After we missed a quarter, the reset that worked was a short, decision-driven OKR workshop designed to end with fewer commitments, not better slides. We ran a single 90-minute session with only the owners of outcomes in the room. No observers, no status readouts. The first 20 minutes were spent aligning on one question: what outcome actually matters in the next 60 days if everything else slips. That constraint forced trade-offs immediately and stopped the meeting from turning into a recap. The exercise that shifted behavior fastest was a ruthless backlog triage. Every active initiative had to be placed into one of three buckets: commit, park, or kill. "Park" meant it could not consume time or attention for the next two weeks. Anything in "commit" needed a clear owner, a leading metric, and a weekly check that replaced existing status meetings rather than adding new ones. Within two weeks, behavior changed because focus was enforced by subtraction. Teams stopped hedging, side projects went quiet, and decisions became faster because priorities were no longer negotiable. The biggest lesson for us was that clarity doesn't come from more alignment meetings, it comes from visibly stopping work.
After a missed quarter, one OKR reset format that consistently rebuilt focus was a 90-minute "strategy to execution" workshop anchored on a stop-doing list paired with an interlock map. The session opened by isolating the three outcomes that actually moved the missed OKRs, then forced leaders to publicly eliminate 20-30% of initiatives that diluted attention—an approach aligned with Harvard Business Review findings that most organizations suffer from chronic initiative overload. The second exercise mapped interlocks across teams, clearly assigning a single owner for each dependency and converting handoffs into measurable commitments. The breakthrough came from behavior change, not more reporting: canceled projects freed capacity, while visible interlocks removed ambiguity. McKinsey research shows companies that simplify priorities and decision rights outperform peers by up to 2x on execution speed, and the same effect showed up here—within two weeks, teams stopped escalating for alignment and started closing outcomes tied directly to the reset OKRs.
When our team missed our quarterly goals, we introduced the priority refocus triangle. The team focused on three key areas which is, what is currently driving revenue, what our customers urgently need, and what will move us forward strategically. Anything outside these areas was put on hold. There were no exceptions. The real change came when we implemented cross-departmental dependency mapping. Each leader identified their critical paths and areas where they needed support. This gave everyone a clear visual understanding of how workstreams were connected. As a result, meeting time dropped within two weeks, and completion rates for key deliverables improved significantly. This approach worked because it combined clear prioritization with transparent accountability, aligning the team without creating bureaucracy.
We missed a quarter once and the thing that got us back on track was not a bigger OKR process. It was a one time "OKR Reset + Stop Doing" workshop that ended with fewer commitments, fewer open loops, and one written page everyone could point to. Workshop format (90 minutes, no new recurring meetings) 10 min: "What actually happened" Just the numbers, a short timeline, and the top 3 causes. No debate. 20 min: Pick one objective If the group can't say it in one sentence, it's not ready. 20 min: Rewrite KRs so they are measurable and non-overlapping Cap it at 3 to 5 KRs total. If a KR is really a project, we rename it. 30 min: The exercise that changed behavior fast: the Stop Doing list We put every active initiative on a wall and asked one brutal question: "Does this directly move a KR in the next 6 weeks?" If no, it goes into Stop, Park, or Delegate. Stop means stop, not "later this sprint." 10 min: Owners + public commitments Each KR gets one owner. Each Stop item gets an owner to communicate it. What incident forced us to do it A few teams were quietly running "pet projects" and the exec team was too polite to kill anything. The result was predictable: everyone was busy, nothing finished, and the real priorities kept slipping. How we measured the fix within two weeks WIP dropped (fewer projects in progress per team) Fewer "surprise" tasks showed up midweek Most telling: in 1:1s, people started saying "we stopped X" without apologizing The KR owners could point to one next milestone instead of five vague streams The Stop Doing list reduced the need for status meetings because the work was simpler and the tradeoffs were explicit.