Picking metrics is one thing. But the harder decisions lie in what to do with them afterward.

These choices determine whether your organisation is able to use metrics to improve – or if they’re actually going to cause your engineering culture to take a nosedive. After coaching hundreds of engineering leaders, I’ve seen that the ones who really got it right shared a few important traits: all metrics are tied to a decision, they involve their teams, and they always, always follow-up. Aside from metrics, these leaders know that they need to equip their teams with the knowledge, tools, and autonomy they need to continuously improve.

Drawing on examples from teams of all stages and sizes, join me to see how you and your teams can responsibly use metrics to foster habits of continuous improvement.