Rockefeller OKRs

Writing good OKRs can be hard, especially if it's your first time doing it. You'll need to center the focus of your plans around outcomes instead of projects.

We've tailored a list of OKRs examples for Rockefeller to help you. You can look at any of the templates below to get some inspiration for your own goals.

Examples of OKRs for Rockefeller

The examples have Rockefeller Objectives and Key Results, but they may also include the tasks that can help you get there.

You'll find 2 OKRs examples for Rockefeller below, and some extra tips to write better quarterly plans at the end.

OKRs to track your personal Rockefeller plan

  • ObjectiveCritical Number
  • Key Result<Replace with your Critical Number>
  • ObjectiveKPIs
  • Key Result<Replace with KPI #1>
  • Key Result<Replace with KPI #2>
  • ObjectiveQuarterly Rocks
  • Key Result<Replace with Rock #3>
  • Key Result<Replace with Rock #2>
  • Key Result<Replace with Rock #4>
  • Key Result<Replace with Rock #5>
  • Key Result<Replace with Rock #1>

OKRs to complete the Rockefeller Habits Checklist

  • ObjectiveComplete the Rockefeller Habits Checklist
  • Key Result5. Ongoing employee input is collected to identify obstacles and opportunities
  • TaskEmployee input about obstacles and opportunities is being collected weekly
  • TaskThe insights from employee conversations are shared at the weekly executive team meeting
  • TaskAll executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly
  • TaskA mid-management team is responsible for the process of closing the loop on all obstacles and opportunities
  • Key Result1. The executive team is healthy and aligned
  • TaskTeam members understand each other's differences, priorities and styles
  • TaskThe team participates in ongoing executive education (monthly recommended)
  • TaskThe team meets frequently (weekly is best) for strategic thinking
  • TaskThe team is able to engage in constructive debates and all members feel comfortable participating
  • Key Result4. Every facet of the organization has a person assigned with accountability for ensuring goals are met
  • TaskEach 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn't exist
  • TaskThe Function Accountability Chart (FACe) is completed (right people, doing the right things, right)
  • TaskFinancial statements have a person assigned to each line item
  • TaskEach of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them
  • Key Result8. Employees can articulate the key components of the company's strategy accurately
  • Task3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly
  • TaskBig Hairy Audacious Goal (BHAG) – Progress is tracked and visible
  • TaskCore Customer(s) – Their profile in 25 words or less
  • TaskElevator Pitch – A compelling response to the question "What does your company do?"
  • Key Result9. All employees can answer quantitatively whether they had a good day or week
  • Task1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person
  • TaskEach employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight)
  • TaskAll executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes
  • TaskEach individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company
  • Key Result10. The company's plans and performance are visible to everyone
  • TaskA “situation room” is established for weekly meetings (physical or virtual)
  • TaskScoreboards are up everywhere displaying current progress on KPIs and Critical Numbers
  • TaskThere is a system in place for tracking and managing the cascading Priorities and KPIs
  • TaskCore Values, Purpose and Priorities are posted throughout the company
  • Key Result3. Communication rhythm is established and information moves through the organization accurately and quickly
  • TaskThe executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month
  • TaskQuarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions (Strategy, Execution, People, Cash)
  • TaskAll teams have a weekly meeting
  • TaskAll employees are in a daily huddle that lasts less than 15 minutes
  • Key Result7. Core values and purpose are alive in the organization
  • TaskActions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization
  • TaskAll executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands
  • TaskHR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.)
  • TaskCore Values are discovered, Purpose is articulated, and both are known by all employees
  • Key Result2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward
  • Task3-5 priorities (Rocks) that support the Critical Number are identified and ranked for the quarter
  • TaskThe Critical Number is identified to move the company ahead this quarter
  • TaskA Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life
  • TaskQuarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week
  • Key Result6. Reporting and analysis of customer feedback data is as frequent and accurate as financial data
  • TaskThe insights from customer conversations are shared at the weekly executive team meeting
  • TaskAll executives (and middle managers) have a 4Q conversation with at least one end user weekly
  • TaskAll employees are involved in collecting customer data
  • TaskA mid-management team is responsible for the process of closing the loop on all customer feedback

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How to track your OKRs?

It's important to establish a cadence of check-ins for your Rockefeller OKRs.

OKRs without regular progress updates are just KPIs. You'll need to update progress on your OKRs every week to get the full benefits from the framework.

Spreadsheets are enough to get started. Then, once you need to scale you can use a proper OKRs-tracking platform to make things easier.

OKRs resources

Here are a list of resources to help you adopt the Objectives and Key Results framework.

Try Tability for your OKRs