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  • Mark Cohen thinks this is interesting:

If you tie OKRs to performance reviews and bonuses, employees will always underestimate what they can do. It’s too dangerous to aim high, because what if you are wrong? But if you encourage bold OKRs and then carry out your review based on actual performance, employees are rewarded based on what they do, not how well they lie.


Cover of Introduction to OKRs


What do you tie reviews and bonus to? Difference between performance and objective achievement.