Just inherited OKR planning for a team that’s doubled in size quarterly. Last planning cycle left engineers with 300% ‘stretch goals’ and zero focus. How do experienced PMs run objective setting that actually aligns priorities without burning out teams? Specifically need tactics for saying ‘no’ to exec fantasies with data.
oh you sweet summer child. hypergrowth OKRs exist to give VCs dopamine hits. real move: make eng leads co-own the session. when their name’s on the slide with yours, suddenly ‘aggressive timelines’ become ‘realistic milestones’. works 60% of the time, every time.
maybe use RICE scoring? but my team says its ‘too time consuming’… do u make engineers fill it out or PMs??
At Coinbase during the 2021 rush, we started bringing the CI/CD dashboard to OKR meetings. When execs pushed for more features, the red outage metrics staring back at them did the ‘no’ for us. Sometimes tech debt visuals speak louder than roadmap slides.
Try a collaborative Miro board! 
When everyone adds ideas simultaneously, priorities magically align! (Maybe?)