#leadership

Mike and his whole team need to read.
https://www.inc.com/howard-yu/what-circuit-citys-ghost-can-teach-2026-ceos-about-the-dangers-of-efficiency/91318594

Is there anyone from
Worldpay here that can offer some insight into what kinds of communications they are receiving from their leadership?

After the worst day working for this company in over 10 years I want to know how many VP's are losing their jobs? I am a 'lucky' one and am staying as an FTE but I feel sick about what has happened today and the spineless way the VP's handled the meeting. The upper management should be ashamed at how they have mismanaged this company. A show of the worst aspects of capitalism was displayed today. Too spineless to make people directly redundant and give them a redundancy package they have earnt from years of services. Forcing them to another company which a quick search shows are morally repugnant and treats employees as disposable assets. How long will it take for the board to step in and make the needed changes at the top? The changes in employee numbers over the last 5 years is shocking. Senior managers; You have broken trust with your employees, you have broken our morale, how long do you think this company will survive when you treat people like this.

Are we serious with this non sense ? They don’t even come to the office , last meeting I was in with them they were in their PJs with a mess in the back ground … another one of aces excellent hires from the dregs of dead companies and terrible cultures .

Go check out Robins latest post on LinkedIn, Vincent's back...laying out how things really are at BNY.

Its amazing DXC Execs towards the end of each quarter come on call and tell employees "lets finish this quarter strong, keep up the good work". Typical reactive thinking where were you at the beginning and the middle of the qtr, by the end it should be all wrapped up. The approach sums up their reactive thinking on important things like pay and growth. Incapable Execs.

How do they keep getting away with things that would get anyone else in trouble?

Why is this leadership incapable of being fully transparent? They let us sit in uncertainty, guessing and hoping to hear something official that rarely arrives before we already managed to find out what's coming. Do they really not see how that's affecting morale and makes us trust them less and less?

Kari leaving the company, but will remain through end of May to support Nicole.
How do you all feel about Nicole becoming the new CHRO?

"Join us for a live session to learn about professional production-grade software development via vibe coding."

Yes OTEX "leadership" really are that stupid.

They think Vibe coding with cheap replacements in India that do not understand the products will work.

What could possibly go wrong?

People that were laid off were lucky. They are no longer subjected to nonsense like this.

Just as we get going, we have to pivot to something else. There's no way to be successful in such an environment and I'm getting pretty tired of it.

March hurt. Two of our best and brightest left voluntarily despite having the coveted virtual designation and being only in their 50s. Each put on a good game face for why they were leaving but everyone knows they got tired of the lack of leadership and apathetic coworkers putting in the bare minimum. Morale is in the toilet and no one is trying to do anything beyond keeping their heads down and a clean presence report. T counting badge swipes, butts in seats, and key strokes as markers for success is cultivating apathy, resentment, quiet quitting, loss of morale, and disintegrating culture. No one else is paying employees this much for mediocracy which is why only those who saved and invested and have pensions can tap out. The rest of us suffer and grumble largely in silence. Most don’t even want to hear themselves complain anymore. I realize how sad and pathetic this post sounds but this is where we are and I am.

It’s a strange kind of “progress” when a company like VF, home to brands that market empowerment, exploration, and modern values quietly reshapes their leadership team into something that looks like a throwback out of a 1990 golf tournament brochure - a lineup of men with the same haircuts, same resumes, and same golf handicap index. Not a woman in sight unless she’s HR or planning the holiday party. TNF is a brand built on pushing boundaries, and yet we find ourselves cycling out female leaders only to rapidly replace them with the most like-minded male candidate within reach. It’s starting to feel less like strategic evolution and more like regression dressed up in corporate lingo. At a certain point, you have to ask.. is this about “best person for the job,” or is it about comfort, familiarity, and an old boys’ network reasserting itself under the radar? Because when diversity disappears at the top, it doesn’t just change optics, it’s a narrowing of perspective at the exact level where our strategy gets shaped. And most importantly, the same leaders making these decisions have daughters that will someday look for examples of women in leadership - and how disheartening it will be when they realize they can’t find any here.

At what point do they get rid of the Stephanie and her people? The stock is down 33% in the last year, 66% in 5 years. 2/3rds of the company disappeared. This company is going down the drain, are they not seeing it or what??

I’m stuck in a three-layer sandwich—Sr. Director, Director, and AD. Sr. Director seems calm and confident, but the Director and AD are all over the place. Priorities change almost every hour, so the team is constantly scrambling and redoing work.

We’re getting pulled in 10 different directions at once, including being pushed to work on things that don’t even seem relevant anymore. It’s honestly a pretty chaotic and frustrating environment.

And the worst part—there’s no escape. Hardly any internal roles are opening up within Verizon right now.

1. Unethical Leadership
2. Brown nosers
3. Everything else

That's all. Thank you.

There’s NO Way the board will keep pushing gramps on stage for much longer. Analysts suggest Verizon is shopping execs in Europe. Does anyone keep up with Vodaphone Execs who might make the jump to save a sinking big red?

Why does the leadership keep doing this? What's being achieved? We lost two of our most valuable team members today. I've only been here for four years, they both had 15+ years with the company. I don't understand how you just decide to get rid of people who are so important for the future of the company.

Why is there no structure at Verizon? Someone in Leadership in retail, who hasn't spent 2 weeks in a direct business sales role can move into leadership in the b2b channel. When did they prove their marks, show their grit, make their strides?

Someone in a AE role can jump to a senior leadership or AD role? When did they work with the larger customers in between, learn to navigate large business, share ideas on winning the deal?

Someone from any other role overstepping into a leadership role, or senior role, that others are already working towards. Why? Why no structure? Why no set steps? Why not automatic advancement based on seniority and the ability to opt-in...

Wouldn't it make sense to say you can be anything you want at Verizon l, just follow the steps.. have some structure

• Maurice Smith, at today's town hall.

Brain dead.

Also: he says culture is strategy.

He means culture eats strategy for breakfast.

It is a famous quote.

From a book.

You know, the things he says he does not read.

Ever sat in a meeting where someone declares that your company is “growth-hacking” and “working at the intersection of cross-collateralization and blue-sky thinking” and called bullsh-t? Turns out you were right.

A new study out of Cornell University published in the journal Personality and Individual Differences found workers most excited and impressed by corporate speak may be the least equipped to make effective, practical business decisions, and it can leave companies with dysfunctional leaders.

New study finds that employees impressed by corporate speak may be least equipped to make effective decisions

This video describes perfectly the type of people who advance at 3M. Hint: not those who work the hardest neither the ones who deliver results.
Does the wolf remind you of any leaders?
https://www.youtube.com/watch?v=outRuy6jrKY

Whoever come up with this migration plan should be fired on the spot. What a complete sh-t show. No support. These leaders have no clue.

Is the now tech strategy different from MD’s? and if not, aside from new LT appointments, why the layoffs considering a justification was given for the last reorg was mere months ago.

Is the comp bleeding that bad?

The management in multi-contact is a Joke, and yes I mean at the L2 level. what kind of cr-p show are they running? Constant THREAT of metrics is overwhelming the reasoning all efforts are failing is because the people taking care of their customers are overwhelmed, exhausted, led by these leaders who use fear tactics and great agents being pushed out the door! I don’t believe every manager is bad but my new manager will be the reason I’m leaving! I hope you all know your a number and not only will multi contact fail, Wayfair will fail, fix your resumes and start applying now

Leadership doesn't care about the software/database customer. As a result, anyone and everyone is just a number.

Leadership is also aware that it is not as easy as a flick of a switch from Oracle DB/software to something else, particularly the enterprise ones. As a result, they will keep rising the prices or use the vendor lock-in tactics until it gets to a point where it doesn't make sense for the customer. By then, they would be AI ready, and whoever is left is just another number, all over again.

The way forward is AI and maybe some stuff on OCI, meaning a Data Center company. Software is on its way out, no new features.

Why does leadership behave like this? Because they can! You are all adults. Get a grip!

High performers find problems. They identify gaps. They raise their hand. Challenge the status quo. Challenge leaders. Support their fellow employees.

Wonder why you’re surrounded by a ton of slackers? They don’t identify problems. They say yes at a sloths pace to their bosses bad direction. You see it as we-ponized incompetence.

Take a hint from their playbook. We-ponize some incompetence. Say yes at a sloths pace.

My personal PC and work comp are next to each other so while reading a post on here, I chose to look up the RTO policy as it stands right now.

"As we transition to the enterprise platform on May 1, 2026, individual and leader dashboards on Workday will be retired. However, the expectation remains the same: if you are designated as on onsite team member, you are expected to work a regular day from your Dell office five days a week. While attendance will not be actively shared at the individual or leader level, this expectation is non-negotiable."

This is CLEARLY part of MAVERIC considering it's "supposed" to roll out in May and it sounds like Workday is going away? If so, will we have visibility on whatever the new tool is?

Or does this mean that they are no longer going to track us... Which sadly I don't think is the case.

I feel like one of these things...

A: They (EXEC leadership) doesn't want us - or managers - to know how many days we have in office - so we can't "plan" any days off or get warnings from our managers to go in more often..

B: They make it seem as if they aren't tracking us - but they actually are

C: They decided that of those required to be onsite, the majority are obeying and now they no longer care to track, as they "whipped us into obedience."

Contractor Barton Malow, keeping its eye on the future and preparing for innovation in its organization, has given four executives — two of whom were members of the company’s C-suite — additional responsibilities.

https://www.constructiondive.com/news/barton-malow-c-suite-executive-changes-innovation/815289/

This last round of layoffs were brutal across the company and the area I work in got hit hard. I have mixed feelings as I still have my job (mostly care about health insurance) but the workload has doubled. I am close to retirement so I don't care too much if I get laid off. If this gets any worse, I will leave in a year to 18 months.

Sadly, I have lost trust in our Senior Leadership

• They want us all to come into work but if you look, most of them all work from their homes that are not in the Dallas area. Somehow its OK for them.
• They have shifted so many jobs to Poland and India but all the Executive Leadership jobs are in the US.
• They rarely promote team members in the US except for their Executive team.
• They don't allow any travel for the rest of us but they travel for "connecting with people". They barely connect with anyone in the US. They live in their ELT ivory tower.
• There is 0 value for your loyalty.

It looks like it will be in April. We'll also see what the announced third-quarter results look like, which will say a lot about the scale. I think the Senior LT already knows exactly when and how much layoffs will occur. I hope they reform the FTS properly, because the current structure and management are a disaster and a flight without a pilot.

Has our CHRO actually ever worked anywhere, ever?

The completely empty vacuous statement…ignores the utter despair of operational teams right now

Such a poor ELT! no vision, no direction, no leadership but just a group of fools that don’t understand market trends but only know how to through fancy slogans to the air.

The reason we’re in this mess is that tech teams lack guidance. I hope they bring back Enterprise Architecture with a vengeance. I see it everyday, rank and file engineers either don’t have time or the vision to design the next generation of applications at Nike. One good architect is worth 10 SW3s if you give them the authority to see their vision through.

There were layoffs right after Jon left Sharp for Inova. At Inova he has been leading a lot of digital and AI transformations rapidly which makes some of us think we may see layoffs soon. Wanted to get a sense of how his stint at Sharp was and if he is a high velocity transformation chief who might leave behind a trail of bodies and layoffs or if he is someone who is great for the long haul?

Will Dan finally deliver on his promise to share his grand plan for the future or will this be another wasted 30 min. listening to him ramble on about nothing?

One week it’s “focus on growth,” the next it’s cost cutting, then it’s something else entirely. No one knows what the priorities are anymore, and it shows in how teams operate. At this point, the layoffs don’t even feel shocking, they feel like the obvious outcome of nonstop chaos.

A strong organizational culture is critical—once it erodes, the organization risks becoming rigid and ineffective. I’ve observed a growing pattern where hiring and leadership decisions appear influenced more by familiarity or networks than by merit and capability. When talent is no longer the primary driver, and internal politics begin to outweigh performance, it can weaken long-term innovation and competitiveness.

If this trajectory continues, there is a real risk of repeating the challenges we’ve seen elsewhere in the industry. Sustaining success requires protecting a culture that prioritizes merit, diversity of thought, and strong technical leadership.