Set focused OKRs and turn weekly check-ins into progress updates. — Claude Skill
Use the OKR framework to define one focused objective, measurable key results, and a weekly progress cadence for product teams.
- Focuses a team on one ambitious quarterly objective instead of a broad task list.
- Turns activity tracking into measurable key results and progress evidence.
- Creates a weekly check-in cadence with confidence, blockers, and next actions.
- Calls out when OKRs are the wrong tool because strategy, safety, or ownership is missing.
A PM keeps a loose list of initiatives, then turns it into a status update that mostly reports activity.
Run /okrs with strategy and metric context to produce a focused objective, measurable key results, and a weekly progress update.
Who this is for
What it does
Translate strategy and current product metrics into focused team-level OKRs.
Summarize movement on each key result with confidence, blockers, and required decisions.
Check whether proposed team objectives ladder up to company priorities and measurable outcomes.
How it works
Collect product, team, strategy, metric, and constraint context.
Choose one objective that captures the most important outcome for the period.
Define two to three measurable key results with owners, baselines, and targets.
Turn the OKRs into a weekly progress update with status, confidence, blockers, and next actions.
Input options
Clarify the outcome the team must move this quarter.
Example
Company priority: improve retention. Current activation is 38%, week-4 retention is 24%, and onboarding completion is slow for larger teams.
Make onboarding reliably drive new team activation.
Raise activation from 38% to 55%, reduce median setup time from 4 days to 1 day, and increase week-4 retention from 24% to 34%.
Activation is trending up, setup time is still blocked by workspace invite friction, and next action is to ship invite nudges before Friday.
Works with
Want to use OKRs?
Choose how to get started.
Install and run this skill locally on your computer.
Open a terminal on your computer and paste this command:
This downloads the skill with all its files to your computer:
Add -g at the end to make it available in all your projects.
Start Claude Code, then type the command:
Domain Context
This skill implements a proven product management framework. The approach combines best practices from industry leaders and is designed for practical application in day-to-day PM work.
Input Requirements
- Context about your product, feature, or problem
- Relevant data, research, or constraints (recommended but optional)
- Clear articulation of what you're trying to achieve
OKRs (Objectives and Key Results)
What It Is
OKRs are a goal-setting framework that creates focus, alignment, and a learning cycle for teams and organizations. The core insight: set one ambitious objective per quarter with 2-3 measurable key results, then check in weekly to maintain focus.
The key shift: Move from tracking activities ("What are we doing?") to tracking outcomes ("What progress are we making toward our goals?").
OKRs are a vitamin, not a medicine. They supercharge companies that already have their fundamentals in place (strategy, empowered teams, psychological safety). They won't fix broken organizations - they'll just reveal what's broken.
When to Use It
Use OKRs when you need to:
- Focus the team on the single most important thing for the quarter
- Align the organization so everyone knows what matters most
- Create accountability with measurable outcomes (not just activities)
- Build a learning cycle through weekly check-ins and quarterly retrospectives
- Scale leadership so founders/executives don't need to micromanage
- Accelerate progress by avoiding the "peanut butter" problem of spreading effort too thin
When Not to Use It
- You don't have a clear strategy (OKRs reveal missing strategy, they don't replace it)
- Your company lacks psychological safety
- You want to track ALL the work (OKRs are for priorities, not comprehensive task lists)
- Teams aren't empowered to decide HOW to achieve outcomes
Resources
Books:
- Radical Focus (2nd Edition) by Christina Wodtke
- Measure What Matters by John Doerr
- High Output Management by Andy Grove
Further Reading
Reference documents
name: okrs description: Use when asked to "set OKRs", "objectives and key results", "quarterly OKR planning", "align objectives", "measure OKR progress", or "focus priorities with OKRs". Helps teams focus on what matters most and create a cadence of progress. The OKR framework (originated by Andy Grove at Intel, popularized by John Doerr at Google) creates alignment, focus, and learning cycles. Christina Wodtke's Radical Focus approach emphasizes simplicity and avoiding common pitfalls.
Domain Context
This skill implements a proven product management framework. The approach combines best practices from industry leaders and is designed for practical application in day-to-day PM work.
Input Requirements
- Context about your product, feature, or problem
- Relevant data, research, or constraints (recommended but optional)
- Clear articulation of what you're trying to achieve
OKRs (Objectives and Key Results)
What It Is
OKRs are a goal-setting framework that creates focus, alignment, and a learning cycle for teams and organizations. The core insight: set one ambitious objective per quarter with 2-3 measurable key results, then check in weekly to maintain focus.
The key shift: Move from tracking activities ("What are we doing?") to tracking outcomes ("What progress are we making toward our goals?").
OKRs are a vitamin, not a medicine. They supercharge companies that already have their fundamentals in place (strategy, empowered teams, psychological safety). They won't fix broken organizations - they'll just reveal what's broken.
When to Use It
Use OKRs when you need to:
- Focus the team on the single most important thing for the quarter
- Align the organization so everyone knows what matters most
- Create accountability with measurable outcomes (not just activities)
- Build a learning cycle through weekly check-ins and quarterly retrospectives
- Scale leadership so founders/executives don't need to micromanage
- Accelerate progress by avoiding the "peanut butter" problem of spreading effort too thin
When Not to Use It
- You don't have a clear strategy (OKRs reveal missing strategy, they don't replace it)
- Your company lacks psychological safety
- You want to track ALL the work (OKRs are for priorities, not comprehensive task lists)
- Teams aren't empowered to decide HOW to achieve outcomes
Resources
Books:
- Radical Focus (2nd Edition) by Christina Wodtke
- Measure What Matters by John Doerr
- High Output Management by Andy Grove