The score.
A number out of 11 and one blunt sentence. No rubric.
The OKR Pressure Test
Paste your OKR. Find out now, not at the end of the quarter.
Because "drive alignment across the team" is not a key result.
Free. No account. We read your OKR and do not keep it.
- Your OKR: sent through The Drawer to Claude, made by Anthropic, to be read. The Drawer does not store it.
- Signed out: nothing about the read is stored.
- Signed in: your score, the band, the patterns it named, and details of the visit (time on the page, the length of the OKR, how many key results it has, your time zone, the page you came from, and what you opened on this page) are saved with your account so your history can be shown. Pull it apart saves how many objectives there were and the patterns it named.
- Every visit: one row when the page opens, a page view, and one row when a score comes back. Each carries a random id kept in this browser, and the page view also carries the page you came from. No OKR text.
- Daily limits: a count for the day, kept against a one-way hash of your network address, or of your account if you are signed in.
- Who is online: while the page is open, a random id joins the live online count. It is not stored.
- Feedback: only what you choose to send.
- Fonts: the page's fonts load from Google Fonts, which sees your network address. No other outside service loads on this page.
Tim uses this to understand how the tool is used, not to track you.
The OKR
Objective: Drive alignment across the team on the customer experience KR1: Hold a monthly customer experience sync with every department KR2: Launch the new feedback survey by the end of Q3 KR3: Improve NPS
What it said
1.5 out of 11
Not an OKR
The Warm Pass, three times over: the objective is activity dressed as purpose, two of the three key results describe tasks with no number attached, and 'Improve NPS' is not a key result, it is a wish.
Warm Pass
One key result, rewritten
Improve NPS
Raise NPS from [current baseline] to [target score] by the end of Q3
It will not invent your numbers.
Pull it apart.
Each objective and key result read back, the pattern it is running named, and what changed.
The rewrite.
A version you can carry into the room, and what it changed and why.
Questions
What should I paste?
One objective and its key results, as you would write them in a planning doc. Plain text is fine. Bullets, numbers and messy formatting are fine too.
How much can I paste at once?
Up to 6,000 characters at once, about a thousand words.
Does it work for a team or a whole company?
It reads one team's set at a time, each objective on its own, and asks whether each one is something that team controls or a key result copied down from above. For a whole company, paste one team's OKRs per read.
What makes a good OKR?
One to three objectives a cycle, three to five key results each, every key result an outcome you can measure, not a task you can tick.
Is my OKR stored?
No. The text is sent to Claude to be read and is not kept by The Drawer. If you are signed in, your score is saved to your account so you can see your history.
Do I need an account?
No. If you sign in, your scores are kept so you can see your history.
Why is it out of 11?
Because 10 felt insufficient. It happens rarely.
What patterns does it look for?
The eight it names, the ways OKRs most often fail in a real organization.
- Warm Pass
- The objective is vague, the key results cannot really be measured, and nobody pushed back because the conversation would have been awkward. It was written to be approved, not to be used.
- Archive
- The last retrospective said what to do differently, and none of it made it into this cycle. The OKR describes what was going to happen anyway.
- Frozen List
- New OKRs were written, but the work already promised did not move. The OKR only covers new work, and everything that matters was decided before the cycle began.
- Ghost Cycle
- The OKRs live in a track of their own and never touch a real decision. The tool gets updated, nothing changes, and the team keeps two systems.
- Retrofit
- The work was decided first and tied to a key result afterwards. It lines up in the system, not in reality.
- Green Room
- Confidence is managed upward. Nobody marks anything red, because red reads as a personal failing, so the dashboard is clean and the data is useless.
- Cascade Copy
- The team copied key results from the level above and used them as its own objectives. It looks like alignment, but the team cannot say what it controls itself.
- Inheritance
- Old OKRs survived because nobody questioned them. The targets are last quarter's result plus ten percent, set before the strategy changed.