Common OKR mistakes
Those are the most common mistakes we encounter in OKR implementations, starting with the most basic ones:
- Too many OKRs or Key Results
OKR is not a laundry list of everything do you. It is a representation of your top priorities. Less is more here.
- Setting non-measurable Key Results
Remember John Doerr’s Formula, every Key Result has to be measurable.
- Setting OKRs top-down
OKRs do not cascade. If you are looking for a top-down approach, OKR is not for you.
- “Set it and Forget it”
Don’t treat your OKRs as new year’s resolutions. OKR has to be part of the culture of your organization, and has to be tracked at a regular cadence.
- Creating OKRs in silos
Teams have to talk to each other when setting OKRs, otherwise achieving alignment will be impossible.
- Including OKRs in a compensation formula
OKR is not an employee evaluation tool. OKR is a management tool.
- Including tasks as Key Results
A Key Result is not something that you do, it is the successful outcome of what you did.
- Trying to blindly copy Google
There is not a single way to adopt OKR. Even inside Google different teams use OKR in different ways. Understand the principles involved and adapt your implementation to your organization.