#leadership

thought maryann was going to drop a bo-b on us during the latest insight forum….no mention of this though, right? heard rumors on selling off smaller refineries, purchasing a new big gulf coast refinery…any more news on the pipeline?

An employment lawyer identified several indicators preceding layoffs. Return-to-office mandates often prompt employee resignations, reducing staff. Leadership comments about financial struggles can encourage employees to seek new jobs. Implementing multiple cost-cutting measures also signals potential workforce reductions. These actions help companies reduce staff without formal layoff announcements or severance.

https://www.yourtango.com/career/subtle-signs-show-up-right-before-job-starts-laying-people-off

Dan and other leaders have mentioned closing locations and that locations shouldn't matter for hires but when will we see that in job postings?

Do you guys not see what happened when Dan Schulman was installed?

Dan was on the board of Verizon for years. That means he saw the profit loss, the bad decisions, the damage to the company image, the lack of innovation, the failed investments, and the growing disconnect between leadership and the people actually keeping the company alive.

He saw the damage being done to customers too, especially long tenured customers who stayed loyal for years only to watch service, support, and consistency deteriorate while prices continued climbing.

None of this happened overnight.

What happened next was a corporate coup.

The old guard and leaders who could advocate for employees, customers, and the necessity of certain roles were removed. Thousands were laid off. Fear was injected into the workforce. Then a new class of leadership was installed, leadership whose loyalty is upward to the executives who promoted them, not downward to the employees carrying the business.

People who spent years chasing titles like Senior Manager, Director, Senior Director, and VP are not going to risk those positions fighting for workers, customers, or the long term health of the company. Their mission is survival within the system.

Meanwhile experienced talent leaves, morale collapses, customers grow frustrated, and the company keeps pretending it does not understand why performance and public perception continue declining.

Never forget what they did and who they did it to.

This was not some random restructuring. It was calculated, coordinated, and executed with precision.

Does anyone else ever imagine how much better this company would be to work for if Tim Welsh would have replaced Andy?

Rumor has it that leadership and HR are pushing for people to have the Career Story section filled out in MyGPS.
Given very recent RIFs and restructured, this feels very unsettling. Anyone here experiencing this and/or have an insight to why this is?

Share price in decline consecutively for years

Portfolio in decline for years

Talent in decline for years

CEO & Leadership team in decline for years

Longest period of no raises in any major IT company - they must hold the record

No strategic direction for years

I could go on and on, it is this the worst company out there?

Overnight decision to move then out of the sla-ghter house currently known as Tech moves under Nish. Do we really need a chief privacy officer in that model and do we need over twenty people in a second line role where all of their functions were first line centric ? If we think of efficiencies and what matters for members this is pretty easy. This groups previous leadership fought tooth and nail when anyone dared to mention they belong in second line. (Judy and her leadership team) time to clean house I guess this is a no brainer. Any bets on what happens to a 25 person first line team moving into second line ?

Not sure how everyone is responding to the changes over the past year and some change. Seen a lot of people move on and out the company, rightfully so. I have been showing up and leaving when I feel like it. Granted my mgr understands my beef and is cool with it, if I show up at 9/9:15 and wanna leave at lunch or 3:30 to finish my day at home, I do that. I suggest you start taking power back in some form for yourself. Whatever that looks like for you, do it. I refuse to look back one day knowing there was more I could do to empower myself in my role and regret it because I was fearful or just doing what I was told, even though it made no sense. For those still showing up daily on site in sales for a 90% virtual role, ask yourself why you're still playing by the rules and not questioning things or creating your own environment for success. Your manager feels it too, but they're not gonna speak out. You have to do it for yourself. If you understand your latitude and have positive rapport with your peers and leader, suggest you create the workflow for your success rather than abiding by this cookie cutter nonsense. Respect to those who don't want to risk their livelihoods because times aren't great. But I encourage those who're disgruntled about the current work environment to take some power back and do whatever you want to do to meet the targets rather than what incompetent leaders try to mandate.

Anyone else take issue with the ‘motivational’ video shown at the last town hall?

Our CEO really woke up today and said, “You know what will inspire the team? Mike Tyson vs. Buster Douglas.”
So now all of us watched a heavyweight upset from 1990 like it’s a mandatory corporate TED Talk.
Nothing says “Q2 synergy” like a grainy VHS quality uppercut.

To be fair, the message was supposed to be about resilience, grit, and “getting back up when you’re knocked down.” But here’s the thing: Mike Tyson isn’t just a boxing legend — he’s also a man who was convicted of se-----y as--ulting a woman. That part matters. It’s not a footnote. It’s part of the real story, and it deserves acknowledgment, especially in a workplace where safety and respect for women aren’t optional values.
So yes, the Buster Douglas upset is iconic. Yes, the metaphor could have worked. But maybe — just maybe — there are motivational examples that don’t require HR to brace for impact.
In the meantime, if next week’s “inspirational clip” is from Tiger King, I’m calling out sick.

Even if survived this round feels like would already be lined up for the next one. They have zero answers for how to actually win back market share as they aren't willing to invest in actual long term fixes. Everything has just been short term survival till next quarter talk even with the new leadership.

And to top it off they've backed clover as the growth engine. When it's a rubbish product in comparison to much more nimble competitors out there. And also one of the tightest margin spaces that exist in payments.

An on point post by @ag+1ks3fbqb9.

1. Your Potential Means Nothing
↳ Results speak louder than capabilities
↳ "I could have" doesn't pay bills
→ Start delivering before someone asks

2. Loyalty Won't Save You
↳ Companies are loyal to profits, not people
↳ Your growth is your responsibility
→ Always have a Plan B ready

3. Being Good Isn't Good Enough
↳ Excellence is the new baseline
↳ Average performers get average lives
→ Identify your unique edge and sharpen it

4. No One Will Hand You Success
↳ Mentors guide, but won't carry you
↳ Your career is your business
→ Stop waiting, start creating opportunities

5. Comfort Is Career Death
↳ If you're not uncomfortable, you're not growing
↳ Easy today = obsolete tomorrow
→ Seek the tasks everyone else avoids

6. Politics Matter More Than Performance
↳ Great work without visibility is wasted work
↳ Relationships amplify results
→ Master the art of showcasing impact

7. Time Choices = Career Outcomes
↳ Every 'yes' is a 'no' to something else
↳ Poor boundaries ki-l high performers
→ Master the art of strategic declining

8. Feedback Is A Gift (Even When It Hurts)
↳ Criticism shapes champions
↳ Defensive people stay stuck
→ Seek tough feedback early and often

9. Skills Have Expiration Dates
↳ What got you here won't get you there
↳ Industry demands evolve rapidly
→ Stay current or become irrelevant

10. Your Network Is Your Net Worth
↳ Relationships are your career currency
↳ Tomorrow's opportunities come from today's connections
→ Invest in people before you need them

11. Your Attitude Eclipses Your Aptitude
↳ Difficult geniuses get fired
↳ Pleasant performers get promoted
→ Choose your battles wisely

12. There Are No Guarantees
↳ Security is an illusion
↳ Change is the only constant
→ Build adaptability as your core strength

In the office alone again — just me, my badge, and the hum of lights that definitely don’t need to be on.
If I miss a day, I get put on “a list,” so I’m hanging on like a badge clip that’s one tug from snapping.

Meanwhile, the remote “leader” who is well within the RTO distance — but somehow got reclassified as remote — will probably need to set up a Teams meeting to talk to me about the importance of in‑office collaboration.
Peak corporate irony.

And the highlight of the month: after six months of coming in four days a week, I finally had my first in‑person meeting.
Pretty sure someone got forced to schedule it.

At this point, I’m basically the last survivor wandering an empty office park, trying not to end up on a list. But don’t worry leadership is listening, if we are lucky maybe some are thinking as well. 🙏

Have a great weekend and remember the holiday doesn’t count as a swipe next week.

I need to get back to work since I was asked to hire more remote workers for my team, who will never come in this office.

Or just pawns?

meta aint in no zombie era…its in panic mode. The times says meta is turning into Aol or yahoo, some old big internet comapny that used to be on top and now nobody cares. i beleive they kinda right, but they missing the real thing. meta dont know what it is no more. first zuck changed the whole name for metaverse and burned like $80b on reality labs. they told everybody vr meetings and cartoon avatars was the future, but nobody wanted it. horizon worlds had tiny numbers, avatars had no legs, and the whole thing looked d-mb. then ai got hot and meta definately jumped on that too, like they just chase whatever is shiny.

now they getting sued by publishers and an author for allegedly using pirated books to train ai. lawsuit says they knew the data was pirated and used it anyway. it also says zuck ki-led licensing talks cause if they pay to recieve even one book then it hurts their fair use story. so this aint seperate problems. its all one mess, wich is a buisness with no plan, just shortcuts and money burning. then u got reports of meta watching employee keystrokes and mouse movement to train ai agents that might replace them later. maybe that occured cause leadership is scared. no suprise regular workers get layoffs, stack ranking, rto pressure, bad morale, and fear while the top keeps funding zucks next fantasy.

Classic corp-stack maneuvr.... Print record numbers, invoke AI... Then, purge the meat-layer, and tell the survivors the system is "more agile." The optics are vintage late-capital firmware.

So, silicon gets fed, humans get reclassed as drag. Somewhere a dashboard turned red to green and called it progress...

Layoffs will be over when he gets replaced by the guy from the club...if you know what I mean. Until then layoffs every three months.

What do you make of the re org

Chat are we cooked/ Chat who is cooked?

In a meeting, they asked some questions! While they can be business oriented, how can a CPO & VP of product not know the core product's capabilities / limitations but state that their goal is to make it a market leader?

A database company's CPO doesn't know about their own product and now I understand why unrealistic asks are coming in from them.

Anyone else read the corporate jargon email from Mr. Tractor today? The ELT wants us to build on three enterprise skills….which will lead to us being rewarded with what exactly? No one can be promoted anymore because of our terrible new HR model. What is the incentive to improve exactly? Don’t say VCIP either, that is turning into a total joke and has become essentially whatever the leaders want to pay. If we can’t be rewarded, what is the point of continuous improvement? That only works with companies that actually reward performance. This company is doomed until we have a real leader in HR and someone willing to stand up to the CEO and CFO.

BNY Pershing’s CIO came and went faster than a transformation buzzword. The British hipster swagger, the artisan‑arrogance, the 'Untuckit' shirt and white tennis shoes style and the “I’ll fix and co-locate everything in six weeks” energy — all gone. And in classic BNY fashion, the update is delivered with that beloved euphemism: “He is no longer with us.” Translation: blink and you missed him.

Comment on how you feel being isolated, while others wait their turn for next round. This happens every round, laid off employees dropped off the bus, while ELT preaches Cisco impressive leadership, AI prowess and caring for employees.

Amidst the firm forcing HO associates back in 4x per week and removing flexibility for hours in-office, I’m seeing a new LinkedIn marketing push today from those at Edward Jones, targeting FAs. It includes a picture saying “Flexibility + work/life balance”, and the content says the following:

“High-intensity sales roles often demand relentless travel, long hours, and constant availability. It's no surprise that many top performers are seeking more flexibility-without losing meaningful work.
Advisors transitioning from sales value having control over their schedule, fewer reactive cycles, and more time to focus on client relationships-not constant hustle.
If you're looking for a career that gives you space to breathe while still challenging you, this might be the right move.”

I get what they’re going for, but it feels like salt in the wound as a HO associate. But hey, I guess according to DC we should be grateful to have our jobs, right?

Given recent townhall. The idea of shifting from engineers and managers to AI Builders as a blanket term to cover both engineering and managers as one. How are others feeling about this? Shifting team sizes to teams of 2-4 with a goal of trying to get code to production in 5 days. Does anyone else think it’s problematic? Team size changes meaning more layoffs to come? Anyone feeling as if there is a big disconnect from what upper management envisions and what goes on a day to day? Do we see quality control dropping and heavier workloads that will be “solved” because of AI? Anyone feeling let down by leadership?

What was the Trust in Leadership score this time? I didn't see it in Gina's email. Did it go up or down?

Thoughts on the incoming CPO? I’m reeling after our last one & I’m very nervous that it’s going to just continue to be a disaster.

Your union “leadership” are not helping your cause. But they will be quick to want your support when contract time comes.

Get involved at your locals and change your outcomes. Prems/wire techs outnumber the other technician groups.

9 Simple Ways To Recognize Your Team

(The stuff that’s not in any handbook)

1/ Stop Micromanaging Them
→ Trust is the ultimate recognition.
→ Hire smart people—then let them work.
→ Oversight ki-ls ownership.

2/ Promote the Competent, Not the Loud
→ Results speak louder than self-promotion.
→ Reward outcomes, not volume.
→ Quiet excellence deserves the spotlight.

3/ Give Them True Autonomy
→ Treat them like adults.
→ Let them decide how they work best.
→ Freedom fuels performance.

4/ Pay Them What They’re Worth
→ Money talks louder than pizza parties.
→ Certificates don’t pay bills.
→ Fair pay is real appreciation.

5/ Fire the Toxic Performers
→ One bad attitude drains ten good ones.
→ Protect the culture, not the culprit.
→ Removing them lifts everyone else.

6/ Don’t Be a Je-k
→ Decency is rare leadership currency.
→ Respect costs nothing.
→ Kindness compounds influence.

7/ Give Them Time Off (and Mean It)
→ Burnout isn’t a badge of honor.
→ Disconnect means no Slack, no guilt.
→ Rested teams outperform exhausted ones.

8/ Listen to Their Ideas
→ Ask, pause, and really hear them.
→ Implementation proves respect.
→ Listening drives innovation.

9/ Publicly Give Credit (and Take None)
→ Celebrate their wins loudly.
→ Success is theirs—failure is yours.
→ That’s real leadership.

Recognition isn’t a bonus. It’s a culture and culture decides who stays.

Best news of the year .. people officer is leaving not sure what her purpose was at bd other than fly and travel all over the world posing for pics and cutting ribbons and handing out lame awards must be nice. This woman was a nobody in Sumter plant somehow made her way up the ranks .. appease Tom and ur gold .. her replacement is another useless waste of space .. talent at BD is non existent and where it exists it’s not valued it’s eliminated to be outsourced or to bring in their buddies .. yup I said it and it’s the reality ..

A big round of layoffs last week! A lot of good people who were loyal career employees were axed with zero empathy from leadership. With the abysmal combined ratio this company is running, you can expect more devastation to come! IMO this company is posturing to be sold or fold. Run for the hills, folks!

Anyone else in a T2 department that’s consistently told by higher ups they are not backfilling positions and we have enough people. Yet everyday we’re in an alert due to terrible service levels and have tons of people waiting on hold, meaning we only do phones all day and all other activities are cancelled? If anything we are worse after the end of the year and tax season. This place su-ks the soul out of you after years doing the same thing. It appears the goal is to try and squeeze as much work as possible from less people. Leadership acts like the world is on fire if some business partners are on hold for a couple minutes.

He's back designing shoes at 70 years old, not a good sign!

Call out your bad leaders

Can you imagine inheriting a team, firing or bullying them all out, hiring a new team by yourself and have them all fired or leave within 18 months?
There has to be a trend and it can't be the fault of the 11 people fired or left under her

6 in 10 workers say they have a toxic boss, study finds
Employees say poor leadership is driving stress, job changes, and even financial loss, while companies invest more in AI than in people.

Link: https://www.fastcompany.com/91534390/6-in-10-workers-say-they-have-a-toxic-boss-study-finds

Joe Martin (CCO) barely made it to a year and he's already out! Fossil can't seem to stop burning through executives, can they?

It felt completely stripped of any clear message or real leadership. It looked like it was generated completely with AI or rewritten so many times by HR that there was absolutely no purpose to it. No numbers, no changes, no future. How did NetApp lose so many important people while the entire leadership team stays onboard?

Glad that George also got a $15M raise yesterday for all his hard work: https://www.stocktitan.net/sec-filings/NTAP/form-4-net-app-inc-insider-trading-activity-d08f092e431a.html

Can we hire some more vice presidents? The more vice presidents we hire, the more Expand has to pay the worker bees to put up with the extra BS. Then we can get a raise! In reality, we challenge the vice presidents to justify their salaries and bonuses to the stock holders. We know they are worthless from the inside view of the company. Oh, they will claim the worker bees' accomplishments, but we know who really gets the work done around here. And we don't have skeletons on our closet.