Frankly I find the concept unsettlingly stupid.
If there was to exist a real 10x engineer, what characteristics would such person display? I would argue that the most important aspect would be helping others, mentoring and ensuring that fellow humans are as productive as possible. This include communication, teaching, and generally being human, which is very far from what engineering managers consider critical skills. Another critical aspect is that high performers should know when to unlearn aged practices that are not useful anymore.
Having engineers with high impact implies that there is a team around the engineer. Most of leadership practice however revolve around individuals, not teams. I consider it essential for leaders to unlearn traditional management/HR practice and focus more on teams if promoting high performance engineering is something they wish to promote.
