OKRs Are Not Task Lists
Distinguish OKR outcomes from task outputs when setting or reviewing performance goals.
The reframe: activity is the input; performance management needs evidence of changed results. Objective The Objective gives the work a purpose people can remember. It should be concrete enough to align decisions but not stuffed with every metric. Key Results Key Results make the Objective testable. Strong Key Results include numbers, dates, or observable pass/fail evidence. They should not be disguised tasks. Conversation Rhythm Weekly or biweekly performance conversations ask: what moved, what did not, what changed, and what will we try next. That is how OKRs become management, not wallpaper.
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