Structuring Key Results for Measurable Outcomes

Too many teams fail to move from vision to execution because their key results lack clarity. I’ve seen departments report “launched 5 new features” as a key result—only to discover later that no one could tell if those features actually improved user retention or revenue. The truth is, you can’t measure progress without a clear, outcome-focused metric.

For years, I assumed setting ambitious goals was enough. Then I realized: goals without measurable outcomes are just busywork. The breakthrough came when I stopped chasing outputs and started focusing on results that mattered—like conversion lift, customer retention, or cost per acquisition.

This chapter gives you the tools to write strong, actionable key results. You’ll learn how to structure them using real metrics, avoid common pitfalls, and create a framework that’s both realistic and ambitious. By the end, you’ll be able to craft key results examples that aren’t just measurable—but meaningful.

What Makes a Key Result Measurable?

Not every metric qualifies as a strong key result. A measurable key result must answer: What will change, and how will we know?

Here’s what differentiates a strong key result from a weak one:

• Quantitative – It uses numbers, percentages, or timeframes.
• Actionable – It directly reflects progress toward the objective.
• Time-bound – It ties to a specific quarter or deadline.
• Outcome-focused – It measures impact, not activity.

When I first started coaching teams, I used to see key results like “improve customer satisfaction” or “increase engagement.” These sound good—but they’re not measurable. You can’t track progress without a baseline or a target.

Key Result Structure: The Formula That Works

Use this simple framework:

“Increase [metric] by [X]% from [baseline] to [target] by [date].”

This structure forces clarity. It strips away vagueness and centers on actual impact.

Let’s break down a real example:

• Objective: Increase customer retention in the SaaS product.
• Key Result: Increase the 90-day retention rate from 45% to 60% by the end of Q3.

Now you know exactly what success looks like—and how to measure it.

OKR Key Results Writing: 5 Essential Principles

Writing measurable key results isn’t just about picking a number. It’s about choosing the right metric in the right context. Here are the five principles I’ve used with over 50 teams across startups and enterprises:

1. Anchor to business impact – Link every key result to a growth lever: revenue, retention, efficiency, or engagement.
2. Use leading and lagging indicators – Leading indicators (e.g., trial sign-ups) predict outcomes. Lagging indicators (e.g., revenue) confirm them.
3. Prioritize quality over quantity – 2-3 high-leverage key results are better than 5 weak ones.
4. Set stretch targets, not just goals – Aim for 70–80% achievement to stay ambitious but realistic.
5. Validate with stakeholders – Before finalizing, ask: “Can we actually measure this? Is it meaningful?”

Case Example: Marketing Team OKR

Let’s apply these principles to a real-world example from a B2B SaaS company.

Objective: Increase qualified leads from organic search.

• Key Result 1 (measurable): Increase organic traffic from 25,000 to 45,000 monthly sessions by December 31.
• Key Result 2 (measurable): Increase organic conversion rate from 2.1% to 3.5% by Q4.
• Key Result 3 (measurable): Generate 150 new qualified leads from organic search per month by year-end.

Each key result is tied to a real metric, has a baseline, a target, and a timeframe—all critical elements of OKR metrics guide best practices.

Common Pitfalls to Avoid in OKR Key Results Writing

Even experienced teams fall into traps when writing key results. Here are the most common ones—and how to fix them:

Pitfall	Why It Fails	Fix
“Increase website traffic”	Not specific; no baseline or target	“Increase organic traffic from 25,000 to 45,000 sessions/month by Q4”
“Improve customer satisfaction”	Too vague; no measurement	“Increase NPS from 42 to 55 by end of quarter”
“Launch 3 new features”	Focuses on output, not outcome	“Increase feature adoption rate from 30% to 50% by December”
“Reduce response time to under 2 hours”	Missing baseline and context	“Reduce customer support ticket response time from 4 hours to under 2 hours by Q3”

Why Vanity Metrics Don’t Work

I once audited an OKR where the team wrote: “Increase number of blog posts published.” That’s not a key result—it’s a task. Publishing content doesn’t equal growth. What matters is: Did it drive engagement? Did it convert visitors?

Instead, reframe it as:

• Key Result: Increase blog page views from 10,000 to 25,000/month by end of quarter.
• Key Result: Increase time on page from 90 seconds to 2 minutes 30 seconds.
• Key Result: Generate 500 leads from blog content per month.

Now you’re measuring real business impact.

Measurable Key Results: Examples by Department

Here are strong key results examples tailored to common business functions—each grounded in measurable outcomes.

Product Development

Objective: Improve user engagement with the dashboard feature.

• Increase daily active usage of the dashboard from 40% to 65% of active users by Q3.
• Reduce average time to first insight from 1.8 minutes to 1.1 minutes.
• Increase feature adoption rate from 35% to 60% within 90 days post-launch.

Customer Support

Objective: Reduce customer churn from support issues.

• Decrease average ticket resolution time from 12 hours to under 4 hours.
• Increase first-contact resolution rate from 58% to 75% by end of quarter.
• Reduce tickets reopened due to unresolved issues by 40%.

Marketing

Objective: Drive high-quality leads from paid channels.

• Increase conversion rate from paid ads from 3.2% to 5.5% by Q4.
• Reduce cost per lead from $28 to $18.
• Generate 200 new leads from LinkedIn ads by November 30.

How to Choose the Right Metric: A Decision Tree

Not every metric is created equal. When you’re stuck, use this simple decision path:

1. Ask: “What business outcome does this impact?”
2. Is it directly tied to growth, retention, or efficiency? If not, reconsider.
3. Can we measure it accurately and consistently? Avoid data that’s unreliable or hard to track.
4. Does it reflect real progress, not just activity? Avoid output-based metrics (e.g., number of emails sent).

This is how you stay focused on measurable key results that deliver real value—not just busywork.

Frequently Asked Questions

How many key results should an OKR have?

Stick to 2–3 key results per objective. More than that, and focus dilutes. Fewer than two, and you risk not measuring enough. I’ve found that 3 is the sweet spot—challenging but manageable.

Can a key result be qualitative?

Only if it’s paired with a measurable benchmark. For example: “Improve user feedback on onboarding (NPS ≥ 60)” is valid. But “improve user experience” isn’t measurable. Always anchor feedback to data.

How do I handle key results that rely on external data?

Ensure you have access to the data. If it’s not available internally, work with analytics or marketing to secure it. Never use estimated or proxy data unless you document the assumptions.

What if my team can’t hit a key result target?

That’s okay. OKRs are designed to be ambitious. A 70% completion rate is excellent. The goal is learning, not perfection. Use missed targets to refine processes, not punish teams.

How often should I review key results?

Weekly check-ins for progress, monthly reviews for adjustments. Use your organization’s rhythm—quarterly is standard. But track weekly to stay on course.

Can I change a key result mid-cycle?

Yes—but only if there’s a clear reason: market shift, technical failure, or data error. Document the change and notify stakeholders. This preserves trust and transparency.