> ## Content Index > Fetch the complete content index at: https://blog.foundry-os.com/llms.txt > Use this file to discover other available public pages before exploring further. # Carrots and sticks! - URL: https://blog.foundry-os.com/carrots-and-sticks/ - Published: 2026-10-26T15:30:00.000Z - Updated: 2026-10-26T15:35:29.000Z - Author: Dave Morris - Tags: People We've been having a lot of conversations recently about measurement and metrics in our product and tech teams. When Chris, our Head of Product, and I first started raising this subject, there were some surprisingly nervous responses. > "Are we going to be beaten up on how many points we deliver each sprint?" > "If we do fewer points than another squad, will we be considered underperforming?" Wow! That was not what I expected but I totally see where this comes from. Large organisations typically use these types of figures as performance metrics and teams can be forced to comply with them no matter what – hence the nervousness. It's a stick to beat people, I mean, hold employees to account with. ## So where am I coming from? My view is very different. I've talked previously about transparency many times here and you know that's my mantra. The other thing my team hears from me repeatedly is **Continuous Improvement**. I want us to be the best we can every day and to find ways to get better over time. I apply this to many things, whether that's in InfoSec or system monitoring or simply my own performance. Here, we are talking about ways of working in product build. ### So, why metrics and measurement? It's about equipping teams with as much information as possible. They can then use that information to continually improve and deliver excellence. Ultimately if you don't have measurable inputs to a conversation, how do you really know what is happening? It's just guesswork without the data to back it up. Retros aren't just about soft things like a lot of agile teams do. Our retros are a full debrief on the sprint: - What were the goals? Did we achieve them, and if not, why not? - Were the estimates good? What was wrong, positive or negative, and what can be learned from these issues? - Was the planned capacity actually achieved? If not, what impacted it and are there things that need to be factored in for the future? These are real, measurable things that make a difference sprint to sprint. **Continuous improvement**! ## Who needs a stick? High-performing teams have an unwritten contract for what they must achieve. We all know what's expected: - Product-focused - Quality - Rapid delivery - Architectural alignment - Maintainability Just to name a few. I don't need a stick to make that happen. **The teams know and hold themselves and each other to account against the bar we have all set**. They beat themselves up, not me! ## So why doesn't everyone work like this? Culture, organisation, management? I don't really understand but I know it, having seen it in other roles and companies. Maybe it's because too many people's jobs in management rely on managing people, so it helps justify their role! **Mostly, though, it's culture**. I remember when we were planning before the plague came in 2020, my CEO at the time said it would be a disaster. > "How will we know what people are doing if they are not in the office?" Quite a few of us laughed and said it would be OK. As it turned out, it was more than OK and productivity actually went up. **Today we are primarily remote, but not fully remote**. By that I mean we, as a team, know that some tasks are best done face-to-face, so we do them face-to-face. But, the team choose to work where they feel they can do their best work as individuals. That might be at home, that might be in the office – it's their call. Delivery is the focus, not presenteeism. Trust and clear expectation - **transparency again**! ## Leadership Not management Teams manage themselves. My role is not to do that; my role is to lead, to speak our truth and direction, to remove the bumps in the road for the teams before they hit them. Let them travel at speed along the road with confidence and safety. Be their biggest supporter and always have their backs. Be their confidant to listen and guide when needed. ### Go FoundryOS, you've got this!