Can I Just Use the Same OKRs as My Manager?

When you're first introduced to the OKR (Objectives and Key Results) framework, it’s tempting to take a shortcut: simply copy your manager’s OKRs and align your work from there. After all, if you're supporting their goals, why not mirror them?

But while alignment is critical in OKRs, duplication is not.

Let’s unpack why copying your manager’s OKRs might seem efficient — but often falls short of what OKRs are designed to do.

The Purpose of OKRs: Driving Ownership, Not Just Alignment

OKRs are meant to:

• Create clarity on what matters most
• Foster focus within teams and individuals
• Encourage autonomy and accountability
• Connect strategy to execution

If you simply reuse your manager's OKRs without adapting them to your role, you’re missing a key opportunity to define how you personally contribute to shared goals.

Alignment ≠ Duplication

It’s absolutely essential that your OKRs align with your manager’s — but alignment doesn’t mean they have to be identical.

Here’s an example to illustrate the difference:

Manager OKR:

• Objective: Expand our presence in the DACH market
• Key Results:
  • Launch 3 marketing campaigns in Germany
  • Increase inbound leads from Switzerland by 30%
  • Host a virtual event for Austrian prospects

Your role: Junior Marketing Manager

• Simply copying the above would make little sense if you only work on social media, or only focus on email campaigns.

Better personal OKR:

• Objective: Drive social engagement to support market expansion
• Key Results:
  • Publish 2 localized posts per week for each DACH country
  • Achieve 5% average engagement rate on regional LinkedIn content
  • Add 200+ new DACH followers to our channels by quarter-end

You're still contributing directly to your manager’s strategic goal — but you’ve made it specific, measurable, and relevant to your responsibilities.

Why Copying OKRs Can Backfire

Here are a few reasons why it’s risky to copy OKRs without adapting them:

• Lack of clarity: You may end up chasing results you don’t fully own or understand.
• Overload: You might commit to outcomes that span multiple roles or skill sets.
• Missed development: You lose the chance to set meaningful, stretch goals that push your own growth.

OKRs work best when they help people think critically about how their work impacts the bigger picture — not when they’re treated like a checklist from above.

How to Create OKRs That Align and Empower

Here’s a quick process to turn your manager’s OKRs into something actionable for you:

1. Understand the strategic intent.
   What’s behind their Objective? What problem is being solved?
2. Define your role in the outcome.
   What do you directly control that contributes to that objective?
3. Translate into your own language.
   Write objectives that reflect your responsibility and influence.
4. Draft measurable Key Results.
   Keep them specific, time-bound, and tied to outcomes — not tasks.

A Healthy OKR Cascade Looks Like This

• Company OKR: Increase market share in DACH
• Manager OKR: Expand reach and lead gen in Germany
• Team member OKR: Optimize regional email campaigns to boost open rates by 20%

Everyone is aligned — but each person owns their slice of the outcome.

Conclusion: Don’t Copy — Contribute

You shouldn't just use the same OKRs as your manager.
You should understand their goals deeply and use them as a starting point to create your own.

OKRs work best when everyone takes ownership of how their work connects to the bigger picture. Alignment matters — but so tut autonomy.

Ready to Craft Better OKRs?

If your team is rolling out OKRs and you want support crafting meaningful goals at every level — from C-level to intern — we can help.

Let’s talk. Book a free OKR strategy session to get started.

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