In HALO, each R Objective is your North Star for that part of the business. Your job isn’t to “do the objective.” Your job is to turn it into a small set of projects that, when completed, make the objective true.
This guide shows you exactly how to do that—step by step—using HALO’s Project Plan structure: Objective → Tactics → Key Results → Scope → Risks & Assumptions
Step 1: Start with the R Objective (North Star)
Pick one R (Recognition, Relationships, Reputation, Recruitment, Retention, Revenue) and write the objective in one sentence.
A strong R objective:
describes an outcome (not a task)
is stable enough to last all year
is clear enough to guide decisions
Example (Relationships):
“Sustain strong client relationships while shifting from informal, relationship-driven growth to a system-led client experience.”
Step 2: Break the R Objective into 2–5 “Must-Exist” Actions
Ask:
“If this objective is true in 90 days, what must exist that doesn’t exist today?”
Write 2–5 actions. These are your strategic steps (often called pillars). Keep them capability-focused:
Build / Define / Standardize / Implement / Establish
Each action becomes a project.
This matches the Project Plan’s “Tactics (Actions & Activities)” section—start at the end and work backwards into specific actions .
Step 3: Turn Each Action into a Project (One Action = One Project)
Now take one action and create a project plan for it.
Example action: “Develop Client Playbooks”
→ Project: “Client Playbook System”
Step 4: Write the Project Objective (Problem + Purpose)
In the Project Plan, the Objective includes a Problem Statement plus Mission & Purpose.
Use this simple format:
Problem: What’s happening today that creates friction?
Purpose: Why does solving this matter for the R objective?
Example (Client Playbook System):
Problem: Client experience depends on individual habits, causing inconsistency and rework.
Purpose: Standardizing delivery protects trust and scales relationships.
Step 5: Define Tactics (The Work)
In the Project Plan, tactics are the detailed actions/activities—tangible and intangible
Make 5–10 clear tactics. They should be:
specific
doable within the quarter
owned by one person each
Example tactics:
Map the end-to-end client lifecycle
Draft playbook template (onboarding, reporting, escalation)
Pilot playbook on 1–2 accounts
Train the team
Roll out to all accounts
Step 6: Define Key Results (What “Done” Looks Like)
Key Results are deliverables—tangible or intangible—and can be things like an analysis, a plan, or a question answered .
Use 3–6 Key Results. They should be provable.
Examples:
Approved client playbook template
Playbook implemented on all active clients
Team trained and using the playbook
Reduced rework or fewer “missed expectation” issues
Step 7: Set Scope (What’s Included / Excluded)
The Project Plan scope section exists to prevent “project sprawl”—it defines what’s included/excluded, plus timeline and resources .
Answer:
What’s included?
What’s excluded?
Who’s involved?
By when?
Example:
Included: onboarding + monthly reporting playbooks
Excluded: rebuilding service offerings or pricing changes
Timeline: 6 weeks
Resources: account lead + ops + executive reviewer
Step 8: List Risks & Assumptions (Prevent Surprises)
Your Project Plan explicitly calls this out, including obstacles and the “I told you so” document .
Write 3–5 risks and assumptions like:
Risk: Leadership doesn’t enforce adoption, so the playbook becomes “optional”
Risk: Team lacks time to document while delivering client work
Assumption: We can pilot on 2 accounts without harming delivery
This is how you protect execution before it breaks.
The Simple Rule to Remember
R Objective = North Star
Actions = the path
Projects = the vehicle
Key Results = proof you arrived
Quick Checklist
For each project, confirm you have:
Project Objective (problem + purpose)
Tactics (5–10 actions)
Key Results (3–6 deliverables)
Scope (included/excluded + timeline/resources)
Risks & Assumptions