How to run an OKR check-in meeting

TL;DR: OKRs are essential for building alignment and pushing individual and company development forward. But defining OKRs and taking the first actions to reach your goals is just the start. As tools for accountability and bridging the gap between setting a goal and executing them, OKR progress reviews should be a top priority within OKR cycles.

What’s the agenda for an OKR meeting? How do I review OKRs? How do I present my OKR progress?


So you just got started with the Objectives & Key Results (OKRs) methodology. Hooray! (And if you didn’t, we’ve got you covered: her is everything you need to know and our OKR template for setting goals) Your organization already defined company-wide goals that trickle down to team-wide and individual objectives, and your team knows what they need to do to achieve success and stay aligned.

But let’s be honest: Things don’t always go according to plan. Your OKRs should be ambitious, so reaching key results might be a nice challenge. Working towards the same goals as a team also means supporting one another and slaying dragons together — and OKR progress reviews/check-ins are the ideal space for that.

A best-practice framework for OKR check-ins helps you with:

  • Having a bird’s-eye view of the current state of affairs;
  • Identifying roadblocks before it’s too late;
  • Determining actions that don’t move the needle and shifting focus to those that will make a difference;
  • Supporting one another and thinking of solutions as a team;
  • Aligning your team;
  • Measuring confidence in OKR completion;
  • Calibrating expectations;
  • Promoting the exchange of learnings.

And if that wasn’t already great, OKR check-ins can also boost employee engagement. Why? Because employees stay aligned, keep in mind how their actions contribute to goals, and are encouraged to document progress and be daring and innovative to solve challenges.

Keep reading this People Ops Playbook to learn how to prepare and run a successful OKR progress review.

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Wann Sie dieses Playbook verwenden sollten

When to use this playbook

We recommend this playbook to managers open to improving goal-setting practices for their teams, and for CEOs and People Ops professionals looking to implement these processes across their organizations.

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Was Sie für dieses Playbook benötigen

What you’ll need for this playbook

OKR processes and progress documentation

This People Ops Playbook will also be helpful if you’re still implementing OKRs. And if you haven’t adopted OKRs yet, here’s a straightforward step-by-step guide with all you need to know.

Teamwork: managers + reports

Make sure your team knows that OKR progress reviews will save them time and are not a meeting that could have been an email.

Hints & tips

Hinweise & Tipps
  • Someone should take on the role of meeting moderator. Managers often do that, but you may decide that someone else will own the OKR progress review meetings. This person must ensure that the agenda is followed, that meetings don’t exceed the stipulated time, and that discussions remain on track.
  • Even if they’re not the meeting moderators, managers should nurture creative thinking and offer direct support, in private, for struggling reports.
  • To build up alignment, company- and team-wide goals and progress should be transparent, which an OKR software would allow you to do easily.
  • For a focused discussion on specific key results and roadblocks, schedule another meeting. Be consistent about what the OKR meeting is. Stick to the agreed duration and keep topics relevant for everyone involved.
  • As mentioned, in-depth OKR review meetings between department/team leadership and senior management can also be fruitful. These meetings should concentrate on at-risk OKRs and their respective roadblocks.
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Frequently asked questions

How often should I schedule an OKR check-in?

The most impactful recurrence for OKR progress review meetings is to have a quick check-in every week and a more thorough review once a month. 

Why should I have weekly OKR check-ins?

Weekly OKR check-ins enable your team to always have an overall view of present circumstances, identify blockers before it’s too late, keep the team aligned, and focus on actions that will make a difference.

Who should take part in weekly OKR check-in meetings?

Each manager and their team. As pointed out, in-depth OKR review meetings with senior management should have a different structure and recurrence.

In monthly meetings with senior management, stakeholders can decide on how to course-correct. This may mean canceling an OKR or changing its execution strategy altogether. The notes taken during weekly OKR check-ins will be particularly helpful for these reviews. You may also find that other formats work well for your company, such as monthly meetings between department heads to exchange ideas and see how they can support each other’s teams in achieving their OKRs.

What are the goals of an OKR check-in?

OKR progress review meetings can achieve several goals. Besides helping your team reach their goals more easily, strategize, and know where to better allocate their time, OKR check-ins support employee engagement by helping teams stay aligned, exchange learnings, not lose sight of how meaningful their work is to the organization, and encouraging them to document progress and be creative.

Should the OKR check-in/progress review be a standalone meeting?

That’s up to you and your team. For some, a separate meeting will work better, while for others, 15 focused minutes before or after department meetings are the best option.

What are frequent mistakes people make in OKR check-ins?

Some common mistakes are:

  • Not following the agreed-upon duration and agenda;
  • Excluding team members;
  • Spending too much time on specific discussions that aren’t pertinent to all meeting participants;
  • Not giving everyone the opportunity to express themselves;
  • Not investing in a culture in which employees feel psychologically safe to seek help and share bold ideas;
  • Being unprepared and not documenting progress;
  • Not documenting the decisions made during the meeting.

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