7 Common Mistakes in Writing OKRs (and How to Fix Them)

OKRs (Objectives and Key Results) are one of the most powerful tools for aligning teams, driving focus, and executing strategy. But writing effective OKRs is harder than it looks. Many organizations fall into the same traps, turning OKRs into checklists, stuffing them with vanity metrics, or using them as performance reviews.

Below, we will explore seven common mistakes in writing OKRs and provide practical ways to avoid them, so you can unlock the real value of this framework.

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Mistake 1: Confusing Business-as-Usual With Objectives

Not all goals are created equal. Many teams mistake everyday tasks for strategic objectives, which leads to busy work instead of meaningful progress.

The Problem: Mistaking Tasks for Strategy

A common mistake in writing OKRs is confusing day-to-day activities with true objectives. For example:

• “Process 500 customer support tickets” is just an operational task.
• “Delight customers by resolving issues faster and more consistently” could be a real objective.

The Fix: Set Ambitious, Strategic Objectives

Objectives should define what you want to achieve, not what you already do. They must be aspirational, directional, and tied to your strategy. Read more about writing ambitious OKRs here.

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Mistake 2: Writing Vague or Generic Objectives

Ambiguity kills focus. Generic objectives fail to guide teams or inspire action.

The Problem: No Clarity or Motivation

Generic objectives like “Improve operations” or “Grow revenue” lack focus. They don’t tell the team what matters most, and they don’t inspire action.

The Fix: Be Specific and Inspiring

Make objectives clear and energizing. For example, instead of “Grow revenue,” try, “Expand our footprint in mid-market SaaS to establish leadership in North America.”

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Mistake 3: Overloading with Too Many OKRs

More isn’t better. Too many OKRs dilute focus and hinder execution.

The Problem: Diluted Focus

Leaders often overload teams with a long list of objectives, thinking more OKRs = more progress. The opposite is true, too many OKRs dilute attention and overwhelm execution.

The Fix: Focus on the Critical Few

Most teams should stick to 3–5 objectives per cycle, each with a maximum 2 to 4 key results. Our advice in fact, is to limit it to 1 key result per objective when you are just getting started. This forces prioritization and sharpens focus.

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Mistake 4: Treating Tasks as Key Results

Key results should measure impact, not merely list activities.

The Problem: Activities, Not Outcomes

Having a to-do list for key results kills their power. For example,

• “Launch new website” is a task.
• “Hire a marketing manager” is a task.

The Fix: Define Measurable Results

Key results must capture outcomes, not activities. For example, instead of “Launch new website,” try, “Increase qualified leads by 30% through new website by end of Q2.”

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Mistake 5: Using OKRs as Performance Reviews

Linking OKRs to reviews kills ambition and encourages safe, uninspired goals.

The Problem: Fear Shrinks Ambition

When OKRs are tied to compensation or performance ratings, people sandbag. They set safe, achievable goals instead of ambitious ones.

The Fix: Separate OKRs from Reviews

OKRs should be about learning and alignment, not judgment. Encourage stretch goals and normalize 60% to 70% achievement. Save performance reviews for personal goals, not OKRs.

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Mistake 6: Ignoring Leading Indicators

Only measuring past performance leaves you reacting instead of predicting.

The Problem: Only Tracking Lagging Metrics

Relying only on lagging indicators like revenue or churn means you only see results after the fact. By then, it’s too late to adjust.

The Fix: Balance Lagging and Leading Indicators

Pair lagging metrics with leading indicators that predict performance. For example,

• Lagging: “Increase net revenue by 20%.”
• Leading: “Grow qualified sales pipeline by 35%.”

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Mistake 7: Writing OKRs Without Alignment

Siloed OKRs create confusion and undermine strategy.

The Problem: Silos and Misaligned Priorities

When teams write OKRs in isolation, they chase different goals and pull the organization in multiple directions.

The Fix: Anchor OKRs to Strategy

Every OKR should tie back to the company’s strategy. Leaders should provide strategic direction, while teams define their OKRs in response.

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Final Thoughts

Avoiding these common mistakes in writing OKRs can turn them from a frustrating exercise into a powerful strategy execution system. Done right, OKRs create focus, alignment, and measurable progress. If your organization’s OKRs feel like checklists instead of strategy accelerators, it’s time to reset. Book a call with us to design and implement OKRs that actually drive results.