#leadership

Was in a call yesterday where a vp said "we are locked in a room in sunbury, trying to figure out and setup the new org and reporting lines" for the capital dev team. Seems like we are "reinventing" the wheel again. Incredible waste of time and resources, whilst some leaders egos (and pockets) get boosted. So fatiguing.

A long time well respected veteran retiring ...an unqualified minion chosen = disaster waiting to happen

A single capable person? If there is, who is it?

You wouldn't believe how many talented people are stuck here doing nothing useful because management won't get out of their own way. They constantly override the people who actually understand the details and then act surprised when nothing works right. After a while, even the best folks just stop caring and go into survival mode because what's the point of trying anymore?

Outside of ignoring problems until they get worse?

Why do industry observers and specifically BP staff automatically give high praise to Meg? Can one person from the outside manage to upright a failed strategy and a culture which abhors change?

I report to someone, but after they flattened the hierarchy and got rid of all the middle managers I ended up reporting directly to the director in my org.

He's not interested in or capable of leading a team. I never see him except during our monthly 1:1 (which is basically just a monthly recap so he can tell his boss what I do).

There's no leadership here at 3M anymore. Just a bunch of disinterested, self-important jagoffs having meetings because they didn't know what else to do. And nobody can get promoted, so it's never to change.

I’ve been here long enough to notice how often the company seems to shift based on the latest trend. Some trends fade fast, while others stick around much longer, and I don’t think we always know which is which. I wish leadership would think further ahead instead of treating every new moment like the whole strategy.

My last day can’t come soon enough. This has to be the worst sales leadership in the whole industry. My 5 year old grandkid could do a better job than the SVP and he doesn’t whine n’ cry as much.

Cronyism rules! Very bad leadership except in IT. Then UHG bought them and allowed them to be over two established groups and they tanked those groups. This company brought a massive breach, which is public information, they also brought a “l@wsuit” over their claims system. The breach has caused so many layoffs yet their leaders keep their jobs because they have the ability to pick who gets laid of. Toxic group!

Should be exactly what its always been, "The Fleecing of Lumen Humans" . She might as well tell the truth while she lines her pockets.

Curious people’s thoughts or knowledge of Gunjans announcement from last week announcing the new AiDI org and the change of moving Ankit under CBB product. Seems like a big change that will shift how we work but can’t quite piece it all together, and if it’s viewed as a positive move. What say you, layoff people?

Kyndryl is dishing out shares worth hundreds of thousands of dollars to execs in the middle of a redundancy program

CEO Schroeter's latest stock award takes his total tally to 2.449 million shares. Likewise, Keinan now owns 1.603 million and Chugh 184,455.

The average wage paid to a Kyndryl employee in 2025 was $39,464 versus $15.8 million awarded to Schroeter

https://www.theregister.com/on-prem/2026/06/09/kyndryl-showers-execs-with-shares-while-staff-ponder-redundancy-packages/5252181

I’ve been here long enough to see how decisions get made, and it doesn’t feel great at all. A small circle seems to have most of the influence, while everyone else just waits to see what changes next. I know no company is perfect, but I’d like to be somewhere that treats employees as more than expenses. At this point, I’m thinking it may be time to look around.

We lack vision and long term planning. We opt for layoffs because it's the easiest option to free up capital when our stock is going down the drain. We forget that the employees that we let go have context and knowledge domain expertise. By the time we realize, we're going to try and patch it up with rehiring but getting ramped up and onboarding takes time. At the end of it, we would have lost capital, opportunity cost and market share. I genuinely want to know who is driving our transformation and strategy? Are there not any business case studies we can look at? How many companies have successfully pivoted away from third-parties to DTC? Even Apple sells their products at other stores. How many companies have succeeded in GC? For a company of this caliber, I would have expected that we have some risk-based assessment when making these plans. I'm sure Nike would have its own Harvard business case study one day at this point.

@kp+1krea8g33 hits the nail on the head.

You can't slash decades of collective knowledge for a small budget win over and over again and then look confused when everything starts falling apart. That isn't bad luck, that is the direct result of your own choice.

I am consistently astonished to observe that during every layoff at Walmart, none of the leadership seems to be affected for an extended period; they often return to the same position or role at Walmart after being impacted.

Positions such as Directors, Senior Directors, Group Directors, VPs, and SVPs are rarely affected here at Walmart. Additionally, their employer benefits could potentially save hundreds of jobs for individual contributors who genuinely provide significant value to the organization.

Ultimately, it is the individual contributors who truly bear the brunt of these layoffs.

Nvidia CEO Jensen Huang publicly praised Qualcomm’s mobile capabilities and humorously told investors to "buy their stock", Nvidia simultaneously announced the RTX Spark superchip to target the "Windows on Arm" PC market.

Meg just announced the structure of the new Organisation

“From )1 July, we will move to an Upstream and Downstream operating model, replacing our current structure of Production & Operations (P&O), Gas & Low Carbon Energy (G&LCE), and Customer & Products (C&P).”

Now - here is where the jokers lay:

GB is now “EVP, Upstream”
RH is “interim” EVP, Downstream

These are the only two gents listed so far…

What are waiting for and why are you so passive? Shareholders have been wiped out and you seem like all is fine. Not it is not! There is one scoreboard for a public company and you are losing. You will be out of a job at some point unless you take decisive action. This company need to be broken up into to pieces (Merchant and FI). Your team is not capable of dealing with the size and complexity as it is comprised today.

AC and his direct leadership team represent a significant leadership investment, yet employees continue to ask a simple question: What measurable value has been delivered from the cloud migration program?

The organization has become increasingly management-heavy, with governance and project management often taking precedence over technical leadership and engineering execution. Many engineers feel that recognition and rewards are concentrated within leadership, while delivery teams carry the majority of the execution burden.

Before investing further in new transformation initiatives, Gunjan should push Dilip to review and reorganize this organization, assess its effectiveness, and ensure leadership costs, accountability, and business outcomes are properly aligned.

Just saw a post on LinkedIn that was

Excited to share my next chapter at Xerox! And then the post went on to share that this person moved into a director role and how they will continue to help Xerox on the transformation journey.

What wasn’t said but I bet is true: 1) this person is part of the 20% moving up at Xerox 2) while others whine about no pay raises this person created their pay raise 3) this person will continue to change Xerox for the better.

Congrats to another 20% worker changing our company for the better. Yes this was posted in the last 24 hours and this person moved into a new position after a round of lay offs.

I got employee appreciation messages today from three leaders at different levels in my group. When I pasted them into Pangram.com, I learned they were ALL 100% AI generated!!! Really diminishes the impact, which was weak to begin with...

Kelly King and Bumbling Bill made an agreement when Gargamel took over that he wouldn’t remove the pension for 10 years. Not sure if that was the day of the merger or the day Gargamel took over. But the pension will cease to exist in way less than 10 years.

The question isn’t why they’re leaving. The question is… what do they know that you don’t?

Morale is collapsing. Talent is walking out the door. People spend more time worrying about where their job might be moved next than how to grow the business. RTO and FTW are a major distraction and ruining what’s left of the company.

Meanwhile, leadership remains fixated on RTO, badge swipes, and presence reports as the company continues to lose ground.

RTO hasn’t created growth. It hasn’t created innovation. It hasn’t improved execution. It’s become a distraction from the real problems and significantly reduced hours. I can’t get in contact with anyone in the afternoon anymore.

At a time when the company needs stability, focus, and a reason for people to stay, leadership is kicking the company while it’s already down.

You can’t attract new young talent when you have prison policy. Nobody worthwhile is willingly signing up for this.

Our VP ..HT.. announced he is leaving. I was told he's an ahole but even he couldn't put up with the bigger ahole that's now his Boss. Yes Sh--Charity managed to scare away even Thakkar. Rumour has it they had a falling out. Pure SH-TSHOW!

CRM here. We are overwhelmed. Supporting 70 plans is way too much. My friend at Voya who is in a similar role has 36 plans. Plus, they have a CRM assistant. We have nothing like that & need it. No wonder the company can't retain clients. Many of us are fed up. Our leadership is out of touch & checked out. Leaders only pay lip service to our needs.

What are everyone’s predictions?

So our claims team hasn't had our monthly team meeting with our director in the last 3 months..all he did was talk the #'s of the dept and bits of info and give people there anniversary props who had one. then we would a a Q&A...he was so prompt about this but its changed over the last few months...has anyone had anything similar with thier depts over the last few months also??

Just heard AS put in his notice, was he pushed out or decided he had enough? Anyone in CIS heard from him?

Not super surprising with CIS buried in FAST. What does this mean cybersecurity at Nike?

Looks like that SF lost her mind. There was a couple of urgent L2 level leadership meetings and additional cuts and savings asked. Is it the aim of SF to destroy the company? When she will finally understand that leading the company is way more then financial numbers? Is she finally loosing her support to lead this Titanic?

Can someone imaging she survive as a CEO any longer? I never seen something like this. Only Kelly Beaty could be worse choice.

State Farm leadership is cookie cutter corporate garbage. When the person above and in front of them stops they put their head up their azz. Leadership no longer has the heuvos to defend and support their subordinates. It is each man for themselves and their hypocrisy runs deep when they preach teamwork.

It is so sad to say they are so brainwashed to believe in the hypocrisy. Leadership at State Farm is a term that is abused so bad it has created dysfunction. The worker understands this and can no longer believe in the ethics of the company mission and vision statements. Failure is inevitable with leaders of poor virtue.

Lot of high profile exits

At the ISP Town Hall last week, during the agenda portion at the beginning the moderator mentioned QA’s and a meeting pulse. Eric said “you’re not going to allow 4-1 questions right?” Leadership in the room all giggled. Then he said “gas prices are high, can we go to 3-2, what an absurd question”. So dismissive and out of touch with the everyday employee at his firm. He’s referencing the Rob sharps town hall last month when him and the MC dodged all questions regarding RTO. Not everyone can afford a personal driver and a nanny while he leads a company into layoff after layoff, a crashing stock price etc.

• AT&T: $29.58 → $22.75 (-23%)
• T-Mobile: $102.53 → $180.40 (+76%)
• S&P 500: 3,115.86 → 7,465 (+140%)

Nearly six years later, AT&T’s answer to every problem seems to be more RTO, more presence tracking, and more control.

Meanwhile, T-Mobile continues to outperform, remains remote or hybrid for corporate employee managers, and has become a destination for talent that no longer wants to deal with AT&T’s five-day office mandates.

T Leadership keeps talking about where employees sit while competitors are focused on winning customers, growing the business, and attracting talent.

The stock charts tell the story better than any town hall BS story or August 2025 manifesto email ever could.

Our favorite minister of people and culture is still proving herself adept at survival and sorcery. Taking out and clearly eviscerating a Chairman of the Board with allegations of misconduct is pure corporate Hunger Games! Is KD’s on borrowed time? Or at this juncture a useful pawn?

People will make sacrifices for a company with upside momentum. A company growing fast. A company where employees share in the upside growth.

That’s usually how the deal works, you give more, and you get more.

Maybe it’s equity. Maybe it’s stock appreciation. Maybe it’s career opportunities. Maybe it’s the feeling you’re building something special, but let’s be honest… Nobody believes AT&T is becoming the next Nvidia or SpaceX.

The stock has spent years going sideways while leadership lectures everyone about being “market-based.”… In an actual market-based environment, employees who make sacrifices are rewarded for them. They share in growth. They share in success. They see opportunity.

Here the expectation is simple… commute more, spend more, give up flexibility, absorb the cost, absorb the stress, and be grateful for the “privilege”. The company keeps demanding more while offering less. Less flexibility. Less trust. Less autonomy.

The problem isn’t that people don’t want to work. The problem is that leadership keeps asking employees to make sacrifices without offering anything meaningful in return.

The one thing this company actually had going for it was flexibility. Leadership took that away too, and now they’re surprised by the results.

What happened to the people who actually knew how to lead a bank?

The way leadership picks who gets cut here is totally random and makes zero sense. They've let go of some really talented people plus newer folks, and none of it seems to follow any pattern.