Not only does what's best for the company not matter, but what is stated in the rubrics doesn't matter so much either. Interestingly, how the rubric itself gets interpreted seems to vary; for the right people, it's a list of guidelines and the things you do well stand out; for others it's a checklist and the things you didn't do are emphasized. For some people (not me, though other WomEng complained about this) doing things that are part of the rubric at higher levels doesn't help you if your boss finds a gap at the current level; for others it gets you promoted fast. In the former situation people have shared experiences like "it's great that you really helped with the interviewing process, but why didn't you use that time to write more code?"
There was actually a huge debate about the interpretation on slack, and no conclusion was ever reached even on something simple like "Is this a checklist or not?"
In my experience doing what my boss tells me to do paradoxically leads to the worst outcomes; I've determined the best strategy is to ignore him entirely. For instance, he sort-of threatened me with a PIP, claiming a list of explicit things I hadn't done; I fired back with a list of all the times I'd either done the things, or asked him for the opportunity to do the thing (often repeatedly, with no action on his part, and documented that it was so). That fizzled out very fast.
I think the real origin of the confusion with him is that he's getting pressure from a level or two up; he is very concerned with how my work appears to his lead and his skip lead. The indirection layer is the problem. He came up with a list that was divorced from reality since he hadn't honestly been paying attention (otherwise he'd have mentioned it before), and boy did that blow up in his face (nobody won in that situation, but he definitely lost).
No joke; he retracted the huge list and said, basically, forget all that - don't play with your phone at your desk so much, and we'll be fine. Appearances are what matters.
Regardless, spending energy trying to figure out what he wants just leads to worse outcomes for both of us. Not that it matters; I've figured out the optimal strategy in my position is to simply hold off a PIP and then milk the internal transfer process to get to the position I want. My goal is to be an EM, which isn't technically a promotion at my level, and so it's a lateral move I can make that somehow has nothing to do with what my existing team thinks of me (as long as I'm not on a PIP, of course!)
Oh, and my other strategy, if I was to decide to remain an IC, is to manager shop. Especially after the huge discussion (with no resolution whatsoever!) on the subject of interpreting the rubrics, it feels like the trick is to simply find a manager (ideally a woman) whose interpretations line up with what you do naturally. My habit of investing in communities of women is always going to be of minimal help because they're all so low level (because tech is like that), but oops, it matters to me, so invest in it I shall - why not shop around for a manager who values community engagement? Most are primarily concerned with pleasing their skip lead which community engagement doesn't do, but there are some who value it.
BTW Virtue signaling via clothing is really difficult, because being attractive is good, but the more attractive you are the less competent you are seen as. Actually, this is generally true; being seen as feminine is being seen as attractive is being seen as less competent. There was a big NPR podcast on the subject of voice; how a lower voice is seen as less attractive but more competent, but it's easy to go too far and seem "bitchy" or undesirable. The flipside is true; a higher pitch is seen as attractive but ditzy. That's generally true across aspects of presentation, especially in male dominated fields.