It seems logical.
You've got company level OKRs and team OKRs, so it would make sense to have individual OKRs, right?
Wrong. Because...
They undermine the benefit of cross-functional alignment you get from company and team OKRs.
Managers are tempted to use individual OKRs as a performance measurement tool.
Too many OKRs means you don’t focus on what you need to do and the trade offs you need to make to win. Instead it will seem like you can do it all!
So, what should you do instead? And is there no place for individual OKRs at all?
Get answers to these and my deep dive into the pitfalls of individual OKRs in this week’s episode.
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