OKR stands for Objectives and Key Results; where “O” is for objective and is what the business wants to achieve. “KR” is for the key results and is what the business needs to see in each specific time period in order to achieve the objective. CFR stands for Conversations, Feedback and Recognition.

What’s the main difference between an OKR and a CFR?

Objectives are what you want your team to accomplish. Key results describe how you will do it. Objectives are significant and action-oriented. Key results are specific and measurable. OKRs can only be graded with “complete” or “incomplete.” CFRs, on the other hand, are the result of public, transparent OKRs and afford a larger vocabulary.

CFRs should be happening through the OKR cycle and should take place in the 1:1s. They should also take place at the end of an OKR cycle. The conversation should be in-person or over a video conferencing service, not on Slack or over the phone, and should include goal-setting, reflection, and ongoing progress updates. The feedback should be specific and constructive—an opportunity for employees to say to their supervisors: what do you need from me to be successful? And now let me tell you what I need from you.

What are some good questions to ask for Conversation and Feedback?

Some questions to get your ongoing Conversation and Feedback started in 1:1s include:

  • How are your OKRs coming along?
  • What critical capabilities do you need to be successful?
  • Are there any blockers that could stop you from attaining your objectives?
  • What OKRs need to adjusted—or added, or eliminated—in light of shifting priorities?

Some ideas for questions at the end of an OKR cycle include: If we accomplished our goal, what contributed to our success? — If we didn’t accomplish it, what obstacles did we encounter? — Was the goal harder or easier to achieve than you’d thought when you set it? — If we were to rewrite the goal, what would we change? What have we learned that might alter our approach for our next cycle’s OKRs?