> That said, the company was new to them and in the process of learning. Perhaps we did them wrong, or perhaps I missed the point. Hard to say, but I used to d

> That said, the company was new to them and in the process of learning. Perhaps we did them wrong, or perhaps I missed the point. Hard to say, but I used to do this for a living as a consultant and FWIW much of what you are describing sounds like a poor selection of OKRs of the kind we were often fixing. > So the OKRs were all just sorta "OK, finish this thing we're already working on." Case in point. My engagement manager once joked that if I proposed a "% complete" metric like that I'd be removed from a project. I _think_ he was joking. > And I found those ratings (0, .4, .7, 1.0 for hitting a stretch goal) just a sort of weird self delusion That's another symptom of poor goal selection. If you can miss a goal and somehow receive partial credit it was a poor goal. If you can exceed a goal and get extra credit it was a poor goal. Targets should be selected because they need to be hit, not just to give you something to aim at.