Current | Score |
|---|-----------|---------------|--------|---------|-------|
| 1.1 | [Measurable outcome] | [Baseline] | [Target] | — | — |
| 1.2 | [Measurable outcome] | [Baseline] | [Target] | — | — |
| 1.3 | [Measurable outcome] | [Baseline] | [Target] | — | — |

### Objective 2: [Inspiring, qualitative statement]

| # | Key Result | Starting Point | Target | Current | Score |
|---|-----------|---------------|--------|---------|-------|
| 2.1 | [Measurable outcome] | [Baseline] | [Target] | — | — |
| 2.2 | [Measurable outcome] | [Baseline] | [Target] | — | — |
```

### Examples of Good vs. Bad OKRs

**Good Objective:** "Become the go-to resource for solopreneurs learning AI tools"
**Bad Objective:** "Get more website traffic" (too vague, not inspiring)

**Good Key Result:** "Publish 12 blog posts that each generate 500+ organic visits within 60 days"
**Bad Key Result:** "Write more blog posts" (not measurable)

**GATE: Present OKRs for review and refinement before adding scoring.**

---

## Phase 3: Scoring System

Define how OKRs will be measured and tracked.

### Scoring Rubric

```
## OKR Scoring Guide

| Score | Meaning | Description |
|-------|---------|-------------|
| 0.0 | No progress | Key result not started or abandoned |
| 0.3 | Some progress | Meaningful effort but significantly short of target |
| 0.5 | Halfway | Solid progress, roughly half the target achieved |
| 0.7 | Target zone | Strong performance — this is the expected "success" for stretch goals |
| 1.0 | Full achievement | Hit or exceeded the target — may indicate target was too easy |
```

### Check-In Cadence

```
## OKR Check-In Schedule

**Weekly (5 min):** Update current numbers for each key result
**Mid-quarter (30 min):** Score all OKRs at midpoint. Identify any at risk of 0.0-0.3 and discuss interventions
**End of quarter (1 hour):** Final scoring, reflection, and input for next quarter's OKRs
```

### Progress Tracker

```
## OKR Progress Tracker — Q[X]

| OKR | Week 1 | Week 4 | Week 8 | Week 12 | Final Score |
|-----|--------|--------|--------|---------|------------|
| 1.1 | — | — | — | — | — |
| 1.2 | — | — | — | — | — |
```

---

## Phase 4: Review and Iterate

Close out the OKR cycle and prepare for the next one.

### Quarterly Review Template

```
## Q[X] OKR Review

**Overall score:** [Average across all key results]

### Objective 1: [Name] — Score: [X.X]
- KR 1.1: [Score] — [What happened]
- KR 1.2: [Score] — [What happened]

**What drove progress:**
**What blocked progress:**
**Carry forward to next quarter?** [Yes/No — if yes, adjust the targets]

### Lessons Learned
- [Lesson about OKR setting]
- [Lesson about execution]
```

### OKR Retrospective Questions

1. Were our objectives the right priorities?
2. Were key results actually within our control?
3. Did we check in frequently enough?
4. What scored below 0.3 and why?
5. What would we set differently next quarter?

---

## Anti-Patterns

- **Key results that are tasks** — "Launch new website" is a task. "Increase conversion rate from 2% to 4%" is a key result.
- **Too many OKRs** — more than 4 objectives dilutes focus. If everything is a priority, nothing is.
- **Sandbagging targets** — setting easy targets to hit 1.0 defeats the purpose. OKRs should make you uncomfortable.
- **No baseline measurement** — you cannot track progress without knowing where you started.
- **Setting and forgetting** — OKRs without weekly check-ins become forgotten documents.

---

## Recovery

- **User conflates OKRs with tasks:** Explain the hierarchy: OKRs set direction, projects are the vehicles, tasks are the steps. OKRs live above tasks.
- **All key results score 1.0:** Targets were too conservative. Next quarter, set targets that feel 30% beyond comfortable.
- **All key results score below 0.3:** Either the objectives were wrong, the time horizon was too short, or resources were insufficient. Diagnose before re-setting.
- **User has only one goal:** One objective is fine. Set 3-4 strong key results for that single objective.
- **User wants to change OKRs mid-quarter:** Resist unless the business context has fundamentally changed. Changing OKRs mid-cycle trains you to abandon goals when they get hard.
