#leadership

Good article from "The Hill" on remote work, flexibility and why mandates just don't work.

https://thehill.com/opinion/technology/5775420-remote-first-productivity-growth/

"...Leaders sometimes argue that stricter in-office rules are needed to fix collaboration or innovation. The better path is to raise the bar on management, not badge swipes. The Institute for Corporate Productivity report describes organizations that use “magnet, not mandate” logic, pairing remote-first defaults with intentional gatherings, clear policies and outcome-based performance management. The combination produces high trust, defined norms and sustained results.

The risk profile for mandates is asymmetric. If they fail to lift performance, you absorb morale damage and replacement costs while sending a public signal that policy, not management, is your lever. If they “work,” the effect often comes from short-term pressure rather than durable operating improvements. .."

"...Executives face a choice. They can pursue badge-driven control that fails to raise performance and risks losing their best people, or they can treat flexibility as a strategy, design for trust and clarity, and measure what matters. The organizations that choose the latter are building stronger teams and better businesses. The smart move now is not to roll back flexibility — it is to raise the standard for how you lead..."

No airline background, and remote from Sweden…

Bro, if you’re going to make this an ‘ask me anything’ type of event. Grow a pair and answer the top question, don’t have your staff delete it and pretend it didn’t happen.

From my perspective, there is little evidence of meaningful leadership within the organization. The senior management team appears largely aligned around maintaining the status quo rather than addressing the significant challenges the company is facing (all 'Yes' men in key roles).

There seems to be little willingness to communicate candidly with JG about the realities in the marketplace. In many cases, customers have lost confidence in SAS, and a growing number are actively exploring or implementing plans to replace our solutions. This trend is likely to accelerate in the near future.

At the same time, the company lacks a clearly defined competitive strategy and the VIYA platform has not resonated with many customers in the way it was intended. Unless these issues are acknowledged and addressed directly, the gap between leadership’s perception and the market’s reality will continue to widen. Just look at the SAS revenues at being flat or declining and one of our biggest competitors, Databricks, has 60-70% revenue growth and over 100% market valuation Y/Y growth. Not once during the company kick-off meetings did our senior management team even acknowledge the competitive battle we are facing in the marketplace nor was any type of competitive strategy discussed/presented. How is that possible? How can management present a revenue growth plan for SAS when we are clearly losing market share rapidly and there is no competitive strategy to address it?

If SAS were a publicly traded company, the current trajectory would likely invite significant scrutiny from the market and there would be rampant short selling. It's a very sad story playing out in front of so many great employees. I wish I could do more but, unfortunately, no one in power cares to listen.

@ka+1kk76xn44 said it perfectly.

150 Years of History, 0 Years of Perspective

I’ve been trying to process the absolute disconnect of AT&T’s "celebration," but the more I think about it, the more insulted I feel.

Today, leadership stood up and proudly touted a $250 billion infrastructure investment. A quarter of a trillion dollars. It’s a staggering number meant to impress shareholders and the media. But for the people actually building, selling, and supporting that infrastructure? We got a sticker and a stale cookie.

The "Grand" Celebration Breakdown:

The Investment: $250,000,000,000 for the network.

The Employee Reward: A single cookie and a sticker (and only if you were lucky enough to be at a "core" location).

The Message: If you aren't a piece of hardware or a fiber line, you aren't worth the investment.

It is genuinely embarrassing to work for a company that talks a big game about "culture" and "people-first values" while treating a once-in-a-century milestone like an afterthought. 150 years is a massive achievement, yet there wasn't even an attempt at a commemorative item or a gesture that felt permanent. A cookie is gone in thirty seconds; a sticker belongs in a middle school classroom.

The Downhill Slide

We’ve watched the employee experience erode year after year. Milestone anniversaries: once a point of pride in this company, have been gutted. To see them brag about billions in spending while failing to provide even a basic token of appreciation to the global workforce is the ultimate "read the room" failure.

We aren't asking for a slice of the $250 billion. We’re asking for respect. We’re asking for a culture that actually acknowledges the human effort behind the numbers. Instead, we got a sugar crash and a piece of adhesive paper.

AT&T isn't a "family" or a "culture" at this point, it’s just a giant machine that forgot it’s powered by people.

Sanjiv just hosted an EMEA Town Hall and announced significant reduction in EMEA workforce. Looks like GNT and Security will be hit hard, possibly including divestiture & partnering with other companies, but no doubt all functions and countries within region will be hit. Hearing rumours of 20-30%.
Now we have to wait in torturous silence until the EWC Works Council consultation process begins and ends. No doubt UK will be hit the hardest due to the significant hurdles in European law making it more expensive to get rid of people there...

For those of us who stayed on to the end of the call whilst the Leadership team didnt realise they were still live, the cat is out of the bag, as they put it!

I predict Gail will leave the company within a few months (if not sooner), whether it’s her own decision or not. I’ve been here a long time and I’ve never seen a CEO stay as long as her. Our stock is tanking, and has been tanking for at least a year. I cannot believe she’s still the CEO. She’s the common denominator in all of our troubles.

My group leader status changed to unknown at 5 pm. It’s now 5:25 I have SMS them they blocked me immediately? San Jose what is going on? Also s d** S** and A** status unknown

Noelle never led IT and Katya/Gina did not lead digital?

Really nostalgic for what the company once was before these two/three

Yes, Leadership is weak. Thoughts?

Nike Leadership finds a way to fail and lose shareholder value everyday...

Can't seem to get questions answered. Leadership doing the information trickle method, like the government does with bad news.

Will quotas be dropping since retail partnership is severing?

Right now quotas in SMB are near equal (sometimes more) than mid-market due to retail traffic.

Eliminating that and dropping the base down more than 50%, surely quotas are dropping (in a perfect world)

Mid-Market opportunities yield much larger deals, SMB opportunities yield small deals.
So more calls, more meetings, more closed deals to equal the same or similar quotas doesn't seem logical.

An old VZ coworker used to say Verizon may have logic and they have reason but never logic and reason together.

The current approach to promotions highlights a troubling double standard.

HR has proceeded with promotions within its own ranks including VP to SVP and reversed role classifications from Senior Manager back to Director, even though the rest of the organization was required to make those changes.

At the same time, commercial line-of-business teams responsible for generating revenue and driving business performance are restricted and effectively blocked. Across my organization, leaders have taken on significantly expanded scope and accountability, with direct responsibility for new business generation, revenue growth, and client retention. Despite these expanded roles, we were told during both job reviews and the annual merit cycle that promotions were not possible even in cases where retention risk and material scope changes are clear.

When HR the very function responsible for fairness, governance, and organizational consistency applies a different standard to itself.

Reminder Chapter 11 is not an automatic liquidation of the business. It's not the end of the world, is it a bad situation to be in YES but it's not shut everything down and everyone just goes home.

Will the company that come out of Chapter 11 be different than the one that goes in for sure, will it be what is needed to shed some leadership along with processes, procedures and products that we need to drop to survive hopefully the answer is yes.

Many of us will find new jobs and careers at different employers but at the end of the day Xerox as a brand and company (under a new structure after Chapter 11) will remain.

Many leaders, accountants and lawyers will make some good money off the entire filing of Chapter 11 and the company will come out the other side much leaner. There will be questions on if different services / part of the company is sold off and etc. of course.

At the end of the day.. everyone still at Xerox at this point needs to make sure that there resume, education and skills and/or retirement plans are mapped out. If your still young in the workforce make sure your doing things to make yourself employable by the industry your in not the employer you report to today.
"Chapter 11 of the U.S. Bankruptcy Code enables corporations, partnerships, and individuals to reorganize their financial affairs while continuing operations. It provides a structured process to pay creditors over time, often allowing businesses to avoid total liquidation. Key benefits include the "automatic stay" on debt collection and, in many cases, allowing the debtor to remain in control as a "debtor in possession""

The board should have a vote of no confidence in MF

Hi everyone. I'm currently experiencing soft pressure from leadership to not take my full 16 weeks of parental leave. My wife will begin cancer treatment shortly after birth and I already have a special needs boy to go along with this newborn.

I've been told "well, how will we promote you at the mid-year if you're on leave?"

I could definitely use the pay increase, but everything from leadership has made me distrust them. I know the right answer is to take my full leave and probably look for a new job while on leave (not at a core site).

I guess I'm just looking for some pep talks around not feeling guilty about leaving my already short-staffed team even more short staffed.

All of the bosses I had did the opposite of these. Most put up a front but it was mainly self serving.

1. They put you in the spotlight
   ↳In meetings, they say "This idea came from...," instead of claiming the credit

2. They step up when you're treated unfairly
   ↳If someone attacks your work without context, they set the record straight

3. They advocate for your promotion
   ↳Behind closed doors, they make sure your name shows up in growth talks

4. They take the heat
   ↳When a client's upset, they own the problem instead of blaming the team

5. They guard your bandwidth
   ↳They tell others "They're maxed out right now" instead of quietly piling work on you

6. They block bad work
   ↳They turn down projects that won't develop you or use your strengths

7. They boost your profile
   ↳They put you up for awards, stretch roles, or high-visibility work

8. They tell you straight
   ↳They mix encouragement with clear feedback on what'll help you level up

9. They support your ideas
   ↳When you pitch something new, they say "Go for it - I'll share the risk with you"

10. They honor your limits
    ↳They say "They're offline on weekends" instead of expecting 24/7 access

11. They listen - then act

12. They prove they care

Too much bloat with no added value and big checks

Updates coming to ways of working. They'll have us all in the office more in hopes the gas prices, commute, and micromanaging makes people quit. Theyve basically said as much to members of leadership.

I’m still trying to unpack that strange farewell town hall Cordani threw for himself.

How could neither DC nor BE acknowledge the layoffs that happened less than 1 week prior to this event and that are still ongoing?

I don’t even know what I expect from this conversation. I think I just need to know that everyone else thinks it was eff’d up and awesomely tone deaf.

EH, you can't rebuild with layoffs and you flying around! I had faith in your; but you proved me wrong...

Article: https://www.bizjournals.com/portland/news/2026/03/09/elliott-hill-nike.html?csrc=6398&utm_campaign=trueAnthemTrendingContent&utm_medium=social&utm_source=linkedin

Increasing bill didn't work
Matching paper bill didn't work
Delaying port outs didn't work and Dan had to back out

That organization cannot solve churn, they need expertise ASAP!!!

Looks like VPs are starting their exits now. We went from a skeleton crew to barely any bones left. Don’t spend that AIP payout because who knows what the next few weeks are going to look like. So long fellow associates who have been here long enough to remember the good old days when we had real leadership and transparency.

I saw some comments about how there is a push from leadership to restructure teams into a 30:70 - U.S.:HIH split.

I wanted to see if multiple people can verify this.

I know HIH is growing and they’re cutting US FTE but how true is the 30:70 split? If it’s true, then that’s all of us finished in the US

My impression: it's time for a change.
Raul has changed the Exec Board, tried a lot of things. Nothing helped.
Now a new leader will be looked for, with a new approach, new cronies.
It might take some month still, but I got a feeling the exchange of the CEO is inevitable.

What's your impression?

If leadership insists that work is most productive within office walls, I’m happy to lean into that philosophy. Moving forward, my office hours are my only hours. The 'after-hours' emails and evening catch-up sessions from the couch are over. If the goal is a strict office environment, then the work stays at the desk. Naturally, my output will reflect the loss of those extra 'home hours'—my metrics are already showing the dip compared to last year—but I’m simply following the new standard set for us.

Here we are in 2026:

https://www.foxbusiness.com/technology/ford-deep-water-after-sweeping-recalls-hit-every-model-since-2020-one-exception

(Ford only built 1,350 of the one exception, unrecalled GTs.)

Did Farley miss any bonuses?

Farley in 2022: Ford F-150 Lightning has exceeded Ford’s expectations as 200,000+ customers lined up to reserve one… exceeded production capacity for the 2022 model year.

Ford sold 15,617 units of the F-150 Lightning in 2022.

Did Farley miss any bonuses?

We pay our dues and when the contract is due, another benefit gets eliminated. Why do union leaders make so much money and NOT produce for the members?

Question for current DXC employees. Looking for honest perspectives from inside the company.

From the outside it often feels like DXC has been stuck in a long turnaround story. But what does it actually feel like to work there right now?

A few things I’m curious about:

How much do you hate or like working at the company?

What’s morale like inside your team?

Are your projects and client relationships growing, or mostly shrinking?

Do you feel like anything meaningful is actually changing at the company?

Are talented people on your team staying or are they leaving?

Is your manager engaged with your team or mostly invisible?

Do you feel leadership communicates clearly about what they are doing to grow the company or does it feel vague?

Are new projects focused on modern tech (cloud/AI) or mostly legacy systems?

How realistic are internal targets and deadlines?

Do teams feel stable or is there constant reorganization?

Do you feel the company invests in employee development or mostly focuses on cost cutting?

Would you recommend a friend to join DXC right now?

Really interested in real experiences from people inside the company...

Ship all tech to ITC that’s fine but don’t leave me at PHK.
ITC is not comfortable talking to the biz or leaders so unless you put it all in their hands, they will defer to those left at PHK.
Has to be all or nothing or you have a few at PHK doing all the legwork with wasted money in ITC.

Morale is in the gutter, and leadership clearly doesn’t care about keeping people motivated.
It’s ki-ling my ability to concentrate. Everything feels pointless when your work could vanish any day.
For anyone who’s been through this:

• How do you force yourself to stay productive?
• Do you keep performing at a high level, or just coast until it’s over?

Appreciate any realistic advice—especially from people who’ve survived multiple rounds.

what are your thoughts on shanon as the new AI leader compared to savnay? do you think she has a vision to turn it into a core flagship offering or will it remain optional feature with limited adoption?

People who communicated clearly and made you believe in the direction. Those people are gone. The ones running things now, I can't even follow their sentences half the time. Don't even get me started on the strategy. No idea what it is. They promote people who sound good in meetings but can't actually lead. And then they wonder why the good ones keep walking.

that senior leadership has "carried a bag" at some point in their career and been successful. Leadership like that came from other roles like ops (ww) etc have no idea of what it takes to be successful in outside sales. They pat themselves on thr back because they can read a spreadsheet. Meanwhile the rest of us that grind it out month after month have to listen to their bs.

I’ve been here long enough to see the pattern clearly, where we start projects with great enthusiasm, teams form, plans get made, and work begins with real momentum. Then a few months in someone in leadership reads an article or hears a new buzzword and everything changes, new priorities appear, old projects suddenly get labeled as not aligned, and the goal posts move so far you can barely see them anymore.

We end up abandoning half finished work and starting fresh on whatever the new thing is supposed to be, and the amount of wasted effort that piles up from that cycle is staggering because hours, weeks, and months of people’s time just get discarded when leadership cannot stick with a direction.

Then leadership turns around and wonders why execution is a problem, even though you cannot execute anything when the target keeps moving before the work ever has a chance to finish.

I've stopped bringing ideas up. What's the point? The people running Humana are all friends. They protect each other, promote each other, cover for each other. Anyone outside that circle might as well be invisible. You could have the best idea in the world and they'd still find a reason to say no. Not because it's bad, but because you're not one of them.

There was a time they would have addressed it, or at least pretended to. Leadership these days doesn't seem to care. It's bizarre. You get the feeling that if everything fell apart, they wouldn't blink. I guess astronomical income has a way of making you deeply uninterested in what happens next.

We've been losing so many people for so long, especially the talented ones. If leadership came up with the perfect plan right now, we couldn't implement it. We're past the threshold. We've lost the capacity and the institutional knowledge to pull it off. That last big push was our final shot, in my opinion. And we blew it.