#director

If there’s a hiring freeze, why is there a new Director, Workforce Manangement, that’s just hired and announced starting today?

And why are first line managers Directors?

At most other companies Directors at least second line managers.

What are qualifications to become Director

Just had the new AVP for IHX on a call today and the hypocrisy was next-level.
He opened strong — energetic, excited, leaning hard into “we trust you to run your business” and “enabling leaders.” Sounded great. Then we got to slides 2 through 16: a long list of non-negotiables that basically scripted our entire day. So much for trust and autonomy.
The one that’s hardest to swallow: every associate director now has to be at their hub by 7:00 AM. No exceptions.
What are we supposed to do about our kids? School drop-offs, morning routines, actual family life? He literally preached work-life balance during the call, but anyone with basic math knows if you’re at the hub by 7, you’re not getting home until after 5 (and that’s assuming you leave right at 5 with zero wrap-up).
Who’s waking up at 4:30–5:00 AM every single day just to sit around until things actually start at 8:30? This isn’t enabling leaders. It’s the opposite.
This is yet another signal that T doesn’t actually care about employee wellbeing or retention. They talk a good game about trust and balance, then roll out blanket policies that ignore real life.
Anyone else in IHX getting this same message? How are people supposed to make this work long-term without burning out or just leaving?

Is that a bad look for the layoff list ?

When is it coming? It’s just suffocating to have 3 layers of directors over 5-6 individual contributors. They do not have much to do but to keep creating new sheets or presentations.
Also wasting time on 1:1s , team meetings at each director level. Why do they waste so much time?

Obviously a tiny part but heard that a Director and 2 AM’s got tagged earlier this week. Speculation is one of the AM’s got hit to save the Director a spot. When level bumping is being discussed it usually means things are getting real.

They are like Russian nesting dolls. Often they with 3-4 layers of directors reporting to one another and sadly none knows enough about their business or function to e mildly effective! Leadership at JPMC is much more streamlined and effective.

Has anyone heard about the Out of footprint enterprise expansion teams getting their own dedicated directors this year?

Things used to get done in hours it was the gold standard of support. The VP has no clue. The Director who knew what to do left and won’t even answer questions she directs us to the new leadership. You put people over the teams that are not qualified. The people left behind are leaving. Tickets take days across all support. Give us our access back. The coe for mobility just died next to the wireline support.

Now that Maverick has launched and it's start of first quarter, I heard from my director that ISG and CSG is supposed to get heavy cuts.

Digital team was bracing for an impact .. hardly anyone impacted. It was surprising given how much Dan hates our digital experience.
All 3 layers of directors are intact before they hit working level team.

Not saying they attributed to the sales scandal culture, but many seem to be Wells Fargo lifers. Why are they still around?

Following up on a previous post about Directors being required to list what they do to earn their paychecks. Anyone heard anything new on this? "Was asked to put in four bullets what my role is with metrics supporting it? Can’t say “Oversees” or anything high level. Is Director level being hit next?"

Too much fluff for roles that don’t directly add to revenue generated and the bottom line, and hence must be cut.

Comment if your manager is worth saving, and why?

To "Win Now" the goal was to reduce GT cost while making it leaner, faster with reduced management layers.

Yes the GT cost was reduced and few bloated orgs were made leaner..

BUT - a lot of "does" were eliminated and we still have many layers of management. In my domain ( and many others) we have 3-4 managers managing 5-6 FTEs. On top of this we have two directors ( 1 Product & 1 Engg) in each area of the domain and another layer of two Sr Director ( 1 Product & 1 Engg) on top. To make a decision I have to align with at least 6 people on managerial role.
On top of this the idea to blindly lay off everyone in remote role without relocation option (except few orgs like DAI/AI ML) was very short sighted, lazy, biased and borderline unethical.
End result : GT will still be slow due to heavy management layer and because GT lost the "doers" it won't deliver anything meaningful. The "does" who are left will be forced to su-k it up to their managers instead of doing what's right for Nike. Hold on tight - It's going to be a downward spiral.

New title? New level?

Controller, director and a couple more bounced. Ruthless!

This feels like an Elon Musk moment. Was asked to put in four bullets what my role is with metrics supporting it? Can’t say “Oversees” or anything high level. Is Director level being hit next?

Anybody else feel like Verizon is just jester maxxing at this point? I mean when I used to go into the cubicles at work, I feel like I was frame mogging everybody around me. The office layout is straight up narrow maxxing at this point and it's giving micro.

Think some of the directors may need to start bone smashing pretty quick or else there cortisol levels will be spiking.

Hope JC as new creative director can control MV from destroying the brand!

We have all said it, there is at least one director out there that we want to know why they are even here. I personally want to apply out of my spot but don’t want to be in a toxic environment especially when the fruit goes bad from the “top” down. Any suggestions on which directors to avoid and why?

I have been an executive for a several years now and have rotated thru Sales Manager , Merchandising Manager (SMM) and now MBA looking to get a promotion to Director In Store in the 🤞 near future any advice on what I can do to stand out and make this happen, I have been in discussions with my store manager on how we will get me there but it’s always good to get extra input on what might help

What can a director expect to get as a severance package?

There's a tool I built at work that, per my director, is saving Dell $1M a year at the least in operational expense. I go away, and there's no one to manage the tool. My teammates are capable to learn coding but they've got their plates full too.

Would this be ( in general, not specific to Dell ), a good approach to being layoff immune or what would be a way to live your life as an individual contributor in big tech companies and not worry every day whether you'll login to your computer successfully?

It should not be this hard. Artificially inflated titles and $$. My AD has 2 directs and my directors has total 7 people including contractors.
It’s laughable how much inefficiency these people are adding.

That would be a welcome change in stress levels for us lowly folks.

I’ve ventured out to look at my calendar once or twice on a weekend because I need to plan an appt or otherwise around work calendar and realize other people are online (managers/directors). Do they really work on weekends? And if so, why?

Take this with a grain of salt but I heard from two unrelated sources that there will be a 1K cut at the end of March with the focus on mgmt (Dirs, SVPs...) We'll know soon enough but that layer is fairly fat and this is exactly where they would get the biggest bang for the buck (and the impact will be minimal).

Can manager or director reduce/increase STI assuming that Dan said "100%% and level is "performing"

I am in the OI product org, director level and was just let go.

https://x.com/fbiminneapolis/status/2024243315244151182?s=46&t=9nIyOHJEL5FPFCU0O12gSw

Going to be small but Community and Commercial banking are going to lose some Executive Directors and possibly one Managing Director.

The only way to cut down on bureaucracy and be cost responsible at the same time is to actually thin the leadership layers.

Stop approving vp-reports-to-vp nonsense, systematically thin the senior director level and give their authority back to people actually close to IC's.

Anything beyond this is lip service to excuse layoffs of people who actually do the work.

@@@ 3 layers of directors that don't do the work. They are next for consolidation with Frontier this year.

Is a B5 IC Principal role less safe from JE than a B5 Director role? Wondering if IC roles at that pay are first to go and if being a people leader gives you more stability.
Are B5 more safe from JE than other bands? Why is this place like this?

Not sure how true this is but my director said they heard rumors - just rumors - that a 10k WFR is planned for the next 3 months. At least half of which will be in February and March. I do know they are part of a leadership TEAMS chat because they told me so. I asked which orgs were being hit, or likely to be hit and was told that from what they have seen in the chat, ISG, CSG, Sales/ISR's are being targeted, along with higher level Maverick folks.

idk how true this is but this is just what I was told this morning.

In case people have not heard the directors of several LOBs have granted remote work during the time when everything in Minneapolis is going down.

Literally, 400-500 people report into her/her directs. Some of her direct D's have 40-50 people by themselves. What exactly is she delivering for Citi? DCRM? That's a joke - the data concerns are not resolved by her team. Her data concern team, led by her MD Donna G, are glorified p;roject managers setting up meetings for others to resolve the problems. Why do they need so many people? Reference data? That by itself is a joke at Citi considering that security master central itself has so many issues with data accuracy. At smaller firms, her team alone would make up 50% of the org. This is highway robbery.