Manager of the Year!!!

Here is a story of a Manager and what you can learn from them (at your own risk);

1. In 2013, the Manager gave double promotion to a guy (let's say Mr. Toyota), who screwed up a project with the largest client. Learning 1: Quality and successful delivery of consulting projects are secondary priorities!!! Indeed. After all, in research and consulting environment, such attributes do not have a place!!!
2. The Manager acknowledged that the project was a disaster but reasoned that Mr. Toyota has helped in generating sales of over USD 1M. Fair enough. However, it was pointed out to the Manager that the sales executive was the one who contributed most to those sales. She was awarded for the same as well. Is it not double accounting of some sort that two people are getting rewarded for the exact same dollar contribution. The Manager said that "ya.....but Mr. Toyota is older than everyone else in the team". Learning 2: Over here, year of birth is a key criteria for promotions!!!
3. Whenever there is a complex project, the Manager looks for more 'able' and 'competent' resources in the team. To quote him, "Mr. Toyota would not be able to execute such projects. I typically hand him projects that require mere coordination by a Japanese resource". And the Manager has said such a thing for Mr. Toyota (who is the second senior most member in the team) on multiple occasions. Learning 3: It is not important to create a team where juniors look up to their seniors. If the senior is a nincompoop, it does not matter!!!
4. 2012 was a good year. The market handled by Mr. Toyota was a key contributor. And the client, whose project was royally screwed by Mr. Toyota, was a big contributor as well. In 2013, the client refused to work with the company. There was no business from them. As a result (and due to other factors), the market and the region did not meet its target. And due to that, the Manager have low increments to 'everyone' and no one got promoted. Learning 4: It is okay to penalize others or everyone for the fuck ups done by one or few!!! After all, certain chosen ones are the ones who matter and they should be protected, even at the cost of others.
5. There are several team members in this region. Most of them are based in Malaysia. Few are in Singapore. Out of them, one manages Thailand, Indonesia and neighboring countries. Mr. Toyota manages a far off market. Another senior resource works from Australia. He handles Korea. They spent considerable money on the travel, which is fairly regular. If the team gets shitty increments and no promotions, the Manager is quick to point that the team did not meet its target. However, if these senior resources move to their markets or to Malaysia, which is a much cheaper location, the bottomline would improve. The team may also be able to hire 1-2 good resources in the dollars that are saved. And with the freed-up bandwidth, the team can focus upon generating more business. So, the question is.....is there a reason why these people are sitting in costlier locations....well, other than preferential treatment? Of course there 'must' be. Learning 5: If faced with tough questions, give lengthy nonsensical explanations, put the blame on Partner/President or make promises that you are not intending to keep.
6. In team meetings, the Manager shows performance of resources on key parameters like utilization. However, he does not share the details of ALL team members. The details of the 'elite' few are suspiciously missing when he discusses the individual performances. Learning 6: Tell the commoners that they are not doing well so that they do not question later. They cannot question the deals given to the elite as there are no stats available!!!
7. An employee has been raising the issue of his promotion to the Manager since last 2 years. The first year, the Manager said that the employee is not eligible as he has spent very little time with the company. Later, when the employee pointed that others with fewer time spent in the company have been promoted, the Manager blamed the HR and other BU leaders. Then the Manager told the employee that he would get promoted the next year. The next year, the employee was again overlooked. When questioned, the Manager shared certain KPIs on which the employee was judged. However, those KPIs were never shared with the employee. They were different from the KPIs that were shared with him at the beginning of the year!!! Learning 7: If you do not want to give a better deal to an individual, Step 1: promise him/her something so that he/she shuts up for a year. Step 2: Set KPIs so that he/she believes that you are serious about your promise. Step 3: Later, do not give him/her the deal they are looking for and introduce 'hidden' and "most important" KPIs. Step 4: If he/she is dissatisfied, make additional promises like monetary gains and buy time. Step 5: Do not fulfill the additional promises as well and give another set of lengthy nonsensical explanations or put the blame on HR and/or Partners. Step 6: Buy a BMW!!!