I found it interesting that in the paragraphs right after that, it's all about depending on employees to do the right thing, giving them trust and empowerment,

I found it interesting that in the paragraphs right after that, it's all about depending on employees to do the right thing, giving them trust and empowerment, and not micro-managing them. That's what he says. Compare it to what he does: "For years I was the person most feared in the company. If I walked down a hallway, I was used to hearing the sound of desk drawers closing as people hid their snacks from view. If I attended a meeting, it was likely that at least a few of the people there were afraid to speak to me." Lovely. I know the syndrome of ill-defined, perhaps unrealistic expectations, miscommunication, turf-building on the part of management, and you should run from it as fast as you can. The party line coming from your manager is that you are supposed to support the firm, but what you actually do in practice is support your manager in looking good. Everything is documented (you might get hit by a bus or get thrown under one), except the bossfellow's propietary systems. The chap preaches water and drinks wine.