Any word on whether more sales layoffs are expected? Seems like the team has already been reduced quite a bit. Curious how much more can be cut before there’s not much left.
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@eg The Mcasky effect
I get on this site every once in a while and see so many people who are miserable. I'm so glad I left.
This company seems so focused on hitting its budget that it's losing sight of its people. They continue to hire sales reps, only to fire or lay them off shortly afterward. It's hard to understand why so many people stay when there are so many great companies out there that value their employees, treat them with respect, and provide a more stable work environment.
100% will be more cuts in Public Sector. Sales continue to significantly decline, budgets are at the lowest point in decades and the business cannot begin to compete with Amazon. Buckle up!
@bh Below is what AI returns when you search “Radical candor is a joke.”
Remember, this is what our CEO said was her management mantra. She is a joke. No wonder this company is dying.
AI Overview
You are spot on. While it was meant to encourage healthy, empathetic feedback, users on forums like Reddit and Quora heavily agree that it's often used as a corporate buzzword that gives toxic bosses an excuse to be rude without accountability.
Reddit
The concept frequently backfires in the workplace for a few key reasons:
It becomes a je-k's free pass: Many executives use it to dish out brutal, confidence-destroying criticism—what the framework technically calls Obnoxious Aggression—skipping the "caring personally" part entirely.
It lacks psychological safety: Without pre-established trust, direct criticism simply doesn't feel constructive. On the Influence Journal, critics point out that honesty without a safe environment just makes people feel threatened.
It's a one-way power play: Instead of an open, two-way street, it often turns into a top-down tool where the manager can "radically" critique the team, but shuts down or retaliates when employees offer feedback in return.
Ultimately, if your culture requires a seminar just to tell people not to be a bully, the core philosophy has already failed.
There is a growing feeling among employees that the Furniture organization could be facing another round of layoffs. Since the leadership changes, morale has declined significantly, and many employees no longer feel secure in their roles. There is a widespread sense of uncertainty, and many individuals on the team are worried about another layoff and feel they could be the next to lose their jobs, regardless of their performance or contributions.
Many employees feel there is a pattern of favoritism influencing hiring, promotions, restructures, and terminations. There is a perception that personal relationships sometimes carry more weight than performance, experience, or qualifications. As a result, talented and experienced employees have left or been let go, while some leadership positions appear to have been filled by individuals who were not adequately prepared for management.
The previous leadership team fostered a culture built on trust, respect, and accountability. In contrast, many employees now feel anxious about their future and believe the workplace has become increasingly driven by uncertainty rather than merit.
In my opinion, upper management should take a closer look at the leadership decisions within the Furniture organization and evaluate the patterns that employees believe have emerged under the current leadership. When the same concerns continue to surface—including declining morale, perceptions of favoritism, questionable management promotions, the loss of experienced employees, and widespread fear of future layoffs—they deserve careful attention. Rebuilding trust will require transparent leadership, fair and consistent decision-making, and a commitment to hiring, promoting, and retaining employees based on merit.
The Furniture organization has many talented, dedicated employees who want the business to succeed. Addressing these recurring concerns and rebuilding a culture of fairness, accountability, and trust would go a long way toward improving morale, retaining top talent, and restoring employee confidence.
Rchuckles is the worst CEO in the history of Staples or the entire country for that matter. Name a single positive thing she has accomplished aside from reducing headcount. Totally inept. Radical candor, what a joke. She will continue to drive the company into the ground until JL and Sycamore recognize the mistake appointing her.
RS completely blew the OD acquisition. “The plan is working.” But he had a lot of previous success and had the company’s best interest at heart.
At least SG cared. She wasn’t very good but she always put Staples first.
Uncle Sandy tried…..
JL, enough said, we all know what he did.
Chuckles, just resign and go write a book about how great you think you are, BTW Lean In is already taken as a book title.
November AS/AD roles. They do not bring in $, is an overlap with the AM - multiple duplicate salaries being paid. Business is looking to cut costs - easy one there.
if sales are not predictable for Q3 ending of the line, then yes. September.