>I take notes every week on every employee I manage to track specific instances of positive and negative things they’re doing. This is really helpful for tracking behaviors in one-on-one reviews.

This seems to be on the micromanaging level of things. If you have to operate at this level, you're trying to "control" the all of the elements of the team dynamics, instead of letting the dynamics work for you.

A team is a team because it operates together. It isn't just about the manager-employee relationship.

>Give specific expectations and behaviors that you want the employee to execute. Don’t be vague or use words like, “better” or “more”. Be specific by saying, “You need to complete all stories within 25% of your estimates this month.”

This seems a bit metric-driven and metrics with a distribution of disproportionate work is going to drive bad culture and bad habits. The low-hanging fruit will drive metrics high for one individual and, if they're gaming the system, it will be obvious; but if it's all down to metrics, they're getting the job done, right?