Onboarding Your Team

Adopting OKRs is a cultural change, not just a tool rollout. This guide covers how to introduce Runsheet to your team in a way that builds genuine buy-in and lasting habits.

Before You Start

Set yourself up for success with some prep work:

  • Get leadership buy-in — OKRs work best top-down. Make sure leadership will model the behavior.
  • Start small — Don't roll out to the entire company at once. Pick one team or department to pilot.
  • Set expectations — The first cycle is about learning the system, not perfect execution.
  • Clear competing systems — If you have existing goal frameworks, decide what stays and what goes.

Phase 1: Setup (Week 0)

  1. Create your workspace — Set up your company workspace in Runsheet and configure basic settings.
  2. Set up teams — Create teams that mirror your org structure (or however you want to organize OKRs).
  3. Create the first cycle — Set up your current quarter or planning period.
  4. Draft initial OKRs — Have leadership create 2-3 company-level objectives as examples.
Don't invite the team yet. Get the structure right first so they see a polished starting point.

Phase 2: Introduction (Week 1)

Kick-off Meeting (30-60 min)

Schedule a team meeting to introduce OKRs and Runsheet:

  • Why OKRs — Explain the problem you're solving (alignment, focus, visibility).
  • How OKRs work — Quick primer on objectives vs key results. Keep it simple.
  • Show the tool — Walk through Runsheet: objectives, key results, check-ins.
  • Show the company OKRs — Let them see leadership has already committed.
  • Explain the rhythm — Weekly check-ins, who owns what, when reviews happen.

Invite the Team

  • Send workspace invites
  • Have everyone log in and explore
  • Assign them to their teams

Phase 3: OKR Creation (Week 1-2)

Help each team create their first OKRs:

  1. Team leads draft objectives — 2-3 objectives aligned to company goals.
  2. Collaborative key results — Team members contribute key results they'll own.
  3. Review and refine — Coach on quality (outcomes not outputs, measurable, ambitious).
  4. Assign owners — Every OKR has one person accountable.

Office hours

Offer "OKR office hours" where teams can get help writing their objectives and key results. The first time is the hardest.

Phase 4: First Check-ins (Week 2-3)

Get the weekly rhythm established:

  1. Walk the team through submitting their first check-in
  2. Run a guided weekly review meeting
  3. Celebrate progress and address confusion
  4. Remind stragglers — the habit takes a few weeks to stick

Handling Resistance

You'll encounter pushback. Here's how to address common objections:

  • "This is just more busywork" — Emphasize that OKRs replace other reporting, not add to it. Show how check-ins take 5 minutes.
  • "My work doesn't fit OKRs" — Help them find outcomes in their work. Everyone contributes to something measurable.
  • "What if I miss my targets?" — OKRs are aspirational. 70% achievement is success. This isn't a performance review.
  • "Leadership doesn't do this" — If leadership isn't participating, OKRs will fail. Make sure they lead by example.

Signs of Success

After 4-6 weeks, look for these positive signals:

  • Check-ins are submitted consistently without reminders
  • Teams reference OKRs in planning and prioritization discussions
  • People can explain their team's objectives from memory
  • Conversations shift from "what are we doing" to "are we making progress"

Common Mistakes

  • Rolling out to everyone at once — Start small, learn, then expand.
  • Too many OKRs in the first cycle — Keep it simple. 3 objectives max per team.
  • No training — People need context on why and how, not just access to a tool.
  • Skipping the weekly rhythm — If you don't establish weekly check-ins, OKRs become another abandoned doc.
  • Making it punitive — OKRs are for learning and alignment, not punishment.

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