OKR management your teams can act on — one cycle, run together
From a shared language in the management team to a first quarter that closes with a real review: we guide your company through one complete OKR cycle, so the rhythm keeps running long after we have left the room.
Your first OKR cycle at a glance
Every module can be booked on its own.
The timeline: from the first workshop to a closed quarter
A proposal to work from. In a short briefing call we fix the dates with you — and agree what success looks like at the end of your first quarter.
Setting the OKRs · the weeks before your quarter
Management workshop
Morning: one shared language — what an OKR is, what makes it work, the same reference examples for everyone. Afternoon: your management team writes the annual company OKRs.
OKR training for team leads and teams
The same training for everyone who writes OKRs, now against the company OKRs on the table. Everyone leaves able to write an objective and a measurable key result.
Team leads draft their OKRs
Each team lead prepares a first proposal for the coming period, using the template from the training.
Coaching per team
Key results made measurable, owners named, dependencies on other teams spotted early. Up to seven teams fit into one coaching day.
Team leads sharpen their proposals
Each team works in the coaching input and gets its proposal ready to present.
Alignment workshop
Management and all team leads together: each lead presents briefly and names the support needed from other teams. Result: agreed OKRs for the coming quarter.
Running the first quarter
Kick-off for the cadence
The quarter opens together: the weekly rhythm set, roles for the check-ins agreed, every open question cleared before the work starts.
Check-in support
Available when a team gets stuck on a key result or management wants a second look — booked only when you want it.
Review and next-quarter proposals
Morning: management and team leads review the OKRs together, team by team. Afternoon: each team shares its focus for the coming quarter — the next set is ready before this one closes.
Goals everyone can repeat — and a rhythm that keeps them moving
Company OKRs
Annual objectives your management team wrote itself and every team can repeat.
Aligned team OKRs
Measurable key results with owners, and dependencies between teams agreed in the room.
A weekly rhythm
A short check-in per team that runs without us — and a clear routine when a key result turns red.
The next quarter set
A real review of what moved, and the next objectives on the table before the quarter closes.
OKR management that becomes part of how you lead
OKRs need discipline rather than machinery. Everything we set up is something your teams can run on their own.
One shared language
Management and teams write from the same reference examples, so an objective means the same thing everywhere.
Focus you can measure
A handful of objectives, key results with an owner and a source for each number — focus where it pays off.
A rhythm that holds
One weekly look, one review per quarter. The cadence is agreed in week one and owned by each team.
Pick the support you need — every module stands on its own
Book the full cycle or only the parts where you want a hand. Slides, templates, the OKR one-pager and the check-in format are included.
Management workshop
- The idea behind OKRs from Andy Grove’s practice at Intel
- What separates an objective from a task list, with examples from your context
- A guided session in which management writes the annual company OKRs
Result: company objectives everyone can repeat, and a clear brief for the teams.
OKR training for team leads and teams
- Objectives that describe an outcome
- Key results that are measurable, with owner and data source
- Practice directly against your company OKRs
Result: team leads leave with the template and a first task.
Coaching per team
- Each team brings its draft — we work on it, they keep the pen
- Up to five objectives per team, so the focus stays sharp
- Dependencies named now, settled at the alignment workshop
Result: a proposal per team, ready to present.
Alignment workshop
- Management and all team leads together
- Each lead presents in a few minutes and names the support needed
- Facilitated to a decision — the session ends with commitments
Result: agreed OKRs before the quarter starts.
Kick-off for the cadence
- The weekly 15-minute check-in, agreed and owned by each team
- Who looks at what, when — and what happens when a key result turns red
- Every open question answered before the work starts
Result: a rhythm your teams keep running on their own.
Review and next-quarter proposals
- Morning: what was achieved, what moved, what was learned
- Afternoon: each team shares its focus for the coming quarter
- Held in week 11 to 13, so the next set is ready in time
Result: the next quarter on the table, and a review format you keep.
Plus: check-in support, by the hour
A call with a team lead on a key result that will not become measurable, a look at the one-pagers before a management meeting, or sparring before a decision — booked when you need it.
Where are you with OKRs right now?
Most companies arrive at one of these three points. Each combination is a starting suggestion that we tailor in the briefing call.
Starting fresh
You want OKRs across the company and would like the whole first cycle guided.
Restarting after a first attempt
OKRs were tried before and lost momentum. We begin with company OKRs and shared language, then align the teams to them.
Keeping it running
Your OKRs are written. You want the cadence to hold and the quarter to close with a proper review.
Four choices that make an OKR implementation last
From around sixty OKR implementations, including ones that had to be restarted, these are the patterns we build into every cycle.
Company OKRs come first
Teams write against a direction management has set, so every team OKR connects upward.
Everyone learns the same language
One training for all who write OKRs, with the same reference examples.
Dependencies settled before the quarter
Support needed from other teams is named in coaching and agreed at the alignment workshop.
The review sets the next quarter
Held in week 11 to 13, so momentum carries straight into the next cycle.
Organisations we have worked with
Questions about OKR management with us
How long does a first OKR cycle take?
Setting the OKRs usually takes around five to six weeks before your quarter starts. Then we accompany one full quarter up to the review in week 11 to 13.
Can we book single modules?
Yes. Every module stands on its own — many clients start with the management workshop or the review day and add more as they go.
Online or in person?
The management workshop and the review day work in person or online. Training, coaching, alignment and kick-off run online, which keeps them short and easy to schedule.
How many teams can take part?
Up to seven teams fit into one coaching day. For larger organisations we plan additional coaching days.
We tried OKRs before and they stalled. Does this still work?
Yes — restarts are a common starting point. We begin with company OKRs and a shared language, so the teams have a direction to align to.
In which language do you work?
In English and in German, for all sessions and materials.
What does it cost?
Each module is priced individually. After a short call we send you a proposal for exactly the modules you want.
Jörn Steinz (MBA)
Founder and Managing Director, OKR Consultants · Hamburg
Before he facilitated strategy work for others, he did it himself: as a consultant at Accenture and in corporate development at XING AG, where priorities had to be agreed with management and then actually delivered. His MBA is from EADA Business School in Barcelona.
Since 2019 he has been supporting companies with OKRs — in English and in German, on site and online. He brings the experience of around 60 OKR assignments into the room: what makes a first cycle work, and where one usually stalls.
Plan your OKR management cycle with us
Tell us where you stand. In a short call we pick the modules that fit and sketch your timeline.
hello@okr-consultants.com · 0049 175 566 4329 · Hamburg, Germany