#advice

I want to say something that might help someone avoid the mistake I made. I bought into all the hype about how great this company was, how it looked amazing on a resume, how lucky I was to be here. Friends and family reinforced that constantly. So despite years of bad management, a toxic environment, and watching good colleagues suffer the same fate, I stayed. I wasted so much time. If even one person reads this and decides to think twice before joining, then saying this was worth it.

Will Meg come to her senses and realize that AMs desperation move to contract as a services provider to a hugely incompetent national oil company of India was a mistake. Providing technical services in brown…the darkest of brownfields offshore India does not make sense..not bp’s wheelhouse or forte ..

If you accepted the offer, why are you still nervous? This is an honest question. If I got it, I'd have accepted it and been relieved. I don't understand all the anxiety over a longer wait. Either you get approved, which is what you wanted, or you don't, and you stay in the same situation you're in now. What's the issue? What am I missing?

I've been through the layoff process and I wanted to share what I learned. I was able to find a new position within a couple months, but I'll be honest, it wasn't because of anything I did at Oracle. The industry is well aware of what's happening at this company and they're not exactly impressed. So when you're interviewing, focus on the skills you've built, not the brand name.

I need advice on how to deal with a certain type of coworker. There’s a guy on my team who talks a lot in meetings and always volunteers easy solutions to every problem that comes up. But after the meeting, he’s nowhere to be found. None of his “solutions” actually materialize, and there’s no real follow-through on anything he says. It seems he’s 100% focused on creating the perception that he’s the solution guy, the smartest one in the room, the one who has it handled, but in practice he’s not even close to that. Basically, he’s a meeting hero / work zero. The frustrating part is that management hears him in these meetings and happily believes he’s actually taking care of things, masterminding solutions for everyone, while doing absolutely nothing when management is not in room. Has anyone else worked with someone like this? How do you deal with all the showboating without getting irritated? Has anyone seen these types ever get the karmic justice they deserve or do they just keep getting away with it forever.

Give it your best. I'll answer truthfully to the best of my knowledge.

Mornin' all
For anyone interested - here's our review of Episode 3: Purpose
https://underthetable2026.blogspot.com/2026/07/episode-3-purpose.html

Hope that everyone can get some rest and recoup regardless of where you find yourself on this carousel of chaos. For those enduring the terrible heat, be careful out there!

Even the Tough Love Guru. Seriously, who hurt you?

I really don’t know how much longer I can put up with this. Looking but the job market is so bad right now. I can barely bring myself to the door to badge in. I can’t believe I actually used to like working here and felt energized by the work. This place has gotten so bad. Like trying to figure out if I can get some sort of disability claim and try to survive on that level if bad. Anyone have any suggestions on just making through the day?

Thinking about going to the coffee shop and bringing the company laptop to work there for a change of scenery- is there security risks or am I ok if I use the VPN? Is public WiFi not allowed?

Is anyone else questioning the legitimacy of things we've been told about the VSP or our future here? I mean, with all the intentional ambiguity and gaslighting, I don't trust anything or anyone anymore.

What's up with the disclaimer in the offers that says "this is an estimate and can change"? How would it change? Hopefully, people aren't making decisions based on the numbers provided, only to find a significant gap when the money is dispersed.

For those who chose to leave after a reorganization and successfully landed a new role—how did you approach it?

This reorganization has been incredibly draining. I’m grateful to still be employed, but I’ve taken on responsibilities that are scoped nearly three grade levels above my current role, and I’m realizing it’s time to move more strategically.

I’m open to contract work and seriously considering submitting my two weeks once I have a solid transition plan. I’m feeling depleted, but I know I need to start taking steps toward something better.

For those who have made this kind of move, what helped you navigate the transition?

Do folks have any tips or strategies on preparation and the tactical steps when giving notice?

Recent LinkedIn slop post by Mike Whitaker that perfectly explains why the Citi MDs that have no clue get the seats that they have:

“Nobody is going to manage your career for you.

I wish someone had told me that in 1980 when I walked into NatWest as a junior office worker.

Instead, I spent the first few years of my career believing that if I worked hard and kept my head down, the right people would notice. That the system would reward me. That someone, somewhere, was keeping track.

Nobody was keeping track.

Here's what I've learned across 45 years and thousands of careers watched, and developed:

The people who progress are not always the most talented...

They're the ones who:

→ Know exactly where they're heading and why
→ Build relationships before they need them
→ Move towards discomfort instead of away from it
→ Think two jobs ahead, not just one
→ Refuse to let their current expertise become their ceiling

The people who plateau are often the most capable people in the building. They're just waiting for someone to tap them on the shoulder.

That tap isn't coming.

I've sat in boardrooms where promotion decisions were made. I can tell you — the conversation is "who's ready?" And readiness is something you build deliberately. Nobody builds it for you.”

The substack post below might be relevant to some of you

https://substack.com/@gregorojstersek/note/c-282587294

Simple playbook to make yourself valuable in the AI era:

1. Suggest/propose a new AI initiative
2. Implement it
3. Create a blog post about how you did it
4. Speak about it at a conference or meetup

Do this a couple times, and you'll build a great reputation.

but instead of talking about the usual "diversity" bullsh-t, when will this company find a way to gain usage? Mainly any store allows google pay as a payment option, what about this company? Paypal is around way more years, why being stuck only in the ecommerce realm? I know they are trying their best to make it as shittier day by day but still...

I sincerely feel for everyone at Centene who is feeling lost, unmotivated, angry, and downright exhausted. If you feel like this is not the company for you any longer, I want nothing more for you than to find somewhere you can thrive.

However, in the meantime you need to use your time wisely. I know It’s astoundingly difficult to put in the work when everything feels fleeting, but there is still time for you to utilize company resources that can benefit you greatly if let go.

Please take advantage of trainings, certification programs, company discounts, financial consulting discounts, and various other company resources while you still have access to them. Put yourself in the best position you can now in case you are let go whether that is voluntary or otherwise.

Your future self will thank you!

P.s. Much love to whoever completes my pseudonym in the comments ☮️

Based on the way the VSP is written, will an unemployment claim be approved? Assuming yes, when should you file the unemployment claim?

The writing is in permanent ink!

https://www.cnbc.com/2026/06/22/target-brian-cornell-shareholder-support.html

I don’t know how it is in other organizations, but EMTech is aggressively hiring in BTC. Either move to a safer department or keep your options open and look elsewhere. I know strategy advisors are always on confidential projects, so they can’t talk about them, but you can still get useful signals from them.

Watch and learn

https://youtu.be/5nbeGkLRSa8

I've learned that when you go above and beyond for a company that sees you as a number, you're only hurting yourself. They won't reward you or remember the extra hours, the extra effort, and the extra stress you put yourself through. None of it changes anything. So stop doing it. Do what you're paid for. Nothing more, nothing less.

Those who have gotten an offer, if they accept, they can still be refused? Is that true? What's the point then? I didn't get one, but if I did, man, I'd be pi---d.

I will be 3 steps removed from her? Is she a beligerent bulldog or sharp and savy?

Although I’m no longer with Centene, I still care deeply about its mission and the people working to achieve it. That’s why I’m taking the time to write this.

One pattern I’ve seen across large organizations is the belief that the next framework, consulting engagement, or AI initiative will unlock better execution. Those things all have value. They bring fresh ideas, experience, and structure. But none of them can replace organizational clarity.

When priorities change faster than results can be measured, it becomes difficult to know what actually worked. Strategies get replaced before they can be fairly evaluated, and organizations end up changing multiple variables at the same time. At that point, you’re no longer learning from the strategy. You’re learning from the interruption.

From the individual contributor’s perspective, people stop asking, “Is this the right direction?” and start asking, ”How long until this changes again?” Eventually they stop optimizing for outcomes and start optimizing for adaptability. That’s not resistance to change. It’s a rational response to uncertainty.

The same challenge applies to outside consultants. They can bring experience, structure, and proven approaches, but they can’t create clarity where it doesn’t already exist. If priorities, success measures, and strategic direction continue to shift, even great recommendations struggle because the organization is still redefining the problem they were brought in to solve.

Landing the plane…

If I could offer one piece of advice, it would be this.

Create the conditions for success before looking for the next solution.

Define what success looks like.

Decide how you’ll measure it.

Give your managers and teams enough stability to execute.

Give the strategy enough time to produce meaningful results.

Then let the data, not the calendar, tell you what needs to change next.

Frameworks matter.

Technology matters.

Consultants matter.

• Employees matter most.*

Every reorganization, every strategy shift, and every new operating model is experienced by people who care deeply about the mission and genuinely want to do great work. When people lose confidence that today’s priority will still matter tomorrow, the organization loses something much harder to rebuild than a process. It loses trust.

To everyone still there, don’t lose sight of why you chose this work in the first place. Your knowledge, your compassion, and your commitment to members still matter. Those things don’t disappear because the organization is going through change.

I sincerely hope Centene succeeds. The mission is too important, and there are too many good people working every day to make a difference. My hope for leadership is simple: create the clarity, stability, and trust that allows those people to do what they’ve always wanted to do…serve members, support one another, and do their best work.

✌️

• AI helped me tighten the writing. The observations, opinions, and experiences are my own.*

I hate that phrase. I am so tired of it. Anymore leaning in and I’ll fall over. Fall over I guess really means burned out.
Ever notice how meetings begin with gratitude and then ask us to do more? Like it’s up to each one of us to fix the culture that rotted from the head prior to Hemsley’s return. There comes a point where the boat can’t right itself and I’m not talking about financially— they’ll fix that. It’s the purpose, drive and passion for your profession they can’t restore because they broke it and don’t even know it— or at least refuse to take ownership of that fact. Still, we lean in, we are met with gratitude, take more surveys and in the end it’s just the same sad thing over and over. Take your PTO, turn off your phone, hug you wife, husband, kid or neighbor. That’s my advice

what are y’all getting? and are there any good deals by other retailers right now?

I’m thinking about getting an adult coloring book and some markers to focus on something and calm my nerves. maybe some puzzles and word finds too.

advantages/disadvantages of now informing your PL (you have a great relationship with. Mutual respect). Common courtesy?

If you're planning to leave (and who isn't, right?) here's some advice from someone who's been around. Pay and title matter, but culture and environment matter even more. I focused too much on the first two and ignored the rest. Don't make the same mistake.

Abandon Hope, All Ye Who Enter Here.

What is the difference between CA and CR?
Serious analysis only ;)

I still haven’t been assigned the "Advisor" role but maybe EM HR could take a break from whatever it is they think they’re doing and actually focus on the mountain of harassment, as--ult, and misconduct complaints piling up every single day. Or, bare minimum, learn how to handle onboarding/offboarding without turning it into a circus. It’s honestly embarrassing at this point.
Meanwhile, you all seem to have endless time to post and comment nonsense on this site. As if paying your little pets to flood Glassdoor and Indeed with glowing fairy tales wasn’t enough, now you’re suddenly uncomfortable when people start revealing the dark truth and exposing dangerous individuals (initials, names… the whole thing).

1. Do not trust anyone at Boeing you work with; co-workers, college friends or managers. Any of these people will not hesitate to stab you in the back if they believe they will get ahead doing so.
2. Do no more than the absolute bare minimum in preforming your job. Never take on any additional work because there is nothing to gain for doing so.
3. Don't give your manager, lead or coworkers your cell number. Once you are off the clock for the day you have no obligation taking any work-related calls.
4. Never delay taking any PTO due to work obligations.
5. Do not consider becoming a Whistleblower. If you do decide to, you better first contact the FBI and ask them to put you in the Federal Witness Protect Program.

As I reflect on my life and career I have learned that no one is in charge except me. Yes there are so so many things we can’t control. You have to adjust and do what is best for you. Trust your gut. One door closes, another opens. Be true to yourself and never give up. We will all get past this. Stay positive and resilient. Wish all you better days, it will come, just have hope!!!! At the end of the day we are all human no matter what position you have or what money you make.

Is “Advisor” the new Exxon retirement plan?

Every week I see another Advisor, Advanced Advisor, Senior Advisor, Expert Advisor, Strategy Advisor, Effectiveness Advisor, Change Advisor, etc.

At what point does a company have more advisors than people actually doing the work?

Asking for the engineers, technicians, operators, and researchers who are somehow expected to absorb the workload every reorg.

Should I leave a competitor to come work for P66? I currently have 8 years where I’m at now!

The why……Currently unhappy with the politics and d-mb ranking system. I know every job has a downfall but unaware of how P66 operates!

I’m excited about my new role but I need help updating my LinkedIn profile. You better send me good suggestions if you don’t want to end up being eaten by sharks with lasers. Here’s what I have so far:

Visionary leader with a proven record of getting agreement and buy-in from all stakeholders. Skilled at tough negotiations. Recognized the world over for his outside the box and creative solutions to difficult problems.