Good theory, but in practice challenging the wisdom of metrics that really important managers have put into place tends to be a career-limiting move.
The very important managers themselves should care about evaluating the metrics they impose, but typical unspoken manager performance metrics include "episodes of dissent" (addressed by discouraging advice), "displays of weakness" (addressed by threats and aggressive attitude), "time management" (addressed by not thinking matters through), and so on.
The very important managers themselves should care about evaluating the metrics they impose, but typical unspoken manager performance metrics include "episodes of dissent" (addressed by discouraging advice), "displays of weakness" (addressed by threats and aggressive attitude), "time management" (addressed by not thinking matters through), and so on.