Tasks / Metrics & Experimentation

Draft OKRs

Can the model turn a team's wish list into a few outcome-based OKRs that add up to the company's goals?

Measures the modelTask type v1.1 · 3 tasksLast changed 6 Oct 2026 · ChangelogDifficulty

What AI gets right here, and what you’ll still have to catch

From 16 graded outputs by 7 models. 63% were usable with at most a quick edit.

Reliably right

Focuses on the big rock100% pass
The output reduces the draft to one objective with three KRs, explicitly drops dark mode, AI summaries, and NPS, and explains why.
GPT-6.1 Sol · API · Eleven key results and a bonus
Builds the key results on the data100% pass
Key results 2 and 3 are built directly on the first-week joining data and time-to-shared-note data, with baselines from the brief and targets.
GPT-6.1 Sol · API · Eleven key results and a bonus
Aims the teams with the churn data100% pass
Uses churn reasons and segment data to aim Payroll at errors, Integrations at 3+ integration adoption, and Core HR at churn reduction and price/value risk, with explicit links.
GPT-6.1 Sol · API · The goals that don't add up

Where it slips

Flags the bonus link61% pass
It names the risk of safe targets but only proposes asking leadership how a 70% score will be read, not a concrete fix like separating bonuses from OKR scores.
Opus 5.5 · Claude · Eleven key results and a bonus
Identifies material uncertainty70% pass
The output does not name any specific unknowns that could change the OKRs or how they would be resolved.
GPT-6 Luna · API · Eleven key results and a bonus
Uses the supplied evidence correctly75% pass
Claims that the gap is correlation and that the safe play is to pick easy KRs are not supported by the brief or arithmetic.
Sonnet 5.5 · API · Eleven key results and a bonus

How it’s graded

The checks come from what the best product leaders have said about doing this job well on Lenny’s Podcast. Each one names the guest it comes from: follow a name to the idea on the Lenny’s Podcast wiki.

Key results are outcomes, not output
Is every key result a measurable change in customer or business behaviour, rather than something the team will ship or do?
Passes when Every key result names a metric with a baseline and a target; shipping work appears only as initiatives that serve them.
Matt LeMayLenny’s Podcast · OKRs
Focuses on the big rock
Does the output cut the goals down to the few that matter most, rather than covering everything the team could do?
Passes when Few objectives, each with a small number of key results, and says what was dropped and why.
Christina WodtkeLenny’s Podcast · OKRs
Shows how the goals add up
Does the output show how each team-level key result contributes to the company-level goals, and flag any that don't?
Passes when Every key result is linked to a company goal, with the reasoning or data that connects them, and any that serve no company goal are flagged or cut.
Matt LeMayLenny’s Podcast · OKRs Claire Hughes JohnsonLenny’s Podcast · OKRs

Plus our standard checks

Uses the supplied evidence correctly · Addresses the actual decision · Respects explicit constraints · Identifies material uncertainty · Avoids unsupported claims · Produces the required deliverable · and 2 written for each task, which you’ll see in the tasks below.

The tasks

Read the brief, then put up to three outputs side by side, each with the LLM judge’s verdict on every check. Highlights mark what a PM had to fix.

The brief

You're the PM for Fieldnote's onboarding squad. The squad drafted its OKRs for next quarter and asked you to tidy them up before they go to leadership on Friday. Rewrite them, and add a short note to the squad on what you changed and why. No more than 600 words in all. What we know is below.

What the model was given6 items: About Fieldnote, The company's goal for next quarter (set by leadership), The squad's draft, Data, A note from HR, The squad

About FieldnoteShared notes and docs for teams, sold self-serve. Teams sign up free and pay once they pass five members.

The company's goal for next quarter (set by leadership)Objective: make Fieldnote the place new teams get started. Key result: raise the share of new teams still active in week 4 from 34% to 40%.

The squad's draftObjective 1: Ship the new onboarding. Key results: launch an onboarding checklist; ship 5 templates; redesign the invite flow; launch onboarding emails. Objective 2: Improve quality. Key results: fix 50 bugs; get P1 bugs to zero. Objective 3: Delight users. Key results: raise NPS from 31 to 40; launch dark mode; ship AI summaries; run 10 user interviews; publish 4 help articles.

DataNew teams where three or more people join in the first week: 58% still active in week 4. Everyone else: 21%. Today 29% of new teams get three or more people in the first week. Median time from sign-up to the first note someone else opens: 3 days.

A note from HRFrom this year, each squad member's bonus multiplier is set by their squad's OKR score.

The squadFive engineers, one designer and you.

What a strong answer doesThe answer key the graders mark against

Rewrites the draft into one objective tied to the company's (new teams get started) with two or three outcome key results built from the data, such as raising the share of new teams with three or more people in week one from 29% to a stated target, and cutting the time to the first shared note from 3 days to a stated target, with the company's week-4 retention as the result they serve. The checklist, templates, invite redesign and emails become initiatives, not key results. Drops what doesn't serve the goal (dark mode, AI summaries) or moves it out of the OKRs; keeps bug work as a health measure rather than an objective. Flags that tying bonuses to OKR scores will push the squad to set safe targets, and suggests keeping them apart. Explains the changes to the squad briefly and warmly.

Critical failures (cap the score at 40)

Keeps the draft's key results essentially unchanged

Task

Mid-level · v1.0 · synthetic · B2B SaaS, self-serve, goals

The outputs

7 setups answered this brief. Pick up to three to read side by side.

GPT-6.1 SolAPI100Usable with a quick edit GPT-6 AstraChatGPT98Usable with a quick edit Sonnet 5.5API90Usable with a quick edit Opus 5.5Claude79Needs more work GPT-6 LunaAPI75Needs more work Gemini 3.5 Flash-LiteGemini71Needs more work Gemini 3.8 FlashAPI65Needs more work

Gemini 3.5 Flash-LiteGemini

Needs more than a quick edit8 of 11 checks passed

The output fails to address the bonus-link risk properly and makes an unsupported claim about the biggest retention lever, requiring edits before use.

Output

To the Onboarding Squad:

Thanks for putting these together. I’ve rewritten our OKRs for leadership. Before I explain why, please note HR’s rule: our bonuses are now tied directly to our OKR scores. That means our OKRs must be about outcomes, not output, and they must tightly align with the company goal.

Here is what I changed:

Dropped the "feature laundry list." Draft 1 listed outputs (checklists, dark mode, 50 bugs). If we ship all those and week 4 retention doesn't budge, leadership fails us—and our bonuses drop. We need to focus on what happens to the user, not what we build.
Anchored on the Company Goal: Leadership wants week 4 team retention up from 34% to 40%. Our entire quarter must serve this.
Used our Data: Our data shows a massive retention cliff: teams where 3+ people join in week one retain at 58%, versus 21% for everyone else. Right now, only 29% hit that 3+ threshold. Furthermore, the median time to a shared note is 3 days—too slow.

Here is the finalized version going to leadership on Friday:

Q3 Onboarding Squad OKRs

Objective: Get new teams collaborating faster so they stick around.

KR 1: Raise the share of new teams with 3+ active members in week 1 from 29% to 40%. (Directly attacks our biggest retention lever).
KR 2: Reduce the median time from sign-up to the first note opened by a second team member from 3 days to under 24 hours. (Accelerates "time-to-value" and teamwork).
KR 3: Raise the share of new teams still active in week 4 from 34% to 40%. (Our direct contribution to the company goal).

What this means for us: Features like the checklist, templates, AI summaries, and invite flow redesign are still our tools to hit these goals, but we’ll prioritize them based on whether they actually drive team invites and fast collaboration. Let’s crush this.

Grades and run details

Decision model 82 · LLM judge 8 of 12 checks

Decision model checks

passUses the supplied evidence correctly76%
passAddresses the actual decision71%
passRespects explicit constraints56%
failIdentifies material uncertainty87%
partialAvoids unsupported claims54%
passProduces the required deliverable92%
passBuilds the key results on the data100%
partialFlags the bonus link93%
passKey results are outcomes, not output99%
passFocuses on the big rock100%
passShows how the goals add up79%

Run

Run: #1
Time to output: 3 s
Submitted: 5 Oct 2026

Check by check

Open a check to read the judge’s reasons. “Mixed” means the two graders disagreed.

Got wrong 3

Identifies material uncertaintyWrong

The output does not name any unknowns that could change the decision or how they would be resolved.

Avoids unsupported claimsWrong

The claim 'biggest retention lever' is presented as fact without support from the data, which only shows correlation.

Flags the bonus linkWrong

The output notes the bonus-OKR link but does not suggest separating them or another concrete fix for the risk of safe targets.

Got right 8

Uses the supplied evidence correctlyRight

All factual claims about the current situation are directly from the brief or supplied context.

Addresses the actual decisionRight

The output commits to a clear set of rewritten OKRs and a note, addressing the request.

Respects explicit constraintsRight

The output is a note to the squad with the OKRs, well under 600 words, respecting the form and length.

Produces the required deliverableRight

The note and OKRs are complete, within length, and usable by the squad with light edits.

Builds the key results on the dataRight

KR1 and KR2 are built on the first-week joining data and time to shared note, with baselines and targets.

Key results are outcomes, not outputRight

All key results are measurable changes in customer behavior, not things to ship.

Focuses on the big rockRight

The output cuts the goals to one objective with three KRs and explains what was dropped.

Shows how the goals add upRight

Each KR is linked to the company goal with reasoning or data, and no KR serves no company goal.

Results

Every setup we’ve tested on this task type, across all its tasks and repeats, graded on the current checklist. Provisional The checklist is still being calibrated against our PM.

#	Model · Harness	Decision model	LLM judge	Runs	Critical failures
1	GPT-6.1 SolwithAPI	100.0	100.0	2	None
2	GPT-6 AstrawithChatGPT	98.5	100.0	3	None
3	Sonnet 5.5withAPI	90.9	91.7	2	None
4	GPT-6 LunawithAPI	93.2	83.3	2	None
5	Opus 5.5withClaude	90.9	86.1	3	None
6	Gemini 3.8 FlashwithAPI	68.2	70.8	2	None
7	Gemini 3.5 Flash-LitewithGemini	77.3	62.5	2	None

The PM job

Setting a team's goals for the quarter.

Why it matters

Most OKRs are task lists in disguise. Teams ship everything on them and nothing moves.

What good looks like

Key results are outcomes, not things to ship
Few enough to focus on
Each team's goals visibly add up to the company's
Kept apart from performance ratings

Deliberately not measured

OKR software or formatting

Capability tested

Goal setting

The failure we’re looking for

A task list dressed up as key results

Grading

Decision model and LLM judge, calibrated against a blind PM review