Speaker 1: If you would like to apply the all-care methodology and embrace its benefits, make sure that your team objective is focused on something that needs to improve. Which means achieve 30% revenue growth or launch a marketing campaign are both bad examples. The first one is a performance target. It could be the ultimate consequence that you want to achieve, but what it doesn't tell you is how exactly you're going to start, where you're going to start, how you're going to impact this growth, and what kind of problems you're going to be solving during these 90 days. Launching a marketing campaign is a project that you could consider doing, but it doesn't tell you what needs to change because of this marketing campaign, so it doesn't direct your attention really well. Your objective needs to be a problem statement focused on what needs to change. So the wording of the objective matters, and you can consider this formula. We will focus on driving this change to solve this problem. With this in mind, increase leads is a bad example because it doesn't help us prioritize. It doesn't direct our attention to a specific focus area. What is wrong with the leads? What kind of factors are impacting them? And where are we going to start improving them, increasing them, right? So consider this example instead. Improve our messaging in all channels to target bigger clients. So we have a focus area, which is messaging in all channels, and we have the why behind this focus area because we want bigger clients. So when writing objectives, make sure that you have the answers to what the focus area is and why this focus area matters. The question that you should be asking next is how do we write key results, or how will we measure the success of this objective? And because we have targeting bigger clients in our objective, our first impulse might be to write the first key result as increase the number of bigger deals by 50%. This is a performance target, and this is a related metric, right? But this type of metric, this type of target does not make a very engaging key result. Simply because it will take too long to impact something like this, so you won't be able to track it on an ongoing basis, and there are just too many possibilities of what you can be doing to make this happen, which means no clear focus. The real question you should be asking to write your key results is what kind of change can our team drive within 90 days? And now let's discuss the difference between deliverables, what we do, or outputs, and what we want to achieve, or outcomes. When we have a problem in front of us, like improve our messaging in all channels, we might go directly to writing down projects, right? Change pitch and add new testimonials to the blog, promote new pitch via LinkedIn direct messages, improve blog and add new content. These things are projects that we do, something that we might still consider, but you need to focus on the outcomes if you would like to stay focused during the quarter. So how do you come up with outcomes? Sometimes your initiatives might already suggest something that you feel is important to improve during the quarter. So if we say we want to add new testimonials, why are we adding them? Maybe we want to improve the conversion numbers on our testimonials page so that we can see that we can attract bigger clients. That's your outcome, achieve 20% conversion rate on the testimonials page. If we're promoting on LinkedIn, how will we know that this promotion is successful? Maybe we want to increase the average response rate on LinkedIn from 2% to 15%. And if we want to improve blog, this might be a really important focus area, but how will we know that the blog has improved and our messaging has improved with it? So we can say that our outcome that we want to drive is to improve average reading depth from 20% to 90%. So key results, they need to measure desirable change. They need to be outcomes that you can own as a team. They need to direct your attention and help you prioritize and allow to experiment with different initiatives. OKRs will help you focus, right? So when you have defined them, you will be able to start prioritizing what needs to be done first to drive the changes in the outcomes. So you might still end up doing those things that you originally started listing as projects under your objective. If you'd like to learn more about writing good objectives and key results, please visit our Learning Center.