IT support

And the mentality you've described is extra bullshit in an IT or support role, as I'm sure you're aware.

This is paraphrased in the "Doom talk" I had to have with my boss back when I was working in systems maintenance. As in, he'd come into my office and complain, "Every time I come in here you're just playing Doom. You need to justify your salary or otherwise maybe we don't need to pay you."

What MBA's and PHB's don't realize is that IT and systems maintenance is not a production-oriented operation. You're not making widgets. The metric is not how many tickets do we generate and how fast are they solved. The metric is, how can we have as few tickets as possible? Because by and large what you're doing in support and IT is fixing stuff that's broken. The ideal state for the business to be in is not to have anything that's broken at all, on a minute-to-minute basis.

Boss, you want to see me in my office playing Doom. Because that means none of your millions and millions of dollars of mission critical infrastructure which your engineers rely upon to generate billable hours is on fire. If any of it catches fire today, I am on site to put it out. If anyone has a problem or a question, I am on call to solve it. If there is maintenance to be performed or new equipment to be rolled out, I'll be doing that. But otherwise I'm not going to invent busywork just to placate middle management which, as a whole, can't reliably remember which of the two mouse buttons to click.