<ul><li>Metrics should not be used to judge individual performance but should focus on team-level outcomes.</li><li>The misuse of system-level metrics for personal evaluations can lead to gaming and hinder genuine improvement.</li><li>Different team structures like Engineering Manager model and autonomous teams with team topologies impact performance evaluation.</li><li>Leaders adopting new metrics need guidance on using them responsibly to avoid negative impacts on teams and systems.</li><li>Setting targets on outputs can lead to gaming or frustration; input metrics drive real system-level change.</li><li>Metrics should provide context, focus on what teams can influence, and avoid becoming targets themselves.</li><li>Improvement requires identifying bottlenecks and connecting team actions with business outcomes.</li><li>Teams should focus on a few meaningful metrics, experiment with cadence for feedback, and prioritize improvement over gamification.</li><li>Using flow metrics to evaluate individual performance can hinder learning and improvement.</li><li>Gamifying metrics may show short-term improvement but does not contribute to long-term success and system improvement.</li></ul>

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