#culture

After nearly 5 years here, my role is being eliminated. While executive pay has exploded, we've faced freezes and now these layoffs. It’s clear: the company protects its own interests, not ours.

The only way to secure our futures, our fair compensation, and our dignity is to form a union. A union gives us a real voice and a legally protected seat at the table.

How to Start at Edward Jones:

Our two-person branch model is challenging, but it is absolutely possible for a Financial Advisor and a Branch Office Administrator to form a union together. You are a bargaining unit.

Short Instructions for a Two-Person Branch:

1. Talk to Each Other: You and your BOA/FA must both agree you want a union. You need a majority to form one—in a two-person office, that means both of you.
2. Contact a Union: Reach out to an established union that represents financial workers. They will guide you through every single step for free and in complete confidence. They are experts in helping small units like ours.
3. Sign Authorization Cards: The union will provide cards. You both sign one to officially show your support. This is the key legal document.
4. File with the NLRB: The union will help you file a petition with the National Labor Relations Board (NLRB) to be recognized as your official bargaining representative.

This is not about being against the company; it's about being for each other. It's about getting the respect and security we've earned.

For more information and confidential guidance on how to form or join a union, please visit the AFLCIO's website on forming a union: https://aflcio.org/form-union

They can help you find the right union for financial professionals and connect you with organizers who understand our unique situation.

Let's look out for each other.

take a closer look at the culture within the office.... The environment described feels isolating and unwelcoming and that discourages collaboration comms and long term emp retention... If employees are too overworked to engage with one another the company risks building silos where mistakes are more likely to grow until they become costly. investing in small changes like encouraging greetings providing planned break times and creating inclusive chances for people to connect can make the workplace MUCH healthier and MUCH more productive...

u gotta start reevaluating how opportunities are shared in OKC. if candidates believe roles are reserved for insiders the company loses out on fresh talent and new perspectives... When employees sense favoritism it ki-ls trust + morale. You should work to promote transparency in hiring and proms while also building mentorship programs that let inexperienced employees learn without being punished for honest mistakes!!!

SM Energy needs to give people room to breathe because everyone is overworked. With AI and automation available the company should be helping employees. Not increasing their workload. the IT team needs to be rebuilt because people have stopped asking for help, knowing it is often faster to fix things on their own. all the strong it talent keeps leaving and what is left is undertrained and inexperienced. good people need to be kept instead of replaced with hires who require more training.

Mgmt should be cleaned out because the culture is struggling and expectations are unclear. communication from the top doesn’t always filter down and it makes the work harder than it should be. slow down, be upfront with expectations, and remember that client needs should guide the work.

Apache needs leadership starting from the top in midland and houston or nothing will change... the culture is broken and turnover never stops. People want flexibility better pay and benefits and leaders who actually follow through

You need to DO BETTER & practice what you preach.

Stop lying, it's better to keep quiet than to lie.

right now Apache & mgmt cares more about wall street than the people working in the field... good decision making and clear communication would go a long way but it feels missing. consolidation might help but without change at the svp level and above it will stay the same cycle.

as it is the crux of the problem:

It is not about which company owns the manufacturing, it is the people inside and culture which are too corrupted and incapable. The current people are lagging technology and engineering mindset. Having politicians, MBA, gangsters as leaders in Intel is a complete joke, no hope.

took it from here: @bq+1k3atzm6p

The Oregon battery manufacturer formerly known as Powin plans to lay off another 25 employees, including nine in Oregon, after entering bankruptcy and selling most of its assets to a company in North Carolina.

https://www.oregonlive.com/business/2025/08/another-25-former-powin-employees-will-be-laid-off-after-bankruptcy-asset-sale.html

The latest dust up in the news cycle about the rebranding by Cr--ker Barrel got me thinking. There are obvious similarities with the companies and products listed in the thread title. All made poor marketing decisions that alienated their core customers.

Coke pivoted, apologized, ditched New Coke, and still thrive.

Anheuser-Bush doubled down on their DEI message and still hasn’t recovered. I keep their products page open in a browser tab on my phone and haven’t had one of their products since.

Cr--ker Barrel is TBD but seem to be doubling down. Going to be interesting to see what the board does with the CEO.

SAS came out with Viya and went all in trying to sell a technology that wasn’t wanted or needed instead of slowly rolling it out. The fact Viya also didn’t have a workable migration path to move customers that were interested from SAS 9 to Viya should have been an obvious red flag. It was marketed almost exclusively to new customers and we literally stopped marketing SAS 9. If customers weren’t interested in Viya they were ignored. I even heard of sales reps, who have a Viya sales target, withholding SAS 9 invoices (which means no renewal setinit) trying to force customer to move to Viya.

There was sort of a mea culpa a few years ago and a SAS 9 division in R&D was established. The new division was announced with little fan fare yawn. The good news is that SAS 9 is entrenched in the day-to-day operations of many organizations and performs well for them. But for how long? I’m just guessing, but I would bet software revenue for SAS 9 is still at least 95% of the total. Not based on facts though. Would love to see the real numbers. At least Viya will always have the hosting and consulting revenue going for it!!

From the outside, Verizon looks like the safe play. Big paycheck, fat dividend, steady corporate perch. People ask: “Why would you ever leave? You could have milked the cow forever.”

But here’s the truth: that cow isn’t grazing in some open field. It’s chained in a barn, weighed down by debt, and it’s the employees who end up getting milked.

⸻

Dividends Don’t Pay Morale

Sure, investors cash the dividend. But if you’re on the inside, you don’t see that money. What you see are endless “transformation” projects, morale sinking year after year, and consultant slide decks dressed up as strategy. Try paying your spirit with that.

⸻

Stability Is a Mirage

From 30,000 feet, Verizon looks like a fortress. Inside, it’s duct tape and reorgs. Every year brings another round of “cost-cutting innovation.” Stability isn’t real here — it’s a talking point that masks constant churn.

⸻

Golden Handcuffs Rust Fast

People who stay aren’t milking Verizon — Verizon is milking them. More work piled on, promotions drying up, pensions shrinking. What looks like safety is really just slow erosion of your time and energy.

⸻

Better to Leave Before the Obituary

When Hans Vestberg finally announces his retirement, the spin machine will crank up. But the reality is simple: Verizon isn’t a growth story, it’s a modern utility in decline. Better to leave before that obituary phase than have your name tied to it.

⸻

The Real Win

Walking away wasn’t missing out. It was stepping out before the air ran out.

I didn’t just exit the cow.
I walked out of the barn.

Let’s stop pretending; our talents are leaving not because they don’t love，they are leaving because they are not loved. If we don’t fix our mindset, we will be exporting our brightest - absolutely free of charge…

The region jobs do not exist any more. It was a wonderful time to work for Allstate. A team environment. You went to work every morning knowing you were working toward something. If you had the right leadership. We did. We drove growth for the company. Those who were part of that time appreciate the experience. So, there was a time that working for Allstate was something to be proud of and fun. It did happen. New times now. It still can be rewarding. Carry on.

I joined the company and have loved every moment so far. Thanks to my new team for being wonderfully great.

I do sit next to a negative nanny who should be fired though. She sounds as nasty and made as most of you. Can you angry birds go dive into the ocean and stay?

It’s so difficult to communicate with each other. People ignore emails, Teams, ghost you in a middle of a Sev1 situation and what’s best is that there are zero consequences. And do I blame them? No. I just su-k it up. Because how can I? At least I have a job. For now…

So many are still joining, drawn in by what Intel used to be. I wish they'd realize this company now only carries the legacy of something better it once was, and the reality is completely different.

The company was already struggling, and now low morale and disengaged employees are making everything worse. What the he-l happened to this place?

It used to deserve your full effort, but the current leadership treats employees with zero respect, and that’s exactly how much they deserve back.

Very discouraging , disgusting behavior

they are useless. they WFH and put their status' as "busy" while they are at the hair salon and grabbing iced coffees, posting about it on social media. or they are in another country cause it's so convenient to travel around in europe with teams installed on your phone.

no wonder all managers hate analysts and interns. they inflate our HC and do nothing impactful.

When was the last time you told someone, “This is a great place to work, you should try to get in”? I honestly can’t remember the last time I heard anyone I work with say they like their job and consider themselves lucky to have landed here. All I hear is that they’re bothered, exhausted, stressed, unhappy, frustrated, or angry. Great vibes, top to bottom.

This place has been going downhill for so long, its culture eroded so badly, that I truly couldn’t care less about how it all unfolds. I have zero respect for management, and I don’t trust the new leadership either. I don’t even believe they know what real change would require. The way they’ve treated employees speaks volumes. So if they want to cut my job, I’ll walk away happily.

Hey all, I’m a geo looking for my second role and thinking about whether it’s worth applying to Permian Resources if something comes up. I’ve seen a lot of harsh feedback - poor culture, little support, high turnover, and I’m honestly hesitant. Jobs are scarce though, so I’m wondering is it really that bad, or are there any redeeming qualities? Would appreciate any honest insights.

Toxic environment, no promotions, outdated payscale by years,periodic layoffs, fake survey results, barely any a-s grinding work, clown reality show midweek. Life at TU.

Today, I’m feeling profoundly grateful.

Grateful for our firm’s relentless momentum. Grateful for the opportunity we all have to be part of something bigger than ourselves. And grateful—truly—that so many of you still have the privilege of calling Edward Jones your professional home.

As we continue to optimize our operating model and accelerate strategic priorities, we are making some difficult but necessary adjustments to our home-office footprint. Change is hard. But let’s remember: not everyone gets a seat on a rocket ship. If you’re still strapped in, that’s because your work, your attitude, and your resilience have earned it.

To those impacted by this redesign: thank you for your service mindset and the seasons you’ve invested in our purpose. You should leave with your heads high, knowing your contributions enabled this next chapter. I’m confident you’ll land on your feet quickly; after all, talent rises.

To those who remain: this is your moment. Lean in. Do more with less. Embrace the ambiguity that comes with growth. Our clients, communities, and colleagues are counting on your extreme ownership. Let’s turn this into a masterclass in execution—fewer silos, faster decisions, bigger outcomes.

We talk a lot about gratitude here. Let’s practice it. Be grateful for the work on your plate. Be grateful for the challenge in front of you. Be grateful for the chance to build what comes next. Opportunities like this don’t come often.

Onward—driven by purpose, powered by performance.

no matter it was 1 year, 10 years, 20 years, or lifelong.
leave now.

What’s the point of skip-level meetings if only 'yes people' are chosen to speak, offering nothing but watered-down opinions?

Wonder why Ford is in it's present position.

Long story short, I've about had it to my wits end with my offshore manager who I got reassigned to late last year. I am only a small minority on my team that's based in the USA. I get little to no support from my manager, they blatantly ignore slacking coworkers or instances of offshore team members HEAVILY inflating their task estimates or coming up with bs excuses every day when asked about progress on their work. I don't think I've seen them ever meet a single deadline without pushing everything in the backlog onto the USA devs. Manager is too passive and seems content with letting the US workers get walked all over. Why the f*** are they being put into managerial positions over US workers????

This firm sold its soul awhile ago. PP can keep smiling that creepy smile and tell you it's going to be alright but it isn't. Her and her friends will give themselves more bonuses, bigger salary increases until this firm is either bought or goes public. Anyone getting laid off should do the least amount of work as possible. The firm doesn't care about you, why should you care about it.

Morale is so low that most people just do enough to get by. I used to care a lot, but now I wouldn’t even mind if they let me go. I’ve started applying elsewhere because this place doesn’t make you feel valued anymore.

Hi! I worked for Oracle years ago was laid off, seen all of this before. Been there done that.

Oracle does mass culls and purges very regularly, sometimes more frequently or aggressive than others, but it's the way they have always run the business. They also tend to cut aggressively when they do cut.

As for how to deal with it. If you've just been laid off, don't look back. Let go. It's gone. Focus on you and the future and think very broadly about what your skills are. Oracle likely had you fixated on some small things which really narrows your perspective over time. Don't think about going back unless you become desperate for money and just use it as an interim step. Never try to make sense of what they are doing, why they are doing or what just happened to you. You will go crazy.

For the people who are there, unless you're VERY senior, look outside the company. There are a lot of interesting things going on, and certainly better paid.

I was laid off years ago. I didn't want to go. I was "happy" but a better word was complacent bordering on lazy. In reality I was being underpaid, not appreciated and wasn't enjoying it. It's now worked out a LOT better for me, but make no mistake, it was unnerving, uncomfortable and unsettling at the time. I look back and wish I'd left years earlier. Other people had this same advice but I couldn't bring myself to leave.

Oracle treat employees like abused animals because they can. They know there is no shortage. Their business model allows them to do this financially and the law allows them to. The only way not to be exploited is not to play their game.

Good luck. I hope you all make it through this mentally unscathed or traumatised.

1. America first - Shipment of jobs to the CEO's and CFO's is a conflict of interest.
2. Eliminate the prior regime's dross - The use of consultants at Waters has wreaked havoc.
3. Use qualified ppl. for leader roles - Rewarding the LT's cronies has NOT worked out well.

I'm watching the dumpster fire with me popcorn.

I’m considering leaving a competitor bank for JPMC to work as product manager supporting Access platform in commercial banking. What are the culture and teams like? I support a digital commercial platform as a product owner currently at a competitor bank.

A reporter asked a Marine. "Why are Marines so good at what they do?" The Marine replied, "Officers Eat Last."

Yes, it is a common practice and a widely held belief in the Marine Corps that officers should eat last. This isn't a strict rule, but rather a symbolic gesture and a practical demonstration of putting the needs of their subordinates (enlisted Marines) before their own. It emphasizes the principle of selfless leadership and prioritizing the well-being of the team.

Here's a more detailed explanation:

Symbolic gesture:
The act of eating last in the chow line reinforces the idea that leaders are responsible for the welfare of their Marines and that they prioritize their needs.

Practical application:
In the field, junior Marines are often the ones doing the most physically demanding work and need to be properly fed to maintain their energy and readiness.

Leadership principle:
This practice is deeply rooted in the Marine Corps' leadership philosophy, which emphasizes service, responsibility, and putting the needs of the team first.

Beyond the chow line:
While it's most visible in the chow line, the concept of "leaders eat last" extends to various aspects of Marine life, where leaders are expected to make sacrifices and ensure the well-being of their Marines.

Not just a saying:
While some might consider it a saying, it's a practice that many Marines take seriously and strive to uphold.

I never knew this but subscribed to this philosophy for some time now. Focus on serving other versus self-serving.

https://www.reddit.com/r/TikTokCringe/s/CgL2x1udUc

Well I expect zero useful information at the Townhall tomorrow. Anyone else agree?

I was recently speaking with a friend who asked me about JD who she worked under at Bain. After listening to my rant, she expressed surprise that he was focused on DEI at Nike. She said that certainly wasn't the case at Bain as evidenced by the fact that once she became pregnant she quickly learned the company had no maternity policy. I thought JD was always singularly focused on serving his troops? When I mentioned that JD was now the AD at her alma mater Stanford, she just winced.

• "Quiet cracking" is a new workplace trend where employees silently disengage due to stress, AI fears, and stalled career growth.
• Unlike "quiet quitting," it isn’t deliberate withdrawal but an unintentional decline in mental and emotional health.
• About 54% of employees report unhappiness at work, ranging from occasional to constant.
• Symptoms include lack of motivation, feelings of uselessness, irritability, and worsening burnout-like signs.
• Workers feel stuck, unable to quit due to the tough job market, leaving them unhappy in their roles.
• Global employee engagement dropped from 23% to 21% in 2024, echoing pandemic-era lows.
• This decline cost the global economy $438 billion in lost productivity in the past year.
• Managers often fail to recognize or address quiet cracking early enough.
• Nearly half (47%) of struggling employees say their managers don’t listen to their concerns.
• Training is a strong antidote: 62% of non-cracking employees receive training vs only 44% of those disengaged.
• Prioritizing training signals care, builds motivation, and fosters retention.
• Managers can intervene by scheduling honest conversations, offering new tasks, and providing growth opportunities.
• Good leadership is critical—company culture can make or break employee engagement.
• Employees can fight back by identifying the root cause of unhappiness and discussing development plans.
• If growth opportunities remain limited, staff may need to switch departments, employers, or even careers to stop quiet cracking.

Source:
https://fortune.com/2025/08/18/quiet-cracking-workplace-culture-employees-burnout-disengagement-mental-health-billions-business-loss-managers-ai-promotions/

Quiet cracking describes a progressive decline in employee engagement and overall workplace fulfillment. While team members continue to meet business objectives, they may experience reduced motivation, diminished connection to our culture, and lower levels of energy. Unlike overt burnout or voluntary attrition, quiet cracking often develops beneath the surface, making it harder to identify until it impacts performance, productivity, and overall wellbeing.

https://fortune.com/2025/08/18/quiet-cracking-workplace-culture-employees-burnout-disengagement-mental-health-billions-business-loss-managers-ai-promotions/

Your divisions are dog sh-t. Always below the line of doom. LMAO 🤣

It's like losers arguing who the bigger loser is.

I have never met more people in my life who are ashamed to work at a company.

Everyone I know is looking for another job

Send a message. Do not attend. We have made clear what has to change and they have no intention of doing it. Do not give them any more of your valuable time to gaslight you into thinking everything is great. The only healthy way to handle an abusive partner is to go no-contact. Expressing your misery only makes them feel powerful.