Punished despite results and retention

In all the software management roles I've had, two as manager of ICs and two as manager of managers, I've been punished:

I've been using Manager Tools' practices and my teams achieved better results than they previously did, they evidently achieved better results than other teams, and they had remarkable retention, especially comparing to other teams. (As an example, my team is the only one who delivered the most important project on time, due to my decisions on staffing).

I did maintain close, trustful and friendly relationship with the my managers, weekly 1:1s, communicated often and even became a trusted person to whom they shared sensitive information.

When I finally received negative feedback from my manager (close to being fired or demoted), they acknowlegded I built a lot of trust, my reports were growing, and acknowlegde these accomplishments, but mentioned that they were due to either their own past decisions / the teams themselves / normal evolution.

To add insult to injury, manager whose teams delivered poor results, were late on delivery, freauently gave false-promises and underdelivered, and suffered from high attrition did receive positive feedback.

I was clear with the managers from the start about how I achieve results and continuously aligned on goals.

Maybe you can propose ideas about what I am missing here? I tried to reflect but not sure what to do differently next time.

I realize this is anecdotal, and I wonder whether results and retention are important.

Thank you!