Why Executives Fear OKRs — and What You Can Do About It
Implementing OKRs (Objectives and Key Results) sounds simple on paper — align teams, set measurable goals, and track progress. But in large organizations, it often doesn’t play out that way. If you’ve ever sat in a company waiting for the CEO to define annual objectives (only to watch them shift again three months later), you’re not alone.
I’ve seen firsthand how a delay in executive OKRs can create a cultural knock-on effect. Teams get stuck in limbo, unsure where to focus. Leadership appears unorganised. And the entire business suffers from a lack of clarity.
So why is it that executives — the very people who should be driving alignment — are often the ones dragging their feet?
The Root Causes of Executive Hesitation
1. Fear of Transparency
OKRs expose clarity — or lack of it. They force conversations around accountability and progress. For some executives, especially those used to operating with loose or ambiguous goals, this can feel threatening. I once worked in an organization with two CEOs who were reluctant to define and cascade company OKRs. Their indecision signaled to the broader org that clarity wasn’t a priority, and it didn’t inspire confidence.
2. Cultural Resistance
Shifting from traditional performance models to OKRs isn’t just a process change — it’s a cultural one. Executives may fear losing control or feel that too much structure will limit creativity. Ironically, the opposite is often true: structure gives teams confidence to explore within clear boundaries.
3. Fear of Failure
OKRs are meant to stretch teams. But setting ambitious targets can feel risky at the top. Leaders may hesitate, not wanting to publicly “miss” a goal. This misses the point of OKRs entirely — they’re about focus and learning, not perfection.
4. Alignment Paralysis
Especially in global companies, executives may hold off setting OKRs until every region or board signs off. This delays action, leaving teams in the dark. In my experience at Foxtel Group, once I defined and shared my own OKRs with my team, it triggered alignment both down and up. My team aligned their OKRs with mine, and leadership eventually adjusted theirs too.
The Ripple Effect of Clarity
The moment you bring clarity to your OKRs — and actively share them — something powerful happens: alignment.
I've always kept my OKRs handy in a PowerPoint deck or an iPad doc. In one-on-one meetings with my boss or my team, I’d reference them often. They became a living part of how we worked, not just a quarterly checkbox.
That level of visibility and repetition created rhythm. It also made personal development part of the conversation — something many execs overlook. Including personal growth in your OKRs signals to your team that you value learning just as much as delivery.
Employees Want OKRs (Even If Leadership Doesn’t)
One thing that’s often missed in this conversation? Employees love the clarity of OKRs. When organizations finally switch over, I’ve seen team members breathe a sigh of relief. Creating their OKRs became easier. HR tools integrated more smoothly. And suddenly, performance management didn’t feel like an annual afterthought — it felt like part of everyday work.
How to Drive Change From Any Level
Even if you're not at the executive table, you can influence OKR adoption:
- Define yours and share them. Clarity is contagious.
- Include personal growth goals. It shows commitment to development.
- Keep OKRs visible and alive. Refer to them in every one-on-one and team check-in.
- Lead by example. Your focus will inspire others to do the same.
Executives may fear what OKRs expose — but teams thrive on what they clarify. By shifting the culture toward transparency, focus, and growth, you’re not just implementing a framework. You’re changing how work gets done.
