I especially agree with your second point. While many performance measurement programs do screen for the most likable or personable people, this is actually int

I especially agree with your second point. While many performance measurement programs do screen for the most likable or personable people, this is actually intended in consulting. Consulting is about selling work, and you will sell more work if people like you and you're pleasant to work with. And you're right, managing upwards can be rephrased as "getting people to do what you want them to do without any authority to make them do it" -- basically the entire job of a management consultant. That said, many consulting companies have overly-complex performance measurement systems. At the end of the day, if you're not very good, you won't get staffed on projects and you will be laid off. If you are good, push for a promotion and you'll probably get it. None of that changes based on the measurement system you use; because people at either end of the spectrum will/won't game whatever measurement system you enable. And IMO if you can get the same results with a lot less overhead, it's a win/win.