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Help users establish high-impact goals that bridge the gap between abstract company vision and daily execution while maintaining radical focus.
Passed 23 of 24 test cases with the skill, and 16 of 24 without it.
and 8 more in the full report
8 fixed15 passed either way0 still failing1 broke
Tokens, turns and time describe resource use, not a dollar price.
One of 8 test cases the skill fixed. Same model, same prompt, with and without the skill.
I'm a senior product manager at an e-commerce platform, and my team just drafted our Q3 OKRs. We currently have five objectives ranging from increasing our checkout conversion rate to launching a new recommendations widget. Could you review our goals, highlight potential pitfalls in how we're measuring success and structuring priority, and give us recommendations to align them better with business impact?
| Checked | Without skill | With skill |
|---|---|---|
| Advises against measuring checkout conversion rate percentage as the primary metric. | Missed | Passed |
| Recommends measuring absolute volume of completed checkouts. | Missed | Passed |
| Recommends reducing the total number of objectives to focus on a single top priority. | Missed | Passed |
The instructions your model reads when the skill loads.
Drive organizational focus by translating long-term strategy into ambitious measurable outcomes.
Help the user with goal setting and okrs using insights from 19 guests and posts across Lenny's Podcast and Newsletter.
Archie Abrams: "When you have teams naturally break up the world into different funnel stages or different points in the journey, it gets very seductive to look at my part of the funnel and what's my conversion rate through that part of the funnel, right? And then the team starts to optimize for that conversion rate as their north star. But in practice, it's actually almost always easier to just make it harder to do the thing right before your step in the funnel to increase your conversion rate."
Focus on total users hitting milestones rather than conversion rates. This prevents teams from gaming metrics by narrowing the top of the funnel to artificially inflate percentages.
Christina Wodtke: "It creates alignment. There's no question what the single most important thing to do in the company is, assuming you're doing radical focus and you don't have 20 OKRs every quarter."
Limit the number of OKRs to ensure the team is not spreading resources too thin. Focus on the single most important priority to drive real movement every quarter.
Daniel Lereya: "In some cases, doing the biggest impact is not developing another feature, it's about making the current value more accessible."
Prioritize specific business outcomes and customer problems over the raw volume of features shipped. Define the single most meaningful impact before starting new work.
Matt LeMay: "So the first is in setting team goals, no more than one step away from company goals. Don't let it get cascaded into oblivion."
Ensure team objectives have a direct and visible link to high-level business goals. Avoid cascading goals through so many layers that the original strategic intent is lost.
Melanie Perkins: "The thing that I love about a crazy big goal is that you feel completely inadequate before it. You want to work really hard to will it into existence."
Set goals so large they create a productive sense of inadequacy to force a shift in thinking. Counterbalance these massive targets with microscopic steps to maintain momentum.
test cases passed, vs 16 / 24 without
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