I've been tasked with finding a way to work with a very unique manager in my division. He's an especially gifted individual (i.e. can learn a new programming language or tech stack over the weekend, and can be an expert in it within a month). He was promoted from principal engineer to manager (we're a fairly large company, think "XYZ 500" company) before his supervisor resigned. I personally wouldn't have promoted him to manager, but he's a manager regardless and is often on the critical path (i.e. involved in important projects). Let's call this manager "Bradley".
Bradley has a recurring habit of developing very capable teams under him, and using almost all of his team budget for buying training programs and certifications for people on his team. He seems to build up a great team, but most people on the team resign within about 18 months of joining, yet they leave beaming reviews about him being a great manager on their way out the door. My superiors are frustrated with the amount of money going into training people that just leave the company with the new skills and certifications they earn, but we can't exactly discipline or fire Bradley if everyone leaving the company gives him an overwhelmingly positive review. Bradley apparently also writes detailed letters of reference and signs off on P.Eng./RPE papers for people as they're leaving, so he seems happy to help his subordinates get jobs elsewhere, after burning through training and lunch/fun-funds. All people leaving his team, during exit interviews, seem to be using some kind of script where they praise him, and cite salary and incompetence by Bradley's boss's boss as their reason for leaving. This has happened 8 times. It feels very much staged.
About a month back, a fellow senior manager tried stop this pattern by encouraging Bradley to do more remote lunchtime-meet-and-greets with his team (so Bradley's budgets are spent on something other than training team members), and Bradley told the manager, in clear terms, "F*** off! That's a waste of time, and the whole team knows it. My job is to have this team excel and make a ****-load of $$ for the company, and to develop my subordinates so they can make more $$ and develop their own careers and CVs, end of ****ing story.". This did not go over well with my colleague or HR.
While Bradley is a "net plus" for our organization, he seems to be angering enough of the higher-ups that we may have to let him go due to his negative impact on the morale of management. Is there any way to get this guy to smarten up? I feel he could do a lot of good if he got on-board with the existing company culture.