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+---
+description: Brainstorm team-level OKRs aligned with company objectives — qualitative objectives with measurable key results
+argument-hint: "<team, product area, or company objective>"
+---
+
+# /plan-okrs -- Team OKR Planning
+
+Generate well-structured OKRs that connect team work to company strategy. Produces 3 OKR sets with qualitative objectives and quantitative key results.
+
+## Invocation
+
+```
+/plan-okrs Growth team Q2 — company goal is 50% ARR increase
+/plan-okrs Onboarding squad aligned to "improve activation rate"
+/plan-okrs [upload company OKRs or strategy doc]
+```
+
+## Workflow
+
+### Step 1: Gather Context
+
+Ask the user:
+- What team or product area are these OKRs for?
+- What time period? (quarterly is standard, but could be annual or custom)
+- What are the company-level objectives these should ladder up to?
+- What happened last quarter? (hits, misses, learnings)
+- Any constraints or known priorities?
+
+Accept company OKRs or strategy documents as uploads.
+
+### Step 2: Generate OKRs
+
+Apply the **brainstorm-okrs** skill:
+
+- Create 3 OKR sets (Objective + 3-5 Key Results each)
+- **Objectives**: Qualitative, inspiring, ambitious but achievable, action-oriented
+- **Key Results**: Quantitative, measurable, time-bound, have clear owners
+- Ensure OKRs ladder to company objectives with visible connection
+- Balance leading indicators (activity) with lagging indicators (outcomes)
+
+### Step 3: Validate Quality
+
+Check each OKR against best practices:
+- Is the Objective inspiring? (Would you rally a team around it?)
+- Are Key Results measurable? (Can you check completion with data, not judgment?)
+- Are targets ambitious but not demoralizing? (70% achievement = well-calibrated)
+- Are there 3-5 KRs per Objective? (More = unfocused)
+- Do KRs avoid gaming? (e.g., "ship 5 features" incentivizes shipping junk)
+
+Flag any issues and suggest improvements.
+
+### Step 4: Present and Iterate
+
+```
+## Team OKRs: [Team Name] — [Period]
+
+**Aligned to**: [Company Objective(s)]
+
+### Objective 1: [Inspiring qualitative statement]
+| # | Key Result | Baseline | Target | Owner |
+|---|-----------|----------|--------|-------|
+| KR1 | [measurable result] | [current] | [target] | [team/person] |
+| KR2 | ... | ... | ... | ... |
+| KR3 | ... | ... | ... | ... |
+
+### Objective 2: [Inspiring qualitative statement]
+[same format]
+
+### Objective 3: [Inspiring qualitative statement]
+[same format]
+
+### Alignment Map
+Company Objective → Team Objective → Key Results → Expected Impact
+
+### Scoring Guide
+- 0.0-0.3: Significant miss — investigate and learn
+- 0.4-0.6: Progress made but fell short
+- 0.7-0.9: Well-calibrated stretch goal — this is the target zone
+- 1.0: Either nailed it or target wasn't ambitious enough
+
+### Check-in Cadence
+- **Weekly**: Quick traffic-light update on each KR
+- **Mid-quarter**: Deep review, adjust targets if context changed
+- **End of quarter**: Score, reflect, feed into next quarter
+```
+
+Offer:
+- "Want me to **adjust ambition levels** — make them more/less aggressive?"
+- "Should I **create a metrics dashboard** for tracking these?"
+- "Want me to **draft a stakeholder update** introducing these OKRs?"
+
+## Notes
+
+- OKRs should describe outcomes, not outputs ("Increase activation by 20%" not "Ship onboarding redesign")
+- If the user doesn't have company OKRs, help them derive team objectives from product strategy or business goals
+- Maximum 3 objectives per team per quarter — more means less focus
+- Key Results should be stretch goals — if you're certain you'll hit them, they're not ambitious enough
+- Flag any KR that could be gamed and suggest a counter-metric