OKRs (objectives and key results) are a goal-setting framework that connects what you want to achieve with measurable outcomes.
Objectives describe the outcome you want in plain language. Key results define how you will measure progress, usually with numbers. For SMBs, OKRs are useful because they force trade-offs and make priorities visible. That’s gold when everything feels urgent and teams are moving fast.
OKRs also help hybrid teams stay aligned because they reduce reliance on “who heard what in the hallway.” To keep OKRs lightweight, limit the number, assign clear owners, and review progress regularly. If you set OKRs but do not review them, they become a document, not an operating system.
Commonly confused with: KPIs
KPIs track ongoing health metrics, like retention rate or customer churn. OKRs define time-bound goals that push change. Many SMBs use KPIs to monitor stability and OKRs to drive strategic progress.
Workleap field notes from SMB clients
- What Workleap clients are saying: From conversations with our SMB clients, OKRs break down when ownership and progress visibility are unclear, especially across teams.
- Why it matters: OKRs only improve alignment when leaders can quickly see progress and teams know who owns what.
- In practice: QS needed goals and priorities to stay clear while moving quickly. They used structured cycles to keep alignment visible and expectations current across teams. The result was fewer surprises and smoother execution during review periods. See: How QS ran two company-wide review cycles in 5 months with Workleap.
Fewer than you think. One to three objectives per team keeps focus. Too many OKRs create confusion and dilute accountability.
Quarterly setting with monthly check-ins works well for many SMBs. Review rhythms matter more than perfect wording. Use check-ins to remove blockers and adjust scope.
It is measurable, outcome-focused, and time-bound. If it’s a task list, it’s not a key result. Strong key results make success clear and debatable in a productive way.
Be careful. If OKRs directly impact compensation early on, teams may lower ambition. Many SMBs use OKRs for alignment first, then decide later how they connect to evaluation.
Too many goals, unclear ownership, and no review cadence. They also fail when leaders do not make trade-offs and everything stays “top priority.” OKRs work when they influence real decisions.
