#leadership

Everyone has an opinion and a certificate on the wall, but nobody seems to know how to actually run anything anymore. Where is the management that has done the job before and can make a call? Because I am not seeing it. What I see is vague suggestions, meetings that end with no clear decision, and then people just doing whatever they think is right. Give me a real leader over a room full of advisors any day.

If you were in a war zone, how would you feel about having your division head with you in a fox hole? I would have been happy to have certain previous division heads with me. Not my current one. Would anyone want to be with their current divsion head in a fox hole during a war?

I’m sure there is a plan and it seems the first rule of Dan’s plan is not to talk about Dan’s plan

I’m just guessing but it would make sense if the plan is so unpalatable to existing employees that the leadership cannot be open about it

AT&T‘s leadership has been complete and utter failure under John Stankey. we continue to roll up debt, including spending $1.5 billion on an elaborate and lavish corporate headquarters in Plano Texas. Meanwhile, the company continues to lay off hard-working employees. They force employees to unnecessarily relocate in order to keep their jobs or commute, long distances entirely in an effort to force employees to quit and move off the payroll. This

This company lacks any kind of effective and moral leadership

It’s the next level leadership . What have they ever accomplished? All they have learnt is you are rewarded if you keep cutting cost.

I saw today that Vena is now asking people to contact their elected government representatives and ask them to approve/support his buyout of NS. This guy is so desperate for this to happen it is sickening.

Honestly, it feels like there’s some next-level scam going on between Deloitte and Kroger leadership. Half the time it feels like I work for Deloitte instead of Kroger.

They hire one senior person and fill the rest of the team with clueless recent grads, then expect everything to run smoothly. The leadership is weak, disconnected, and completely out of touch with how much extra burden that creates.

Better to find another job than keep working under incompetent leadership.

Looks like the Ford family just handed out a few more years of free money, proving that "d-mb" is a relative term when you've got $19 billion to burn. Sure, he was an arrogant id--t who took a job he definitely didn't qualify for, but let's be real: that's on the genius who thought hiring him was a good idea. At this point, the only one actually leaving is the rest of us.

What’s the magic word these days, strategy?

Because I have to ask, what actually makes a company great?

Is it the awards? The software? The return to office mandates? The endless systems and process changes that somehow make everything more complicated but never better?

Is it leadership that rebrands failure as transformation, then asks employees to trust the next pivot?

Is it accountability, or just accountability for everyone below a certain level?

Maybe greatness now means HR has enough time to monitor salaried employees’ attendance but not enough influence to protect institutional knowledge, experience, or morale.

And maybe AI really is the perfect corporate employee. It never pushes back, never says “this does not make sense,” and never reminds leadership that people actually matter.

But what is the strategy here? Not the slogan. Not the slide deck. The actual strategy.

Because from where a lot of employees sit, it does not look like a strategy. It looks like churn. New systems, new processes, new messaging, new priorities, every few months, while the people who know how the business actually works are treated like interchangeable parts.

A company is not great because it says it is. It is great when leadership knows where it is going, tells the truth about where it is, and respects the people who built the place before asking them to believe in the next transformation. Endless transformation isn't "transformation" it's chaos that drives poor quality, subpar results and unhappy employees.

Onshore collapses, offshoring expands. We get the scraps while leadership counts the profits.

HCSC according to Beckers article lost $1.7 Billion in 2025. The geniuses in charge tell everyone to track their backfill slots and make sure to keep them documented so that when money loosens up we can fill them. Then HR partners tell us if the back fills were lost in 2024 and 2025, you must have learned to live without the positions, only 2026 losses "MIGHT" be backfilled.

They keep piling on work, but yet they fund nothing to help automate or just invest in basic system infrastructure. Yet what business do we have expanding to other states without the staff to support this effort.

So why do I use the comparison to a trailer park? HCSC has ambitions on a beer budget, everyone wants to be something more but they forget they live in a trailer park. HCSC has turned into a run down, rusty trailer park of a company. Constantly broke, constantly thinking leadership is high and mighty but instead they are the drunk on the porch in their underwear at the trailer park.

Listening to Chuck talk about Circuit really made me laugh. 😂

Ford is in denial if they believe the supply base is responsible for their pathetic quality performance, First they purge their tenured engineers from the team and they revel in lowest price globally and can’t provide reliable repairs for recall issues.

No one is drinking the Ford Kool-Aid on TVM.

From Ford Authority:

Ford has certainly dealt with its fair share of quality issues over the past few years, leading to soaring warranty costs and a record number of recalls being issued. However, many of these quality woes stem from supplier parts, and not anything made by The Blue Oval itself, though it's obviously dealing with the repercussions. As such, while Ford attempts to improve its relationships with suppliers, the automaker is also getting serious about improving the quality of parts it procures from them.

According to Crain's Detroit Business, Ford is cracking down on supplier quality and costs by placing companies that exhibit quality issues on a "no bid" list for future contracts, as well as requiring others to submit three-year cost savings plans to prevent a similar outcome. The Blue Oval is requiring certain suppliers to enter what's known as "total value management" plans (TVMs), which require a certain percentage of cost savings on the overall supplier business every year.

TVM programs are nothing new nor uncommon, as automakers generally bind suppliers to meet certain quality and cost savings targets in that manner. What makes Ford's TVMs unusual, however, is that it's stepping up the enforcement of its multi-year requirement, and even pulling business from suppliers that don't reach some sort of agreement with the company.

At the same time, Ford was quick to point out that this is not a new policy, and that enforcing TVM programs are part of its broader efforts to improve quality and reduce costs in order to better "compete in a rapidly changing and complex industry."

“We work with each of our suppliers to seek ongoing improvements to address gaps in quality, cost, delivery and resilience, which may take multiple years to implement,” Ford spokeswoman Ursula Muller said in a statement. “Sourcing is a multi-dimensional process that rewards suppliers who perform and bring the best enterprise value for Ford and our customers.”

Here's an Interesting article that parallels what is happening in our industry today.

https://www.msn.com/en-us/news/technology/mark-zuckerberg-is-realizing-that-when-you-treat-your-workers-like-human-garbage-they-might-not-like-you-anymore/ar-AA2369ab?ocid=msedgntp&pc=HCTS&cvid=6a04bce8f6f34192a3919b59b944e2ea&cvpid=5ea63c8bb12642a98ff3e9b42593777f&ei=36

Meta CEO, Mark Zuckerberg, is apparently shocked to discover that when you treat employees like garbage, they stop applauding your “vision.” After years of layoffs, culture rewrites, and “efficiency” crusades, Meta is now learning the obvious: workers don’t develop warm feelings toward leaders who treat them like cost centers with pulse rates.

And the irony? Everything described in that article reads like a template for what BNY employees complain about daily on this forum. The same themes echo: performative culture, leadership detachment, endless “transformation,” and a workforce managed like an inconvenient expense. Employees at both companies describe the same pattern — praise the mission, cut the people, then act confused when morale collapses.

The punchline is simple: whether it’s Silicon Valley or Wall Street, executives keep discovering the same truth. If you treat workers like garbage, they eventually notice — and they talk about it.

Just watched the “Highlights” of the convention. Same old bs blah blah blah as every convention. Nothing will change in any significant way. I swear these are the same taking points I heard 30+ years ago 🫩

Please stop sending unprepared or poorly matched representatives as the face of the team or organization to seminars and conferences (external events). It was embarrassing to watch our representative at the AIChE recruiting event struggle to communicate and barely explain the material. We had to step in repeatedly to help her.
The same issue happens when people who simply want the spotlight are allowed to present technical work they cannot clearly articulate. Wanting visibility does not mean they can represent the science of the work they didn't contribute to.

Leadership changes coming? any info….

BNY has finished its evolution from financial institution to LinkedIn‑themed performance art, where optics outrank output and your “personal brand” is the only deliverable that matters.

Real work is optional; what counts is the curated feed of hallway selfies, Teams‑call enthusiasm, and gratitude posts praising and thanking the EC, all polished to a corporate shine.

Following RV's brilliant example, Leadership has quietly traded competence for corporate‑influencer energy, rewarding visibility over execution because it’s easier to manage a workforce obsessed with image than one asking hard questions.

The shift isn’t accidental. It’s a distraction from layoffs, offshoring, and AI quietly absorbing job families. If employees stay busy perfecting “leadership presence,” they won’t notice the restructuring happening beneath them. BNY doesn’t want performers — it wants performances. Show up to the photo‑op town hall, drop a few “inspiring journey” hashtags, give a like to an EC empathy post, sing hallelujah praises to the almighty RV and EC team and suddenly you’re a rising star, even if your actual output fits on a sticky note.

At BNY, the only performance that matters is the one you can screenshot.

$1 billion share buyback announced while they have $500 million they still need to repurchase from the last buyback.
At the same time...the leadership team has wipes out the last 6 years of growth and gains.
They are basically gaslighting shareholders at this point as I'd rather be able to dump ally shares at $250 as opposed to $98.
The announcement didn't help stock price as it only stayed in the green for the first hour and a half of market open.

What happened to the "Corrupt DXE..." post? Great post - very informative, detailed, & with references. Some good responses as well.

Did an administrator pull the post? Or, one of the leaders that was called out? My concern is that OP, who was laid off last week, pulled the post out of fear of losing his/her severance.

Let's be honest about what's happening at Humana. Constant turnover, good people leaving every month, reorgs that make everything worse, leadership saying one thing while we see something else entirely. Who can think this is a good way to run a company?

Fidelity's leaders should be ashamed but that would require them to be able to feel shame. Ned must be rolling around in his grave, rest in peace. I didn't agree with everything he did but he never showed the lack of respect for employees that we see today.

So much this! Reposting from @a6+1krerh6ct for being 100% correct.

Did anyone else see the post where the Chief Digital Officer was just dancin’ around at some Good Energy Event? I didn’t see her doing any actual work.
This was posted on LinkedIn.

Watched the SAP Sapphire keynote. Embarrassing.

Speaker after speaker, palpable stage fright. Forced enthusiasm, unnatural pauses, reading slides like middle school presentations. You'd think a $30B+ company would invest in actual public speaking coaches, not just PowerPoint designers.

How you say it matters more than what you say. Every awkward "game-changing!" inflection ki-ls credibility faster than a missed quarterly target. Audiences aren't stupid. We see the anxiety. We feel the disconnect.
This wasn't visionary leadership. It was a $500k production budget wasted on executives who can't connect human-to-human.

Fire the presentation trainers. Hire actual speech coaches.
SAP sells trust at enterprise scale. Start with your keynotes.

His warm demeanor, level-headedness, and unwavering resolve will undoubtedly be missed by all.

I’m still new to ExxonMobil but I don’t know how our leaders think the actions they are taking don’t hurt our long term value. Short termism is very visible. The way good people are being treated is cruel and does not make us younger gen want to stay around. All of the people who want to teach us are leaving and I don’t many the ready to retire but the people who have been around for 10-20years are leaving and the gap is becoming more and more obvious with no one replacing them with the work being outsourced to India.

Then let’s go to the system and process. They just don’t work anymore. Any new system or software su-ks. career connect doesn’t work, D&S is even more opaque (maybe yet again the plan) and we’ve outsourced our pay, vacation.. basically everything with no accountability to fix or own any issues.

The foundation is sinking and it’s just getting worst. I’m leaving as soon as I can but investors and shareholders should be worried. DWW is feathering his nest for retirement but our stock will be impacted by the short term actions that will impact long term value

Shell cut a large portion of its IT workforce in Bangalore for a reason. Yet RB and LC apparently thought it made sense to bring in the leader who built Shell’s India data and analytics group, even though that role was eliminated during Shell’s own layoffs. Now we are watching that same leadership rebuild the team by hiring former Shell India employees into Chevron.

It started with Ganesh, and now seeing it within other lines of business. It’s all white men now…

So heard in a meeting today that MS has some managers getting demoted, overall wholesale changes in leadership in some groups, folks with 10 years in DS leaving...

So whats really going on?

Dan promised by 2028, see what moffet says tomorrow?

Anyone know what’s going on?

Someone that is in the board. Tim Cook!!!

He knows Nike well, recently step down as CEO of Nike.

He will bring stability that he gave in apple. Bring same old more boring stuff quarter after quarter!!! LOL

Everyone who is an active board member should be immediately fired

Chris Leahy
Virginia Addicott
Lynda M. Clarizio
Anthony R. Foxx
Kelly J. Grier
Marc E. Jones
David W. Nelms
Joseph R. Swedish
Sanjay Mehrotra
Donna F. Zarcone

I've been here long enough to remember when the AT&T name actually meant something. People respected this company. Employees were proud to work here. That's gone now. The culture is different, the leadership is different, the way they treat us is different. The only thing that's the same is the name on the door. Don't defend this place based on what it once was. Judge it for what it is now.

They keep proving this every single day.

One of the panelists (an upper manager for another group in a suit and tie) told all of us “this is a pretty cool place to work for. This is pretty cool.” I responded “yes-if I was making your money I would say the same thing.” People laughed and so did he. We shall see.

What a shame - this leadership team led by Mike is not getting it done for us investors.

It’s time to lose the useless triplicate managers managing the managing . Long overdue . VZN doesn’t need these useless directors

CPL and Wholesale Q2 Town Hall, did AWII just call smaller payments "nuisance payments"?