#culture

You can push yourself as hard as you want, but the expectations just keep changing and you’re still left feeling like you missed the mark. And it’s not isolated, it’s the same story across multiple departments. It's astounding how much this place has changed in the last several years.

Awful leadership
Open favoritism
You can forget about coaching or career development
You’re treated as a number and replaceable
Pay and benefits are subpar
Little to no accountability
And so on...

I don't see a long-term future here anymore. I don't think anybody should.

Or let me phrase that better, why do we let that be the case?

There is no doubt that some leaders are driven by ego, and we all know such people. They may seem to be propelled by “legitimate” goals such as building or expanding an organization, but what is foremost in their minds and emotions is making a success for themselves, gaining fame, fortune, influence, and personal power. They are also driven to a great extent by fear and self-protection, which is reflected in the pessimism that many of them exhibit, as well as inflexibility because they feel they have to hold on to positions, ideas, and ways of doing things that have worked in the past. In short: they are afraid of change. They are motivated to try to control change rather than embrace it.

The egotistic leader is self-centered, self-righteous and self-congratulatory. This leads to criticism of others’ ideas, actions, and abilities in order to prove one’s superiority.

Genuine, justified confidence inspires and builds followership; egotism drives followers away. For egotistic leaders, the game is about themselves, protecting their image, winning every argument, feeling entitled and defending and justifying their decisions. Egotists don’t learn from their mistakes, they defend them. They are afraid to be wrong, to show vulnerability, to listen to other’ views, and they resent having to do work they consider beneath them. They focus on personal ambition, power, status, and inflating and promoting an image. As T.S. Eliot put it, “Half the harm that is done in the world is due to people who want to feel important. “

Their Narcissism

They believe they’re the smartest people in the room. They assume they are always right, don’t listen to others’ opinions and ideas, don’t trust others, and end up trying to do everything themselves.

Narcissism is an extreme form of over-confidence that is actually quite common in leaders. Narcissistic leaders use their self-confidence and charisma to draw others and initially inspire them to follow. Dr. Berit Brogaard is both a physician and professor of philosophy at the University of Miami. She has spelled out some of the main characteristics of people who have a narcissistic, exaggerated sense of their own worthiness.

They have a grandiose sense of self-importance, tend to exaggerate their achievements and talents, and expect to be recognized by others as superior — even if their achievements don’t warrant it.

They are preoccupied with fantasies of unlimited success, power, brilliance.

They believe they are “special” and unique, and can only be understood by other special, high-status individuals. Thus they require excessive admiration and have a sense of entitlement.

They are interpersonally exploitative, and tend to take advantage of others to achieve their own ends.

They lack empathy, and are unable to recognize or identify with the feelings and needs of others.

They are often envious of others or believe that others are envious of them.

They are arrogant and haughty, these are all signs of an ego that has run amok.

They talk but don’t listen. Or if they appear to listen, they don’t actually act on the advice or information given.

They don’t acknowledge the contributions of others. Many great leaders find a way to praise team members and give them all the credit for success. Ego-driven people seek out the praise and gladly take all the credit.

They don’t train others, and won’t give up control and their teams never live up to their full potential.

They have excessive confidence in their own judgment and contempt for the advice or criticisms of others, as well as exaggerated belief, bordering on a sense of omnipotence, in what they personally can achieve. Sunflower bias, confirmation bias, over-confidence bias can lead to not considering what might go wrong, or that one’s own judgment might be flawed. A big ego and arrogance lead to bad decisions.

They are prone to recklessness and impulsiveness. Daniel Kahneman, who won the Nobel Prize winner for his research on decision-making, has cautioned that, “The brain is a machine for jumping to conclusions.” If you think you are the smartest person in the room and possess unique abilities and intuitive judgment, you probably won’t consider what might go wrong, what you may have overlooked, what information is missing, what assumptions need to be questioned or what might be the consequences of taking a risk.

They feel entitled and have a distorted sense of their own omnipotence. Thus they don’t plan and don’t handle the things that need to be done. They just assume things will work out for them and don’t think about the details or the difficulties of implementation.

It feels like the people making decisions no longer have a clue what our work actually involves. We tell them what's broken and they just ignore it. They acknowledge our concerns and then do absolutely nothing about them. Why should I trust anything they say at this point?

Any insight or comments on the culture of Exxon's trade floor in Houston? I'm considering a job there, but don't have a lot of insight into it and understand it is 'transitioning' with their 3rd attempt to create a trading organization. What is comp like for system traders and crude/product traders? How is culture?

I can't keep track of who I report to anymore or what I'm supposed to be working on. Projects constantly get started and then abandoned mid stream. Can somebody explain to me how this complete chaos benefits anybody, including Nike?

The workload here is insane, but what really gets me is how everyone acts like it's totally normal. Totally acceptable. Working late isn't an exception around here, it's just expected. This kind of pace isn't sustainable and I'm watching people quietly burn out all around me.

The painful and sad truth is that Cisco has become a company run by financial managers and lawyers. Such a company has no chance of growing and being competitive at the crazy growth rate of the AI ​​market. The facts are that there has been no innovation at Cisco for a very long time, the company has been operating conservatively and cautiously, resting on its laurels, there is no risk-taking, no innovation, but rather maintaining the status quo. This is the truth that all need to understand and know about Cisco. All the other talks of the ELT are worthless.

Communication has gotten so limited and people are constantly watching their backs. Nobody wants to stick their neck out or help anyone else anymore, mostly because everybody is worried they're giving somebody else advantage before more cuts. This isn't the same workplace it used to be at all.

The direction here changes every few months, so how are you supposed to feel confident about anything long term? Teams keep starting initiatives that never go anywhere before the next priority shift. That lack of consistency is ki-ling morale more than leadership realizes.

What would it take to get back there? Is it possible?

What is going on over there?? Constant back and forth on plans and resourcing. Even requirements above the 4 days/wk corporate standard to please BB. Sure seems like a lot of people leaving.

I remember when being at Dell felt genuinely prestigious there was energy, momentum, and a strong sense of identity. Lately, it feels different. More like going through the motions than being part of something special.

The PIE group does meetings to help be anti-racist. Anyone been? What did you think?

The questions should read

1. How many times have you thought about quitting? 976 times.
2. Would you hire your boss, if you were the boss? If not? Why? If so, why?
3. What improvements can the company make?
4. Do you approve of our spending? Why? Or why not?
5. Who is your least favorite person in your department?
6. Is your pay acceptable? If not, prove it.
7. If you could be in any position, which position and why?
8. Do you actually enjoy your job? If yes, why? If no, why?
9. Is your job up with the times?
10. Do you feel micromanaged? On a scale from 1-10, how micromanaged do you feel?

The end.

Does anyone remember during smart redesign there was a push to make all supervisors have 6 or more employees? What happened to that? I see so many supervisors with two, three and even one employee.

https://www.reddit.com/r/employeesOfOracle/s/FP1GG1UenZ

Is this True?

Just read this... it's giving "waffle party" energy from severance. They really think going out for coffee is going to make us ok with going in five days per week? Do they think we're stupid?

Managers who encounter resistance to RTO should help their team bond by inviting them "out for a coffee or lunch, or hold a team-building activity," Paramount said in an "RTO People Leader Toolkit" obtained by Business Insider.

Bosses who can't think of a way to unite their team can turn to AI, the document said: "You can also prompt Microsoft Copilot: give me examples of team-building activities."

"Strong relationships build trust, help people feel part of a community, and enhance well-being," the document said.

Former employee here, I drove past the 8th Street HQ the other day, what a sad sight. The tech bar and demo space on the ground floor (along 8th) have been vacated and it looks like most floors in the north tower are empty, too. I guess Atleos employees are not long for this world -- will they move to Brinks? -- and the stock market seems to have given up on Voyix. I'm guessing Fun Thursdays left with Mike and Owen. (And nobody should give those guys a pass on what happened to NCR -- a lot of this could've been avoided if they'd acted sooner.)

Anyway, that's a lovely carcass of an HQ. I hope it finds a worth tenant soon.

The constant fear of layoffs has ruined my weekends. I'm not even happy it's Friday, since I spend the whole time dreading Monday morning. I need to know if we'll ever get back to a normal work environment without this constant stress hanging over us. Enough is enough.

WHEN WILL HE COME OUT NEW STYLE OF SHOES THAT REGISTER WITH PEOPLE!!!

Where is next AF1, AJ1, Cortez? Next Air technology or Air Max technology?

What is upper management doing? Other than figuring out how to cut the company and retreat!!!

If EH cannot provided any significant answer then he should go or PK should let him go

Love seeing this!

YETI now has a track record of annual layoffs around the February timeframe in the hopes of propping up the stock price, along with a revolving door of leadership for those unable to constantly be a "yes" person for a CEO, who has a constant fear of losing control while repeatedly implementing negatively disruptive changes and holding others to account for those decisions.

After riding out the usual industry cycles, one thing that keeps standing out is how the "We Lead" behaviors aren't just words on a slide deck. they actually shape how things get done day to day.

Even during last year's necessary adjustments, you could see it in action: leaders at every level stepping up with clear direction, owning outcomes, and keeping teams focused on what matters most. No panic, no mixed messages .. just steady, confident guidance that helped everyone stay aligned and move forward. It's the kind of strong leadership culture that turns tough moments into proof that the system works.
What's been especially noticeable since then is how things have sharpened and improved. The focus feels even tighter, collaboration is smoother, and there's a renewed energy around delivering results. Teams are moving faster with clearer priorities, and that consistent "We Lead" mindset: taking initiative, holding ourselves accountable, and supporting one another has really taken root in the day-to-day. It creates this quiet confidence and sense of shared purpose that makes the work feel more purposeful than ever.

Definitely one of the biggest reasons the Chevron culture feels special and worth staying for. Curious if others see the "We Lead" principles showing up the same way, especially in how the organization has come through stronger on the other side.

Dan’s story time is great for the stock price. I can’t wait to tell us more about AI and the future. Hopefully he gives out lolly pops.

I KNOW the marketing team sht a brick when the Aven Hospitality rebrand came out weeks before the Sabre rebrand...with the same color scheme, imagery, and style. What's funny, is they used the same agency, so they can't all play d-mb, right? The fact that millions went to an agency that just copied and pasted a different company's project and said "good enough" is insane. Once you add the similar logo from Sabre Industries - nothing is unique about the Sabre rebrand. In fact, just this morning I saw the Sabre Industries logo with a blue background and thought, "I don't remember blue being in the color palette with the burnt orange" cough* excuse me, terracotta.

Did we really bring in a CMO who thinks her sh*t doesn't stink to look like an amalgamation of other companies? It's time for her and her high and mighty constituents she brought over from TP to get going.

To get an idea for how far behind Intel is in AI, they still employ hundreds of secretaries. These are status symbols. They are so old fashioned on the inside. The leaders don't know how to schedule Outlook or create ai agent.

Is it anonymous?
Manager levels up referenced my global survey response to me but did not mention my name, he complaint about that person who wrote the bad review and saying that person should resign.

Weekly calls are always the same, managers focused on whatever bullsh-t "metric" has been identified as needing improvement. When "Improvement" is made, it isn't based on any actual changes in the way buisness is done, only how the field is instructed to report thier time. Middle management lives and cultivates this fantasy world, and feeds this "data" to upper management who makes decisions based on phony metrics. What a clown show.

There are legitimate, known concerns about how the company is being run—especially with investors focused on squeezing profitability. That part is real, and employees feel it every day.

I’ve been at Belk a long time. I’ve seen it at its best—and now I’m seeing it at its worst.

I want the company to survive, but I’m not going to pretend the current decisions aren’t damaging its reputation.

But turning every conversation into “the sky is falling” doesn’t make it more true. It just makes it harder to have a real, useful conversation. You can even see it in the voting—neutral or positive comments get buried, while the most negative ones get pushed to the top.

And let’s be honest—there’s a good chance people on the corporate side, and even investors, read sites like this to get a sense of what’s happening at store level. Some comments probably get attention and spark real conversations. Others get ignored because they read like venting instead of something worth acting on.

At a certain point, it becomes predictable. You can walk into a store and spot that same negativity within minutes—the groups standing around, the constant complaining, the lack of focus. And it wouldn’t be surprising if that same tone carries over into conversations with customers.

At the same time, Belk is putting millions into revamping the Rewards+ program. That alone should tell you this isn’t some “Belk is about to close any day now” situation.

Where it falls apart is everything happening alongside that—cutting hours during peak times, pushing associates to chase perfect NPS scores, things like that. It makes it a lot harder for any of these investments to actually work.

The bigger issue is who’s really in control. When investors are driving everything, the focus turns into short-term results at all costs. And right now, it’s hard to see how that shifts enough to stop it from hurting the business long term.

Oracle employees always seem to conveniently forget that Oracle is run by a malignant narcisist. Narcisists enjoy the chaos created by pitting their underlings against one another. This is a behavioural fact.

So stop with all the questions of why management does this or that. The answer is that this is Oracle's company culture; derived directly from the sick individual at the top.

Furthermore, it isn't just the hand-wringing of the poor ICs that he enjoys, but the same reaction is taking place through all ranks of management, with almost no exception.

Feels like forever since we had to fill out that useless piece of tripe. If Dan ki-led it, then he’s accomplished one win, at least

Many big, successful companies take feedback from employees regarding their leaders.

Verizon has only a one-way survey—from manager to employee—and never from employees to managers or leadership.

Like Amazon runs frequent surveys to get:
• Team health
• Leadership effectiveness
• Workplace satisfaction

They make sure that if someone is polluting the culture, they weed them out. Verizon needs this urgently if Dan is dreaming of any transformation.

Been very quiet lately.

Is ELT paying attention? Too much id--ts at leadership. Politics and favor is all their game torturing technically IC.