alt Hacker News> Create conflicting metrics for performance, push credit up and responsibility down, punish everyone below you for not meeting the double standards
This resonates with my experience.
The only thing you forgot is that you can also use the 12^H^H 14 leadership principles to argue whatever you want (and then the opposite of what you argued last month, still using the same leadership principles).
Got a project finished early? Well, you didn't insist on the highest standards. Made sure things were held to a high standard? Well, you weren't biased for action.
Were you a knowledge source for the entire team? Well, you weren't learning and being curious. Did you ask a lot of questions to learn everything? Well, then you weren't "are right a lot".
Did you think big and come up with an architecture that saved Amazon a lot of money? Then you weren't inventing and simplifying. Build something simple to get out out the door quick? Well, you weren't thinking big.
Did you act quickly without consulting others to fix an issue? Well you weren't earning trust. Did you consult people to make sure they were happy with the solution? Well you weren't biased for action.
Thats just a few examples, there's so many more