OKRs are supposed to drive performance. But what if they’re just creating confusion?
Many leaders get excited by the promise of OKRs but underestimate the precision and mindset shift required to make them work. What looks simple on paper often collapses under poor structure, lack of focus, or a disconnect between ambition and reality.
If your OKRs aren’t delivering the business results you expected, make sure you’re not making these common OKR mistakes.
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Setting Unrealistic or Misaligned Goals
Ambition has a place in strategy, but when goals stretch beyond what teams can influence or feel disconnected from actual business needs, it doesn’t drive performance.
Before locking anything in, stress-test the ‘why’ behind each objective. Is it aligned with your strategic priorities? Can your teams influence it?
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Setting Too Many Objectives
Another frequent problem is trying to tackle too many objectives at once. When everything is a priority, nothing gets done well. Leaders often feel the need to capture every ambition in an OKR set, but overloading the system weakens focus.
Fewer, sharper objectives lead to better decisions and clearer alignment. Prioritisation requires honest evaluation of what will have the greatest impact on business outcomes. We recommend no more than three objectives per team, each with up to three to four key results. This focus leads to sharper execution and measurable results. For more thinking on this, our guide on goal setting breaks down how to make sharper, more effective choices.
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Confusing KPIs with OKRs
Confusing KPIs with OKRs also causes significant issues. KPIs are indicators that track ongoing performance, often measuring business-as-usual activities. OKRs, by contrast, should be ambitious and designed to stretch the organisation beyond routine performance. Clarifying this difference helps leaders set objectives that drive meaningful change rather than simply monitoring the status quo. To correct this mistake, establish a clear framework distinguishing OKRs from KPIs and train teams to apply each appropriately. This ensures OKRs become a tool for innovation and growth, not just measurement.
By keeping your OKRs focused on change and KPIs on performance health, you give teams clarity on what to improve and why. You can read more on this in our blog about the difference between OKRs and KPIs.
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Not Involving Teams in OKR Setting
Failing to involve teams in setting OKRs creates a disconnect that weakens commitment. When objectives are imposed from the top without input, employees may feel disengaged and unclear on how to contribute. The fix lies in collaborative goal setting. Involve teams early in the OKR process to gain diverse perspectives and foster ownership. Workshops or team discussions provide valuable insights into practical challenges and opportunities, making objectives more relevant and energising everyone to deliver.
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Failing to Review and Adapt OKRs Regularly
The final mistake many organisations make is treating OKRs as a one-and-done exercise. Without regular check-ins they lose their power to guide decisions and behaviour. Too many leaders set OKRs, then disappear until the quarter ends. Business conditions evolve and sticking rigidly to initial goals can lead to wasted effort or missed chances.
This ongoing process keeps teams agile, accountable and aligned with shifting priorities. Our blog on working with an OKR coach explores how organisations can embed this discipline long term.
Goal setting experts
The strength of your OKRs depends less on the framework and more on how you use it. If you think you’re making even just one of these common OKR mistakes and you’re ready to build a goal-setting system that actually accelerates business results, our team can help.
Book a call with one of our goal setting experts to get started.