Sales OKR Examples

Sales OKR examples can be difficult to come up with, so we’ve collected multiple examples for you to get inspiration from & answered most frequent questions about OKR in Sales.

Upgrade sales team qualifications

Key results:

  • Achieve a 90% rate of sales team passing the "How to do sales" course

Respond to leads surprisingly fast

Key results:

  • Achieve avg. response time on new sales-qualified leads of 30 minutes

Build up substantial meetings calendar

Key results:

  • Book 30 meetings for demo of new product X

Improve our trial-to-paid process

Key results:

  • Increase percentage of SMB customers upgrading after trial from 10% to 15%

Optimize sales closing procedure

Key results:

  • Decrease time from initial lead contact to contract signing by 25%
  • Increase email outreach opening rates by 30%

Build out significant sales pipeline

Key results:

  • Add an additional $20k MRR to sales pipeline

What’s The Role Of A Person Working In Sales?

The primary role of a person working in sales is to search for, nurture, and close new customers for the business. Most often, salespeople also maintain relationships with existing customers and work on upgrading them as they discover the value of what’s being sold to them.

Why Sales Should Work With OKRs

People working in sales are highly driven and motivated by numbers. That’s where the OKR framework is a great match! The framework laser-focuses on what’s most important (more on this below) and makes it very easy to reject tasks and projects that are not helping Sales achieve its goals.

What’s Important For Sales OKRs

To start working with OKRs, it’s important to sit down and discuss the following two key aspects:

  1. What is the primary goal of Sales?

  2. When do we consider Sales a success?

Sales: The Primary Goal To Achieve

One of the benefits of the OKR framework, is that it helps teams focus. Focus on what’s important and zoom in on, optimally, a single goal for each OKR cycle. Before defining the OKRs, it’s a great idea to discuss the scenario where the team could only achieve one thing for the next OKR cycle. What would be the primary goal?

When Do We Consider Sales A Success?

Related to the primary goal of Sales, it’s important to define when Sales efforts are considered a success. This will help clear any doubt about whether some project added value or not, as it will be very clear, due to the nature of OKRs, if it was achieved or not.

What Makes A Great Sales OKR

As you can see from the examples above, there are plenty ways to create and formulate OKRs. But there are key requirements that OKRs should pass.

Why Sales Key Results Should Not Be Binary

If you’ve researched ways to formulate OKR examples before, maybe you’ve stumbled across many sites suggesting that you could create key results like “Close customer x”. Don’t! Why? Because what if you close that customer and they’ve only paid a very small amount?

The purpose of Key Results is to enable you and your team to track progress on your ORKs, objectively. You should be able to pull in a person from the street, give them access to your data and have them answer how you’re doing.

But if your Key Result is binary, you’ll only be able to answer the progress questions once you’ve finished the OKR cycle. That’s a problem and it’s one that lots of teams who work with OKR face.

A great exercise that will enable you to get rid of binary key results is to ask yourself “Why do we want to do X?”. Maybe your team has observed a set of customers you’d like to close or upgrade. If you do, what state will that put you in? What will the desired outcome be? That should be your key result.

How Often Should I Track Key Result Progress?

You should track progress on your key results as often as you expect there to be changes in progress. Imagine that I have a key result saying “Increase sales pipeline value from $20k to $30k”. My guess is that I would at least add a little bit of value to the sales pipeline each week. So it makes sense for me to track it every week.

On the other hand, if I only expect there to be noticeable progress on a monthly basis, reporting on it every week makes little sense. I should instead use the time to make sure that the initiatives I plan for are adding true value to my progress.

How Ambitious Should Sales Key Results Be?

In short, key results should have a probability of being achieved of 50%. But why 50%? One of the requirements for key results is that they should be very ambitious

The reasoning here is that people very often overestimate what they can do in a day, but underestimate what they can achieve in a month or quarter. And so, setting ambitious targets often lead to extraordinary results. This is one of the reasons why the OKR framework is so popular.

In addition, when scoring your key results, it’s usually told that achieving 70% of your target goal is enough to call the goal “achieved”. This is again one of the reasons why key results shouldn’t be binary as you’ll then only succeed or fail. Nothin in-between.

How Many Key Results Per Sales Objective?

You should create as few key results as possible to achieve your objective. The overarching benefit of OKRs is laser-focus. Creating too many key results will spread focus and you’ll likely have too many initiatives not being related to each other. Also, improving on one key result should ideally not affect progress on another. If so, then they’re likely too dependent on the same things and should instead be merged into one.

We usually say that unless your objective is covering a larger team, sticking to 1 or 2 key results should be enough. Remember, the key here is to be very focused on moving in the same direction.

Large corporations often have more key results, but that’s usually also because each department or team is responsible for one each. This makes great sense, but if you’re creating them for your own small team or yourself, stick to as few as possible.

How Many Key Results Per Sales Employee?

If you’re setting key results on an employee level, you should aim to stick to as few as possible. The reason is that employees are likely also working on team or company OKRs and their focus should be as tight as possible.

Companies like Spotify chose to ditch personal OKRs because the overhead was too big. They essentially spent too much time creating them. So if you’re going to use them, make sure they’re as few as possible.

Prioritize Outcomes Over Outputs

Working with Sales, it’s easy to get caught up in focusing your day-to-day work on the outputs of what you do. Doing X gets us Y. You shouldn’t do that.

OKRs are meant to force you to think about your desired outcome. The happy place where you’ll be once you’ve done the necessary work to get there. Think: “If we succeed with this, which things will have changed and to what?”.

Then activate the people in your team and democratize how you’ll get there. The key way to turn output-focused goals into outcome-focused goals is to ask “why?”. “Why do we want the output you’re describing?”.

The Sales Initiatives Is What Will Get You Over The Finish Line

OKR initiatives are day-to-day tasks that you do in order to achieve your OKR objectives. The results are measured by your Key Results and will ultimately determine whether your initiatives were the right choice or not.

Initiatives are super important because they make sure that everyone involved is working towards the same goal; achieving the objective. Whenever you start planning your OKR cycle, make sure that you immediately start brainstorming on initiatives as well. This often gives people a great idea about whether you're stretching too far or if you're being ambitious, but also realistic.

How Sales OKRs Should Be Structured

When you create your OKRs, they should include these elements at minimum:

  1. Objective

  2. Key results

  3. Owner

Before the cycle, it’s important to have these three defined, as they’ll help set direction and keep people accountable.

Ideally, as mentioned earlier, you should also start brainstorming early on initiatives that you think could potentially drive the OKR forward.

Criteria For Sales OKRs

Overall, a great Sales OKR should follow the SMART guidelines of being:

  • Specific

  • Measurable

  • Achievable

  • Results-oriented

  • Time-bound

1st Sales OKR Criteria: Specific

Your OKR should be specific enough so that when other people within the organization, that aren’t necessarily on your team, knows what you’re working on. No one ever got punished for having an OKR that was a bit too long. Instead, writing fuzzy or unclear OKRs is a definite no-go.

2nd Sales OKR Criteria: Measurable

Because OKRs are usually working with specific metrics, it’s a lot easier to check the box that the OKR is measurable. We measure things that are relevant to progress within SaaS.

3rd Sales OKR Criteria: Achievable

It’s important to have achievable OKRs. They should always be ambitious, but nothing is more demotivating than unachievable goals. A rule of thumb is that the chance of achieving a Key Result should be around 50% from the start. If you reach 70% and above, it’s considered a success.

4th Sales OKR Criteria: Results-oriented

Being focused on results is a very important aspect of OKR. It’s so important, that we’ve dedicated an entire section to describing why you should focus on outcomes over outputs below.

5th Sales OKR Criteria: Time-bound

A key part of defining a goal is also defining when you’re expecting it to be met. For OKR, your goals are usually divided into different cycles and your goals should of course be reached within the end of the cycle.

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