Ask directly what numbers get reported up, and where your team currently stands on them. You'll be judged against these whether or not you agree yet that they're the right ones.
New managers often spend their first ninety days optimizing for what feels important from inside the team, velocity, morale, process cleanliness, without checking whether those are the same things being reported two levels up. They can be completely different lists.
Ask your manager directly what gets reported up
Not "what matters" in the abstract, the literal numbers that show up in a slide or a dashboard someone above you looks at regularly.
Find out where your team currently stands on them
You can't improve a number you haven't seen. If nobody can tell you the current baseline, that's worth flagging on its own.
Say so if you think the metric is wrong
You don't have to silently optimize for a number you disagree with. Raise it directly, but raise it as a question, not as a refusal to be measured by it yet.
Build one shared report, not a different story for each level
Your team, you, your director, and your VP should ultimately be looking at the same underlying numbers, ideally as close to real time as you can manage, not four separate reports that quietly disagree with each other.
Change the detail, not the truth, as it goes up
A VP wants team metrics that show the business moving, plus a few individual metrics that actually matter, not everything. A director wants that same view with a bit more depth. You and your team want all of it. No one on your team should ever have to guess how they're doing.