What KPIs or metrics do you use to measure your own success?

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Senior Vice President, Product Design and Data Analytics in Finance (non-banking), 1,001 - 5,000 employees
Certain KPIs are quite important for data professionals or managers. These are often tied to skills they have and the value they deliver. Effective understanding of business problems is vital to define a data use case. Effectiveness of data discovery is important to know what can and can’t be done. Delivering within estimations helps build credibility. Quality of analysis and accuracy of insights holds the key to trustworthy data initiatives in the eyes of business stakeholders.
Director, Technology Infrastructure Operations in Transportation, 5,001 - 10,000 employees
I typically like to measure what I'm doing to sustain (keep the lights on), and grow, and transform the business.  It may be process or functional improvements, or introduction of new capabilities, or reduction of risk (hard to quantify), or business cost optimization (cost reduction as well as  movement of costs from one category to another for strategic and/or operational benefit).
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Vice President Information Technology in Finance (non-banking), 201 - 500 employees

Learning new technical skillsets to help the business to grow using technologies at their best.

CIO in Education, 1,001 - 5,000 employees
As a CIO the project and IT metrics are very important. You define the success of a project by defining the (KPIs) success metrics in advance. Some of these KPIs include: increase in usability, saving money, enhancing integration, making process more flexible and adaptive, enabling innovation, etc. 
Director of IT in Manufacturing, 10,001+ employees
We have a set of OKRs aligned with business goals to measure 
VP( Network Engineering and Delivery) in Telecommunication, 10,001+ employees
Alignment of team with organization vision and roadmap , taking care of training and skills upgrade of team to meet changing landscape of business and technology , ensuring attraction and retention of top talent are some of KPI in leadership role.
CIO in Finance (non-banking), 11 - 50 employees
When creating your plan, KPIs consist of four key attributes and your score should consist of 5-7 unique KPIs for your plan. Remember this: 1) Define your measure - This sounds obvious, but each KPI should have a clear statement of what it needs to measure. The more meaningful your key performance indicator, the better. You can group performance metrics into these categories:Activity Metrics: Measures activity and can include a percentage, number, currency, and activities or processes. An example of this metric would be the number of leads in your pipeline. Outcome Measure: Measures progress toward a defined outcome, often expressed as a percentage increase, change, or outcome of an outcome. An example of this would be a percentage increase in sales compared to the previous year. Project Metric: Measures the progress of a project, often expressed as percent complete, an outcome, activity, or process over which the owner has control.An example would be % complete to complete XX strategic project. Goal Structure: Represents a numeric result versus a date. A perfect example would be $XXXM in sales by the completion date of a strategic goal. 2) Define your goal - Your goal is the number you want to achieve. The goals should match your measurement type and due date.If your measure is a percentage, your goal should be a percentage. If your metric is raw, the goal should be raw. 3) Summarize the data source - Each KPI should have a unique data source. Be sure to articulate where you're getting your data from and what the calculations are so everyone is on the same page. 4) Define an owner and reporting frequency: As with any SMART goal, a KPI must have a clear and defined owner. Tracking frequency.So make sure someone is responsible for extracting the data and updating the performance at a defined frequency. We recommend monthly in most cases. Evaluation To see if you're getting your KPIs right, here's a quick checklist you can use to test your list of KPIs to make sure they're strategic:They provide a way to see if your strategy is working. They draw our employees' attention to what matters most to success. They provide a common language and understanding to communicate our performance. They're valid and realistic, which helps ensure we're measuring the right things. They are verifiable and ensure accurate data.Bonus: They have evolved from products to results. When we say that they went from products to results, it means that the KPI clearly expressed the result or outcome of goal achievement. It helps answer the question, "Why are we working on this goal? The best KPIs are a clear expression of your desired outcome at the end of your strategy."
CIO in Construction, 1,001 - 5,000 employees
To be successful CIO have a KPI of learning something new in technology and business every quarter. Achieving this KPI will keep you always busy and on edge always.  

Another way to measure own success is setting up long term life goal and planning small-small milestones to achieve it.  I consider these milestones as KPI to messure the sucess. If one is able to meet the set KPI, then he/she is having clear measurement of where one is now and how much effort/time is required to meet the success. Also , once you are near to achieve the goal, pls don’t stop there ,  stretch yourself  further and have another goal to keep the momentum of success.
CTO in Software, 11 - 50 employees
Your KPIs may vary drastically from one firm to the next, as well as over time, sometimes very quickly depending on where you are: recruiting, building, growing, and so on. I'm sure you'd want to pick and choose based on your current stage and role, but here are some mission crucial KPIs for me as a CTO: Team attrition, uptime/downtime ratio, team velocity, new bugs, and critical bugs are all aspects to consider.
Computer Science Lecturer in Education, 51 - 200 employees
My performance is evaluated 360 degrees through the Performance Dialogue with my manager, but also by the people survey that is carried out with all the colleagues who report to me. For me the personal KPIs are small, incremental and measurable steps (SMART) to achieve my professional goals. 
IT Strategist in Government, 1,001 - 5,000 employees
I use combination of KPIs defined in my performance objectives from my management, which include number of successful initiatives and projects completed, number of incidents addressed, etc.; in addition I define more soft-target KPIs, which include number of info sharing and product awareness sessions hosted and level of acceptance of Product Line roadmap by executives and peer product groups. 

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