The real risk of KPIs isn’t pressure — it’s how easily they push people into meaningless work. 内容：

A lot of teams aren’t held back by their ability — they’re steered in the wrong direction by the wrong KPIs.

I’ve always felt that if a team has to use KPIs,

then whoever sets them at the top needs to ask one simple question:

Do these numbers actually represent the outcome we care about?

Because the moment your metrics stop aligning with your real goals,

you push the whole team into a strange dynamic —

people start caring about the number, not the result.

Some don’t even realize that “the metric” and “the outcome” can be two completely different paths.

I’ve seen so many teams fall into this trap.

Their KPIs were designed around surface-level numbers,

so everyone ended up working hard to hit the target…

but not to actually get the job done.

And in innovation teams or media teams, this drift happens even faster.

Leadership thinks about outcomes;

execution thinks about passing the checkpoint.

When those two intentions don’t align, the whole team splits.

Sometimes you even know deep down:

“This task is pointless, but I have to do it for the numbers.”

It’s frustrating. And it’s a massive waste of time.

I’m not against KPIs.

I just think they need to be designed with extreme care.

Sometimes OKRs — or a combination of OKRs and KPIs —

actually keep everyone aligned on what really matters.