OKR template to complete the Rockefeller Habits Checklist
This leadership OKR template is a strong starting point for teams that need better alignment, clearer priorities, and more disciplined goal tracking.
Use it to turn a business priority into a measurable objective, then review progress weekly so your team can adjust execution before the quarter gets away from you.
Your OKR template
ObjectiveComplete the Rockefeller Habits Checklist
KR5. Ongoing employee input is collected to identify obstacles and opportunities
Employee input about obstacles and opportunities is being collected weekly- The insights from employee conversations are shared at the weekly executive team meeting
- All executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly
- A mid-management team is responsible for the process of closing the loop on all obstacles and opportunities
- KR1. The executive team is healthy and aligned
- Team members understand each other's differences, priorities and styles
- The team participates in ongoing executive education (monthly recommended)
- The team meets frequently (weekly is best) for strategic thinking
- The team is able to engage in constructive debates and all members feel comfortable participating
- KR4. Every facet of the organization has a person assigned with accountability for ensuring goals are met
- Each 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn't exist
- The Function Accountability Chart (FACe) is completed (right people, doing the right things, right)
- Financial statements have a person assigned to each line item
- Each of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them
- KR8. Employees can articulate the key components of the company's strategy accurately
- 3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly
- Big Hairy Audacious Goal (BHAG) – Progress is tracked and visible
- Core Customer(s) – Their profile in 25 words or less
- Elevator Pitch – A compelling response to the question "What does your company do?"
- KR9. All employees can answer quantitatively whether they had a good day or week
- 1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person
- Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight)
- All executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes
- Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company
- KR10. The company's plans and performance are visible to everyone
- A “situation room” is established for weekly meetings (physical or virtual)
- Scoreboards are up everywhere displaying current progress on KPIs and Critical Numbers
- There is a system in place for tracking and managing the cascading Priorities and KPIs
- Core Values, Purpose and Priorities are posted throughout the company
- KR3. Communication rhythm is established and information moves through the organization accurately and quickly
- The executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month
- Quarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions (Strategy, Execution, People, Cash)
- All teams have a weekly meeting
- All employees are in a daily huddle that lasts less than 15 minutes
- KR7. Core values and purpose are alive in the organization
- Actions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization
- All executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands
- HR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.)
- Core Values are discovered, Purpose is articulated, and both are known by all employees
- KR2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward
- 3-5 priorities (Rocks) that support the Critical Number are identified and ranked for the quarter
- The Critical Number is identified to move the company ahead this quarter
- A Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life
- Quarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week
- KR6. Reporting and analysis of customer feedback data is as frequent and accurate as financial data
- The insights from customer conversations are shared at the weekly executive team meeting
- All executives (and middle managers) have a 4Q conversation with at least one end user weekly
- All employees are involved in collecting customer data
- A mid-management team is responsible for the process of closing the loop on all customer feedback
Get this template as YAML
---
title: Complete the Rockefeller Habits Checklist
objectives:
- title: Complete the Rockefeller Habits Checklist
outcomes:
- title: 5. Ongoing employee input is collected to identify obstacles and opportunities
from: 0.0
to:
score_format: ''
initiatives:
- title: Employee input about obstacles and opportunities is being collected weekly
- title: The insights from employee conversations are shared at the weekly executive
team meeting
- title: All executives (and middle managers) have a Start/Stop/Keep conversation
with at least one employee weekly
- title: A mid-management team is responsible for the process of closing the loop
on all obstacles and opportunities
- title: 1. The executive team is healthy and aligned
from: 0.0
to:
score_format: ''
initiatives:
- title: Team members understand each other's differences, priorities and styles
- title: The team participates in ongoing executive education (monthly recommended)
- title: The team meets frequently (weekly is best) for strategic thinking
- title: The team is able to engage in constructive debates and all members feel
comfortable participating
- title: 4. Every facet of the organization has a person assigned with accountability
for ensuring goals are met
from: 0.0
to:
score_format: ''
initiatives:
- title: Each 3-5 year Key Thrust/Capability has a corresponding expert on the
Advisory Board if internal expertise doesn't exist
- title: The Function Accountability Chart (FACe) is completed (right people,
doing the right things, right)
- title: Financial statements have a person assigned to each line item
- title: Each of the 4-9 processes on the Process Accountability Chart (PACe)
has someone that is accountable for them
- title: 8. Employees can articulate the key components of the company's strategy
accurately
from: 0.0
to:
score_format: ''
initiatives:
- title: 3 Brand Promises – And the corresponding Brand Promise KPIs reported
on weekly
- title: Big Hairy Audacious Goal (BHAG) – Progress is tracked and visible
- title: Core Customer(s) – Their profile in 25 words or less
- title: Elevator Pitch – A compelling response to the question "What does your
company do?"
- title: 9. All employees can answer quantitatively whether they had a good day
or week
from: 0.0
to:
score_format: ''
initiatives:
- title: 1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each
role/person
- title: Each employee has 1 Critical Number that aligns with the company’s Critical
Number for the quarter (clear line of sight)
- title: All executives and middle managers have a coach (or peer coach) holding
them accountable to behavior changes
- title: Each individual/team has 3-5 Quarterly Priorities/Rocks that align with
those of the company
- title: 10. The company's plans and performance are visible to everyone
from: 0.0
to:
score_format: ''
initiatives:
- title: A “situation room” is established for weekly meetings (physical or virtual)
- title: Scoreboards are up everywhere displaying current progress on KPIs and
Critical Numbers
- title: There is a system in place for tracking and managing the cascading Priorities
and KPIs
- title: Core Values, Purpose and Priorities are posted throughout the company
- title: 3. Communication rhythm is established and information moves through the
organization accurately and quickly
from: 0.0
to:
score_format: ''
initiatives:
- title: The executive and middle managers meet for a day of learning, resolving
big issues, and DNA transfer each month
- title: Quarterly and annually, the executive and middle managers meet offsite
to work on the 4 Decisions (Strategy, Execution, People, Cash)
- title: All teams have a weekly meeting
- title: All employees are in a daily huddle that lasts less than 15 minutes
- title: 7. Core values and purpose are alive in the organization
from: 0.0
to:
score_format: ''
initiatives:
- title: Actions are identified and implemented each quarter to strengthen the
Core Values and Purpose in the organization
- title: All executives and middle managers refer back to the Core Values and
Purpose when giving praise or reprimands
- title: HR processes and activities align with the Core Values and Purpose (hiring,
orientation, appraisal, recognition, etc.)
- title: Core Values are discovered, Purpose is articulated, and both are known
by all employees
- title: '2. Everyone is aligned with the #1 thing that needs to be accomplished
this quarter to move the company forward'
from: 0.0
to:
score_format: ''
initiatives:
- title: 3-5 priorities (Rocks) that support the Critical Number are identified
and ranked for the quarter
- title: The Critical Number is identified to move the company ahead this quarter
- title: A Quarterly Theme and Celebration/Reward are announced to all employees
that bring the Critical Number to life
- title: Quarterly Theme/Critical Number posted throughout the company and employees
are aware of the progress each week
- title: 6. Reporting and analysis of customer feedback data is as frequent and
accurate as financial data
from: 0.0
to:
score_format: ''
initiatives:
- title: The insights from customer conversations are shared at the weekly executive
team meeting
- title: All executives (and middle managers) have a 4Q conversation with at least
one end user weekly
- title: All employees are involved in collecting customer data
- title: A mid-management team is responsible for the process of closing the loop
on all customer feedback
Make these OKRs fit your team
Treat this template as a starting point. Keep the outcomes that match your priorities, adjust the targets and deadlines to reflect your baseline, and remove anything your team cannot influence directly.
Adapt the template or create a plan with AI
You can copy this example into Tability and refine it with your team. If you would rather start from your own context, use embedded AI Mode: describe what your team needs to achieve in a simple prompt and Tability will automatically create a structured OKR plan with objectives, measurable outcomes, and initiatives.
Before publishing, review the AI-generated plan with the people responsible for delivering it:
- Replace generic outcomes with measures your team can update consistently
- Set ambitious but credible targets using current performance as the baseline
- Assign an owner to every outcome and agree on what success looks like
- Remove duplicate or activity-based key results that do not prove meaningful progress
The best OKR platform for AI-bullish teams
Tability brings AI into the goal-setting and execution workflow instead of treating it as a separate writing assistant.
- Fully agentic: use an OKR agent to review plans, suggest improvements, and monitor execution
- Embedded AI Mode: create and refine goals without leaving the planning workflow
- MCP server: talk to your OKRs from Claude, ChatGPT, and other MCP-compatible LLM clients
You have a plan. Now what?
Publishing the plan is the beginning of the work. Tability gives teams a simple weekly rhythm for updating outcomes, discussing confidence, and acting on problems while there is still time to change the result.
- Track progress: collect focused weekly check-ins and sync updates from tools such as Jira, ClickUp, Linear, and Asana
- Detect problems early: use confidence, status, and agent monitoring to surface stalled or at-risk outcomes before the end of the quarter
- Communicate clearly: share dashboards and reports that explain what changed, where help is needed, and what happens next
Create a free Tability account to turn this template into a plan your team can execute. Still choosing a tool? Use the best OKR software ranking to compare verified pricing, feature coverage, and rollout fit.