When evaluating the progress of your team, which metric do you frequently refer to as a barometer of success?

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Director of IT in Manufacturing, 5,001 - 10,000 employees
key performance indicators
Strategic Banking IT advisor in Banking, 10,001+ employees
It really depends on the nature of the team itself.   

Example 1: a team of developpers
-> We might measure the code coverage of automated tests.   Like they are at 75% and we put a goal at 80%.   This is a KPI that we will follow monthly.

Example 2: a team of incidents resolution / problem fixing
-> We might measure the number of days before taking in charge an incident (problems, bugs).   Like the average number of days before taking in charge a P5 (lowest priority) is 10 days.   We set a goal at 7 days.

Then, at a management level, we have those KPI and review them monthly or bi-monthly.  This is part of our 'Operationnal Effectiveness'.

President and National Managing Principal in Software, 501 - 1,000 employees
As someone who runs a professional services business, I always wanted to look beyond the traditional (and inconsistent) measures of utilization and pure revenue.  

As a result, I've broken down the KPIs for our leaders to include:
- Productivity (how utilized our their teams % staffed on client engagements)

- Revenue per person per week (measures relative contribution) for their projects
- Sales contributions, specifically those working with other leaders (partnership sales)

- Client satisfaction scores (NPI-based)
- 360 evaluations
- # of "good leavers" in the year i.e. # of high performers who left
- Contributions to knowledge (internal lunch and learns, public webinars, speaking, blogs, etc.)

Admittedly at one point I had more than 12 KPIs which was too much.  We whittled it back to this.
Chief Information Security Officer in Healthcare and Biotech, 1,001 - 5,000 employees
Business OKR with aligned KPI's  
Director of Other in Software, 501 - 1,000 employees
Depends on the work that you and the team is doing...I work in customer success...internal KPIs are NRR and GRR. Customer KPIs are value generated with our solution.
Director of IT in Government, 10,001+ employees
MTTR, # of Kaizens Completed, Ratio of Risk to Issues, Change, Cust. Registered Kudos, Completed PIRs & AARs, and Knowledge Views.

Our customers sentiment reached homeostasis at 4.95/5 with 50% completion. We have had to find other telemetry in customer value.
CDO in Software, 10,001+ employees
A business related metric, a productivity one and employee engagement. That trio. Eg for a digital product/saas , newly generated revenue, time to market of new features and pulse employee engagement score.

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Community User in Software, 11 - 50 employees

organized a virtual escape room via https://www.puzzlebreak.us/ - even though his team lost it was a fun subtitue for just a "virtual happy hour"
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