Engineering Management III: Objectives and key results

As engineering managers, one of the most powerful tools we have for guiding teams is the OKR framework. OKRs help translate big ambitions into clear, measurable work. They connect high-level objectives with concrete key results so teams know both what they are aiming for and how progress will be measured. They provide clarity, alignment, and a sense of purpose.

When used well, OKRs help teams focus on work that truly matters and avoid wasting energy on busywork. They also create a shared language for success, giving everyone the same lens through which to evaluate decisions and priorities. Understanding how to create effective OKRs is essential for guiding teams toward meaningful outcomes and sustaining motivation over time.

Engineering Management series

Engineering Management I: Building trust and protecting focus

Engineering Management II: Outcomes and alignment

Engineering Management III: Objectives and key results

Inspiring with objectives

Every effective OKR begins with an objective. Objectives are not technical checklists or detailed plans. They are high-level goals that spark imagination and give direction. Great objectives are memorable, ambitious, and motivating.

For example, SpaceX set an objective to enable human life on Mars. Airbnb aimed to create a world where anyone can belong anywhere. These goals are not instructions; they are visions that inspire people to think creatively, identify opportunities, and align their work with a larger purpose.

Strong objectives also give team members a way to evaluate their work. Each person can ask: Does what I am doing bring us closer to this vision? If the answer is yes, effort aligns naturally. If the answer is no, it signals a need to rethink priorities. The true power of objectives lies in providing a clear direction while leaving room for innovation in the approach.

Making progress measurable

Objectives give direction, but key results provide accountability. Key results are specific, measurable outcomes that track progress over time. They are concrete targets that turn ambition into actionable benchmarks.

For instance, Spotify could set a key result to reach 200 million active users by the end of the year, or Tesla could measure produce 500,000 electric vehicles within twelve months. Key results should feel slightly uncomfortable: they should stretch the team, encourage creative problem solving, and generate energy without feeling impossible.

Good key results help teams focus on impact rather than activity. They prevent efforts from being scattered and provide a way to celebrate measurable progress. When objectives inspire imagination, key results keep execution grounded and meaningful.

Breaking down ambition into action

Objectives and key results are only useful if the team can act on them. Managers play a crucial role in breaking large, abstract goals into smaller, manageable work items. The smaller the unit of work, the easier it is to review, test, and improve. Small steps make progress visible and reduce risk while keeping the project moving forward effectively.

Fast iteration is important, but speed alone is not enough. As a mentor once said:

It is not enough to go fast. You can run fast in the wrong direction.

Managers must ensure that teams not only move quickly but also move purposefully toward the right outcomes. Clear guidance and incremental work allow teams to experiment safely while staying aligned with objectives.

Looking ahead

In the next article we will explore how managers can connect high-level objectives with practical execution through MVPs. We will focus on how to define the smallest valuable step, how to balance ambition with feasibility, and how MVPs help maintain alignment with long-term goals while driving tangible progress.