#accountability

How invested is JC et al in monitoring their workforce. Do they do it in-house? If so with what? Or do they rely on MS & Teams n stuff?

G2 is accountable for this security fiasco . Is he really good for the company or just a great PR machine ?

How fuc_ing stupid is a company that knowingly wastes 20% of its employees time do to having to log in to disparate systems many many times a day.

Fire these incompetant people and get real engineers that know how to make this all seamless!

Just walked out of a meeting with a group of “leaders” — directors all the way up to VPs. Everyone’s going around the room giving intros, talking about their orgs, their priorities, the usual corporate spiel.

Then it gets to this senior director, and his intro is literally:
“My job is to follow my manager’s vision and implement it.”

I had to stop myself from laughing.
At that level, you’re supposed to set direction, challenge strategy, bring clarity — not proudly announce that you’re basically an order-taker with a fancy title.

It’s wild how many people get promoted into leadership roles and still operate like junior ICs waiting for instructions. No ownership, no autonomy, no original thought… just “tell me what to do boss.”

And the worst part? These are the folks making decisions that impact entire teams.

Makes you wonder what leadership even means anymore.

My manager came up to me yesterday and said, “I’ve noticed you haven’t been here for the full eight hours. People are talking. Leadership’s watching badge logs. I can’t have you leaving at 2 or 3.”

They’re building a list of everyone not clocking the full eight hours. Anyone on that list moves straight to the front of the line. Three warnings, she said, and you’re out.

I have to pick up my kids and they are not even being flexible for families. What the heck is going on? My husband wants me to find another job.

Not "just this once." Not to help out. Just don't. They're counting on it. Let them feel the consequences of their actions for once when things don't get done.

What do these people actually create? What do they deliver ? GR10 plus and all I see is blah blah lunch blah blah

They’re NOT choosing our uninspiring merchandising & they’re NOT choosing our prohibitively expensive prices. We 👏 aren’t 👏 competitive 👏.

Just once I’d like to see an earnings call that goes “We missed the mark.” Instead of blaming our performance on external factors.

A leader with a supposed high-integrity image often maintains it only by removing the people who saw otherwise, notice which leader they were removed by , then look higher, you’ll see who is also in the brand games

I pray only those that weren't working anyway get cut. The ones that are never on any calls, ignore emails, not on slack, you don't even know if they're working or on vacation. Somehow they always get away with it. Whatever that group of people's number is that's the number of employees vz should go down.

Are we ready to give our best 20% effort?

The past few years at Clover have exposed the full extent of failure in engineering and product leadership. Decisions are reckless, priorities constantly flip, and nothing ever gets executed properly. Every new “initiative” collapses into chaos because the people in charge can’t think ahead, can’t follow through, and seem completely out of touch with reality. Teams are left to pick up the pieces while leadership pretends everything is fine.

The lack of accountability is absurd, the same mistakes keep repeating, yet nothing changes. If real progress is ever going to happen, serious action needs to be taken at the top. Clover leadership needs a hard reset, and the company can’t afford to keep operating with this level of repeated mismanagement

So the goal here is to take longer and use an application that jumps through 9 different screens that serve no purpose. Bouncing little ba--s and a screen that just freezes. So what kind of kick backs did someone get paid for us to buy this worthless application ? Last time this happened - AT&T Wireless bought Siebel .............and then what happened ? Bub bye.

The current implementation of internal account indicators—often referred to as "banners" or "flags" for priority opportunities—is fundamentally distorting our approach to customer engagement and compromising the integrity of our sales data.

The core issue is that management directives are prioritizing the achievement of a high banner "close rate" metric over serving the complete needs of the customer.

Metric Manipulation Over Sales Integrity:
The mandate to achieve a positive close rate on these specific accounts results in behavior that is detrimental to both the customer and the business's long-term health:

Avoidance of Service:
Employees are being instructed to actively avoid accessing accounts with a high-priority banner if the customer's immediate need is not a confirmed purchase (e.g., they need a simple phone activation, a non-committal upgrade quote, or troubleshooting). This is a direct abandonment of the core principle that customers are the lifeblood of our operation.

Skewed Performance Data:
This avoidance strategy does not reflect an increase in sales; it merely creates an artificially inflated "close rate." If an account with a high-value opportunity is never opened, the company still fails to capture the potential revenue. The resulting data gives a misleading picture of our sales effectiveness, suggesting we are performing better on these opportunities than we actually are. This is not salesmanship; it is data manipulation.

Unrealistic Expectations and Pressure:
The immense pressure placed on front-line staff stems directly from unrealistic expectations set by executive leadership, who demand near-perfect closure on every flagged opportunity.

This lack of realism ignores the fundamental reality of the sales process, which inherently includes customer deliberation, declines, and service-only interactions.

Furthermore, this intense focus and pressure are applied despite the fact that successfully closing a high-priority banner sale does not typically result in increased commission or compensation compared to a standard transaction. This disconnect forces employees to endure significant stress without adequate incentive.

The Call for Change!!
The mandate to avoid customers based on a potential sales banner is a betrayal of the stated core values of the organization, particularly integrity. True success is measured by serving every customer need honestly and driving organic sales, not by fabricating positive performance metrics through systemic avoidance and data manipulation. This practice must be immediately reviewed and reformed to align our operational goals with genuine customer care and ethical sales practices.

Name every decision you've made that positively impacts TU employee lives over the last 3 years.

These ongoing fall massacres aren't "just business" any longer, it's a dark triad. The 2 years of psychological warfare leaders architected isn't "just business". If it was, the original cuts would have produced the OneTru promise. Both VA and CC failed. Why the board of directors won't hold them accountable is suspect. This time, every corner of the organization is impacted because the heartbeat of the company, which is technology, has been dismantled by this board and their two henchmen. I also want to add that anyone working in HR needs their head examined. Having a global workforce operate every day out of fear is sickening. I urge everyone, whether you made the cut or not, to share your TU reviews online as employees. We all loved working at TU at one point, share what has changed and may God bless each of you in your journey.

Add a quarterly reminder on your phone starting Feb 9 (~ VCIP townhall) to ask your leader how opex per boe has changed since Jan 1 2026 and what are we doing about it. We cannot stop asking this ever. Do not let them surprise you in a few years that costs are up another 20%. Hold them accountable.

If you see cost creep around you, just play it cool and write to your VP. They'll like it. Skip middle management. They'll learn.

CEP if you are reading this you need to create an anonymous cost creep hotline.

With any luck, we can avoid the next one. 10% cuts are large, 25% is derilection of duty and utter mismanagement, with consequences only for the rest of us.

Don't just watch it happen to you. The food on your family's table depends on it. Good luck. Add that phone reminder

I believe there’s a lesson here for the Board of Directors. It has to do with leadership accountability, starting with the ELT and cascading all the way down to front line management…. If nothing else, the BOD should have some questions about why this huge layoff was necessary. And I don’t think it’s all Ryan’s fault. This could have been avoided.

This whole sh*ituation is down to three things:

1). Hans. He was the CEO when we saw the company going from being leader in everything to leader in nothing an losing in the market. Buck starts and stops with Hans, all the while he spent more time at sports events than actually running the company. GUILTY.
2). The Board. They signed off on the plan every year. They are ultimately responsible to the shareholders. They need to be held to account and changed. GUILTY
3). The dead-beat VLT. They came up with, and 'executed' (right word) the plan that got us in this situation. In particular Scampath. GUILTY.

ALL need to be changed otherwise zero credibility. One down, two to go.

I have a workable and thoughtful proposal, aiming to avoid layoffs completely while still achieving the desired cash flow for investment.
Here is a breakdown of the suggestion and some key aspects it addresses:
💡 Proposal Summary
• Goal: Avoid layoffs and fund a new investment.
• Method: Temporarily cut employee bonuses (10% to 50%) for two years.
• Investment: Use the saved bonus money to fund the project "Dan wanted to invest in."
• Incentive/Risk:
• Success: If the investment works after two years, the employees receive their deferred bonus money back as a lump-sum incentive for their sacrifice.
• Failure: If the investment fails, "Dan should accept the responsibility"
✅ Key Strengths of This Approach

1. Layoff Avoidance: This is the strongest benefit, maintaining team morale and institutional knowledge.
2. Shared Sacrifice: It frames the financial challenge as a company-wide effort, which can foster unity.
3. Incentivized Risk: The promise of a repayment and potential "extra incentive" acts as a performance bonus for the overall company strategy.
4. Accountability: The success or failure of the plan is tied directly to the leadership ("Dan") who proposed the investment, which could satisfy employees who are bearing the temporary cost.
   ❓ Considerations for Management
   While compelling, a management team would need to carefully consider the following details:
   • Legal/HR: The company would need clear legal agreements outlining the bonus deferral and repayment mechanism.
   • Employee Morale: Even with the promise of repayment, a 50% bonus cut for two years could lead to high-value employees leaving for competitors offering better immediate compensation.
   • Financial Math: They would need to ensure the 10-50\% cut actually yields enough cash to fully cover the required investment without jeopardizing other operational needs.
   • Definition of "Works": There needs to be a clear, measurable metric (e.g., specific ROI, revenue increase) defined now so there is no ambiguity about whether or not "Dan's plan" was successful two years from now.
   It's a creative way to turn a potential crisis (layoffs) into a shared, high-stakes investment with an immediate path to funding.

Can anyone circle back, follow up or close the loop on q4 kpis for Hans the special advisor? Vz is positioned to win the holiday with a top talent team, org structure and culture OS. Let’s keep the momentum going! Also if someone could make sure he completes the pulse and survey hours that would be great thanks. And make sure he takes the guilt free vacation too and brings his best self to power and empower the way we work live and play. Honored and humbled for world class art of the possible leadership that treats us with dignity and respect, honesty about the state of the business, and our bright future!

It’s time for us to take an honest look at our leadership culture. While we have strong strategic talent across all levels, we continue to fall short in one critical area: people leadership. Leading people is not a secondary or passive responsibility, it’s the foundation of effective leadership.

Across the product organization, we’re seeing recurring issues that point to a gap in leadership development and accountability, including:

• Limited engagement and communication between leaders and their teams
• Over-reliance on operations or individual contributors to manage upward, downward and across without proper support
• Avoidance of difficult conversations and unresolved team conflicts (it is a leaders responsibility to support, manage and develop their people through conflict.. this includes addressing how your direct report is managing their team. EVERYONE BELOW YOU IS YOUR RESPONSIBILITY)
• Inconsistent emotional regulation and listening skills among leaders (why are leaders snapping at junior employees on the reg?)
• Insufficient development of emerging talent and reluctance to promote based on growth potential
• Hierarchical attitudes that prioritize status over collaboration and merit (many TNF leaders were promoted because they were buddies with the right people, not because they are strong people leaders)

We cannot build a strong organization on weak leadership fundamentals. True leaders invest in their people, communicate transparently, and model the behaviors they expect from others. So let’s be clear about what effective people leadership looks like:

• Regular, meaningful check-ins with your direct reports (and no, being a busy VP is not an excuse.. you’re not special, we’re all busy and you get paid well for it. Support your people)
• Addressing performance or behavior concerns early and constructively
• Listening to feedback without defensiveness and taking accountability for outcomes
• Asking your team what they need from you and acting on it (I’ve seen associate employees open meetings with asking their coworkers how they’re doing and what support they need.. I have yet to see that from a senior leader)
• Providing direct, actionable development guidance and clear pathways for advancement (if you deny your employee a promotion, you better have a checklist of skills and developmental goals ready to hand over)
• Promoting based on potential and committing to coaching team members to success (if you don’t promote because your employee isn’t 100% ready, you’re a bad leader; promote when they are 80% there and invest time and LEADERSHIP into developing them the rest of the way.. talking to you, GM)

Leadership is not about being the smartest person in the room, it’s about creating an environment where everyone can succeed. Each of us has a responsibility to uphold that standard, but it should be of special interest to our leaders to set that bar. And unfortunately, the current location of our bar is in he-l.

To strengthen our leadership culture, we should be defining clear expectations for how much of every leadership role is dedicated to people development versus strategic execution. We also need targeted training on emotional intelligence, communication, and conflict management to better equip our leaders to LEAD.

Final thought.. HR outwardly being friends with Senior Leaders is problematic. Your people are afraid to speak up.

Will the Chairman of the Board ever be held responsible for the Clown Circus that FF has built?

So if rumors are true, looks like Boulben’s org is being hit hard. Deservedly so. I counted at least 20 AVP’ers and above. Seriously? For an org that really drove us to a lot of the issues we’re having. Kept raising prices and a lot of questionable value-prop decisions. If the trend continues, I applaud Dan’s decisions.

Look at what we have been doing for the last 3-5 years, outsourcing CSRs, taking away abilities from the retail POS, adding fees, reducing and removing discounts, wasting billions on useless spectrum while cutting off and failing to maintain what is actually used, and then listening to higher ups and C suite employees whine and blame us for poor numbers. The actions that have been taken would make no sense to someone in middle school, yet were taken by millionaires. This is criminally stupid, almost makes you question if they are a deliberate attempt to devalue the company for a future sale.

And what is being done to fix it? More fees and BYOD plus? We lost subscribers again on the consumer side last quarter while literally giving lines out for free with free or heavily discounted upgrades. Who thinks this is working? People being payed millions to make your life more difficult, your quotas higher, and your future uncertain.

The obvious fix would be to stop sc--wing customers with fees and trash customer service and stop giving shady reps easy to hide ways to add lines, but who wants to hear that? Sometimes you have to spend money to make money, but no, lets just cut and outsource more, but we will spend on AI that customers and reps very vocally dislike.

Spend money on US customer service reps and the network and stop sc--wing the customers, all of the money they have saved with these cuts is being lost by the droves of customers leaving for Tmobile, and common sense and a little money would stop that and reverse a good bit of it.

Hopefully the new CEO doesn’t F this trainwreck up any further, maybe he isn’t at his knees in front of Larry Fink like Hans was. Maybe Dan will read this, one of the HR spies in here should put this on his desk.

Do ADs and SDs really know the names of people on their teams?

Moving teams to outsourcing companies like NTT, Infinite has completely misfired. Instead of improving efficiency, it crippled operations, destroyed accountability, and ki-led ownership. Rebadged staff don’t respond, don’t resolve issues, and have no stake in outcomes. Management must stop making these reckless decisions — you cut inefficiency, not entire teams. What was meant to streamline costs has backfired, creating chaos and eroding trust. Leadership should focus on empowering in-house talent, enforcing accountability, and rebuilding culture. Stop outsourcing responsibility — it’s not cost-saving, it’s self-sabotage. Learn to lead, not to offload. Fix the structure before the foundation collapses entirely.

What if a work study is conducted and the results don’t align with the current hr/mgmt narrative or expectations? What if someone on the inside says she wasnt to use the results equitably?

How might the team ensure that all findings are accurately documented, reviewed, and communicated, regardless of whether they confirm or challenge assumptions?

Could workers establish a process for transparency and verification so that the outcomes are trusted and actionable and calibrated to perf ratings and bonuses.

Verizon better lower our quotas or pay me extra bc I am not wasting my time on nonsense and spending hours on fixing account issues, billing, resets, etc on the phone since now we are mandated to take calls

It's not my problem you incompetent folks at BR chose to eliminate competent CS reps and send everything to India

I get paid to sell. Watch if this happens all the top sellers will bolt just like when Verizon went to team commission.

You reap what you sow.

If the growth projections were unrealistic, how did Frank beat them every quarter he was CEO? Is some of this you couldn't match up?

When is Wayfair going to learn that you get why you pay for. We need to stop with all these oversea agents. They either don’t have enough training, don’t care, etc. The majority don’t help the callers and just make matters worse.

At least he has some ethics and the guts to tell the truth.

https://www.linkedin.com/feed/update/urn:li:activity:7389701612849774592?commentUrn=urn%3Ali%3Acomment%3A%28activity%3A7389701612849774592%2C7391498545918406656%29&dashCommentUrn=urn%3Ali%3Afsd_comment%3A%287391498545918406656%2Curn%3Ali%3Aactivity%3A7389701612849774592%29

Customer service and technology employees differ significantly from shopfloor workers, rendering the principles of Scientific Management and productivity gains through motion studies irrelevant and ineffective in these roles.
However, Truist, as a service-oriented company, places undue emphasis on the Sapience tool to measure productivity. While this highlights Sapience’s success in marketing and selling its productivity tool to large corporations, it raises concerns about its appropriateness for evaluating service and technology roles.

This company is ki-ling my mental. The inconsistencies between LOBs, multiple booking, originating, and servicing systems for a single loan, lack of accountability for not adhering to policy (changing rules, testing methodology vs behaviors) to manage results, constant turnover, not uploading documents in a timely manner, 1 million conflicting procedures, job aids, and department emails, broken and outdated links, lack of full integration of systems and procedures. I know all of us are waiting for an employee friendly job market so that we can escape chaos.

This company has become disgusting — the blatantly corrupt rating systems and hiring/firing practices are not only unethical, they’re borderline illegal. It’s only a matter of time before lawsuits force accountability. The so‑called leadership team has destroyed what was once a company I loved, and they made my final years here miserable.

I survived over a year of my toxic, cowardly boss trying to push me out. I battled him every step of the way and never backed down. Eventually, he dropped the hammer — but I’m proud I stood my ground. Now I can’t wait to join a better firm and work hard to bring business away from this pathetic leadership team.

I truly hope none of you experience the same fate. I never thought it could happen to me, after putting in so much blood, sweat, and tears and being respected by so many colleagues. But the reality is clear: if an insecure, jealous, and cowardly manager wants you gone, they will find a way.

For me, it’s time to move forward — stronger, wiser, and determined to make sure this toxic culture doesn’t win.

When new leaders join a company, the first question they should ask is simple:

“What was already known, and what was already attempted?”

Without that context, accountability turns into retroactive blame, punishing people for outcomes they never had the authority to change.

Too often, long-standing structural issues are well known internally. They’ve been raised repeatedly by those closest to the work, but when prior leadership failed to act, the problems compounded. Calling that “lack of ownership” misses the reality, it’s an organizational stall point, not individual failure.

Strong leaders know the difference. They can tell who’s been quietly pushing to fix systemic issues versus who’s been coasting. They take the time to distinguish contribution from compliance, ensuring that institutional knowledge isn’t discarded in the name of “fresh perspective.”

I’ve spent years trying to drive meaningful change, often against inertia. But it’s difficult to stay motivated when leadership seems more focused on appeasing the next layer up than on fixing the foundation. If decisions continue to be made in haste, without understanding how we got here, the risk is simple: we’ll lose the ability to sell the products that actually work while chasing “new initiatives” that generate noise but not revenue.

Sometimes the problem isn’t that people don’t care, it’s that those who do care stop believing anyone above them is truly listening. Learn to identify them. Empower them. Protect them. Do that, and you might just build a team capable of winning again.
If not: good luck, and adios.

Schrodinger began laying off the clinical team today. They’re also ending “independent” clinical development, which really closes the door on their entire clinical pipeline - especially since these poor performing assets have failed to attract any partner interest even after years of development. The Chief Medical Officer is also leaving.

These actions highlight the failure of Schrodinger’s executive leadership and board of directors. Their inability to deliver any assets that can succeed in the clinic is a direct reflection their incompetence, inexperience and ineffective leadership. There’s a repeated pattern of poor judgment, weak decision-making, and avoidance of accountability. It’s amazing that, despite this utter abysmal performance, the C-suite and BoD has not been held accountable. It’s time to clean house and find competent replacements that can deliver results.

I hope Mike and the board invoke the clawback policy to recoup the compensation paid to Frank and Bob Hau over the past couple of years. They knew the growth projections and guidance were wildly unrealistic. It would be therapeutic to have them held accountable.

I sure hope you've all been doing your JSAs to be in here.

I have been part of the business for nearly two decades, and it’s clear that the IT department is in need of a significant overhaul. The current approach of allowing offshore teams to make critical decisions is creating disconnects with our actual business needs.

Recently, a data engineer who had been associated with AAP for 11 years on contract was let go with very short notice. Before his departure, he was required to train other team members for several months — far beyond a standard knowledge transfer. This decision not only undermines morale but also poses a serious risk to business continuity.

From a humanitarian perspective, the timing of this decision is concerning, as finding new employment during November and December is extremely challenging. When employees feel insecure about their positions, their performance and commitment inevitably suffer.