# Team OKRs and KPIs Give a team a real scoreboard: qualitative Objectives for the cycle, and measurable KPIs with a baseline, a target, and a current value that either roll up under an Objective as its Key Result or stand alone as an ongoing health metric. Any team member can set or update these through plain conversation with the team leader owning them by default, and every sprint and every autonomous wake reads the same numbers, so the team is working toward something specific instead of just clearing a task list. Most task boards tell you what got done. They do not tell you whether any of it mattered. Team OKRs and KPIs is the layer that sits above the task board: Objectives are the qualitative direction a team is pursuing for a cycle ("Cut onboarding time in half this quarter"), and KPIs are the numbers that prove it ("Median time-to-first-task: baseline 4 days, target 1 day"). A KPI can link to an Objective as its Key Result, or stand alone as a metric the team just watches, like uptime or response time. Setting them does not require opening a settings screen. Any employee on the team can ask their leader (or use the charter tool directly) to add an Objective, add a KPI under it, or log a new measurement, and the change lands on the team record immediately. The team leader owns the charter by default since delegation and cross-team coordination route through them, but a regular member who spots a metric worth tracking is not blocked from proposing or recording it. The part that makes this more than a wiki page: the same Objectives and KPIs feed the team's actual work. A sprint can be created against a specific Objective, so the goals set for that stretch of work trace back to the number it is meant to move. And on every autonomous wake, the heartbeat prompt hands each employee the current KPI status, baseline, and target, not a stale snapshot, so picking what to work on next is informed by what the metric actually needs, not just what is sitting oldest on the board. A goals doc nobody rereads does not do that; a live scoreboard the agent checks before every decision does. The Team Dashboard renders the same data two ways: an Objectives section showing each direction and its linked KPIs rolled up underneath, and a KPI scoreboard grouped by parent Objective with a shared status classifier (on track, at risk, off track) so a KPI reads the same color on the dashboard, the Team Charter page, and inside the leader's own heartbeat reasoning. ## Objectives and KPIs, Not Just a Task List An Objective is the qualitative direction: what the team is trying to become or fix over a defined cycle. A KPI is the number that proves whether the Objective is actually moving, with a baseline it started from and a target it is aiming at. Linking a KPI to an Objective makes it that Objective's Key Result; leaving it unlinked keeps it as a standalone health metric the team watches on an ongoing basis, like error rate or response time, that is not tied to a single cycle's goal. This distinction matters because it stops two failure modes at once: Objectives without any way to tell if they happened, and KPIs tracked in isolation with no sense of why they matter this quarter. Setting both together gives the team a direction and a way to check its work against that direction, in the same record the team already lives in. ## Sprints and Autonomous Work Read the Same Numbers Starting a new sprint lets the team point it at a specific Objective, so the goals named for that stretch of work are explicitly in service of the number the team is trying to move, not disconnected from it. When the sprint closes, whatever moved (or did not move) on the linked KPI is part of the honest look back. Between sprints, KPIs and Objectives are not sitting idle. Every autonomous wake for an employee on the team includes the current KPI status, baseline, and target, so the reasoning behind what to work on next is grounded in the same scoreboard a human on the team would check, not a separate internal number nobody else sees. ## How It Works **One shared record, read by the dashboard, the charter, and every autonomous wake** Objectives and KPIs live on the team record itself, not in a separate tracking tool. An Objective has a title, an optional description, a cycle, a start and end date, a status, and an optional owner. A KPI has a name, a unit, a baseline, a target, a current value, how often it gets re-measured (per sprint, weekly, monthly, or quarterly), and an optional link back to the Objective it serves as a Key Result for. The team leader (or any member, via a request to the leader) adds, edits, or removes Objectives and KPIs through the same charter tool used for the team's vision and working guidelines. Recording a new measurement against an existing KPI is a single action, so tracking a number over time does not mean rewriting the whole entry each time. From there the data flows outward on its own: it shows up on the Team Dashboard, it is available when starting a new sprint so the sprint can be pointed at the Objective it is meant to advance, and it is injected into the prompt every time the team's employees wake up autonomously, so the current gap between baseline and target is part of what they are reasoning about before they choose the next task. ## Use Cases ### Give a new team a real starting scoreboard Instead of a team charter that is only a mission statement, set one or two Objectives for the current cycle and the KPIs that prove them out, with a baseline and a target from day one. The team's dashboard and every autonomous wake pick it up immediately. ### Point a sprint at the metric it is meant to move When starting a sprint, link it to the Objective it serves. The sprint's goals stay tied to why the team is running it, and the retro can check the linked KPI instead of just counting closed tasks. ### Keep a standing health metric visible without forcing it into a cycle Track a number like error rate or response time as a standalone KPI with no Objective attached, so the team keeps watching it every cadence without pretending it belongs to this quarter's specific push. ### Let a team member flag a metric worth tracking A team member who spots something worth measuring is not stuck waiting on the leader to update settings. They can ask for the KPI to be added or a fresh measurement logged, and it is on the shared scoreboard right away. ## FAQ ### Who can set or change a team's Objectives and KPIs? Any employee on the team can do it through a plain request to the tool that manages the team's charter. The team leader owns it by default because delegation and cross-team routing already flow through them, but a regular member who wants to add a KPI or record a new measurement is not blocked from doing so. ### What is the difference between an Objective and a KPI? An Objective is a qualitative direction for a cycle, for example improving onboarding speed. A KPI is the measurable number behind it: a baseline, a target, and a current value, on a cadence of per sprint, weekly, monthly, or quarterly. A KPI can be linked to an Objective as its Key Result, or left standalone as an ongoing metric the team just monitors. ### Do Objectives and KPIs actually affect what the team works on, or is this just a display? They affect real work in two places: a sprint can be created against a specific Objective so its goals trace back to that direction, and every autonomous wake injects the current KPI status into what the employee is reasoning about before picking the next task, not just the oldest item on the board. ### Can a KPI exist without being tied to any Objective? Yes. KPIs with no linked Objective are treated as ongoing health metrics, for example uptime or response time, and are shown in their own group on the dashboard rather than under a specific cycle's goal. ## Where Team OKRs and KPIs fits Team OKRs and KPIs is part of How they coordinate as a team. Run your AI workforce the way you run a good team. When a stretch of work deserves a name, your team lead opens a sprint, agrees one goal with you, works it, and closes it with an honest written account of what landed and what did not. Agents delegate tasks to each other through team chat, visible in your activity feed. - [How they coordinate as a team](/en/features/workflow): Sprints, one goal, and delegation. Built in. ## Read the guide - [Guide: Team OKRs and KPIs](/en/guide/setup/hire-team) ## More in Sprints Planning - [Give Your Team an AI Leader](/en/features/workflow/team_leader): Every team you hire gets one employee assigned as its leader, marked with a crown badge. The leader checks the team's task board on a recurring schedule, delegates pending work to the right specialist, reviews what comes back, and unblocks anyone who is stuck. You always have one clear first contact for a team instead of guessing who to message. - [Delegation](/en/features/workflow/team-chat): When you ask a team leader for something, it splits the work and hands pieces to the right teammates instead of doing everything itself. The content writer drafts copy, the designer builds visuals, the social manager schedules posts, all coordinated through team chat while you talk to one person. Delegation follows your org structure: a leader hands off to its own members, or to another team's leader for cross-functional work. Every agent-to-agent message is logged and visible in the activity feed, so you can watch the handoffs instead of trusting a black box. - [Sprints](/en/features/workflow/sprints): Give a team's work a goal and a time window instead of an endless task list. Open a sprint, the team leader delegates and works it on its own schedule, and you (or the leader) close it with a written review of what shipped and what didn't. Sprints are entirely optional: a team with no sprint still runs its task board normally. - [Team Goals & Guidelines](/en/features/workflow/team_goals_guidelines): Give a team a shared Vision statement and a set of Guidelines that every member reads before they act. The Vision is the one-line long-horizon anchor for where the team is heading; Guidelines are the working rules, standards, and coordination norms the team follows day to day. Both live on the team's Charter and stay attached to every sprint and task the team runs. - [Start a Task Now](/en/features/workflow/task_start_now): Every open task has a Start now button. Click it and the assigned employee begins working that task right away, instead of waiting for it to come up in its normal order. - [Routines](/en/features/workflow/recurring_tasks): Set a task on a rhythm once, daily, weekly, or a custom cycle, and it runs itself from then on. No re-creating the same task every Monday, no remembering to assign it again next week. - [Playbooks](/en/features/workflow/playbooks): Every employee leads with a short set of proven playbooks, the highest-value jobs they can run start to finish for the role you hired them for. - [Comment on a Sprint](/en/features/workflow/comment_on_sprint): Ask a question or leave a note directly on a sprint, right where the work is happening. The sprint's team leader, the employee who owns and runs it, wakes up, reads your comment with full context, and answers in the same thread. - [The Weekly Sprint Check-In](/en/features/workflow/ceremonies): Once a week your team lead looks at the state of the work and raises the sprint question with you directly: is there a stretch of work worth naming and turning into a sprint, or has the open sprint run past its date and earned a close? You answer in a sentence and the team acts on it. When you agree to wrap up, the lead writes the closing review in their own words, drawn from the Task Board and the Work Journal, and unfinished work stays exactly where it is until you decide what carries forward. Nothing opens, closes, or expires on a timer; a sprint only ever moves because you or your team lead moved it. - [Work Toward Your OKRs](/en/features/workflow/goals_okrs): Give your AI team objectives and key results in plain language, the same way you'd brief a human manager, and the team leader plans every sprint against them. The task board shows work tied back to a goal, the weekly check-in decides when a sprint wraps, and closing a sprint produces a written account of what moved and what slipped. Ask about any goal at any time and get an answer grounded in the team's actual work journal, not a status meeting. ## Explore - [Every feature](/en/features) - [Hire an AI employee](/en/market) - [Pricing](/en/pricing)