#leadership

So on a local level in field can only go by what we see and know.What we saw was low level low pay first line bosses getting riffed .While not very useful they might actually have some use!Yet we saw no upper management like 2nd or 3rd liners who actually do nothing but make misery along with Tons of money!!So what we see is this is all a joke .Dan just needed a bit more cash flow from the bottom of the pile.This just means our next contract is gonna be really fun with Dan since he really loves to Rob the lower paid working groups .While moving in all his over paid paypal buddies!!!

Wild these positions we’re left untouched - some poor decisions have been made by this one impactful ones, but yet she still hold the job kind of wild that my director didn’t even have a call with us to say he was leaving Only to have no transparency of really what’s going on with this company but this one’s still kept their job

Utter waste of time and money. Intel needs a real credible CTO who actually understands the technology that is vital for Intel's future.

Been a loyal NTAP employee for over a decade. I was told to burn my PTO in exchange for all the time off that i wanted. Then you lay me off and keep the $20k that I would have had coming to me if you had not told me to use it ASAP. So glad to not be working for this company anymore, how awful you are to the people that once made you great. What a terrible leadership team that is now in charge of a once great company. Keep sc--wing your employees and see how that works out for you in the very near future........

They are trying to run off all tenured employees. Don't want people to stay. 70% of employees in most areas have been with SF 2 years or less, per plan. We are the Dollar General, Waffle House, $8 Wine Box, Carnival Cruise, Disney Movie Remake, Quiky Mart or excuse sir can you spare some change of the insurance industry. Bottom of the barrel! Look around, look at the people we hire, feels like you are standing in line down at the DMV ..... The people running this place are total trash, and I pray they will rot in #$%@ when they die! F-ck off SF!

i did not get change to attend many meetings.

This is not the first time Target has failed. Had they learned their lesson after failing to launch in Canada they would not be in this mess. They believe they can tell consumers what that need and want and that’s just not how it works. Value is such a subjective thing and Walmart and Costco have successfully tapped into this. I remember when I started 4 years ago and barely shopped at Target as a consumer because I was on a tight budget. Once I got my employee discount I figured it was worth it. I stuck to groceries and avoided the stuff I didn’t need. I told my senior director that Target may be off putting to people on a budget and maybe that should do a fun marketing campaign making fun of overspending and that you could grocery shopping on a budget. His response: we have teams that look into marketing and for me to essentially stay in my lane. This is why Target is failing. Leaders think they know better. I left a year ago and just shake my head at such an avoidable situation.

Adding another Shankar thread ..

Why is he still around? Have we not learned any lesson ?

I made it through this awful week, and I am so sorry for those who were impacted. They did not deserve this. The process seemed utterly random. I would gladly switch positions with any of those laid off since I was planning to retire in the next year on my own. I cannot be the only one in this situation, but there was no way to self nominate. I call out the pathetically poor execution of this layoff process. Shame on any of you in leadership who let this happen. May you never enjoy another sound night of sleep!

Chubak is planning unannounced layoffs before Christmas. This is a psychological ploy he used at Citi in order to "keep the survivors in line". Apparently, he is paranoid the people left behind will form some type of revolt against senior leadership. He is a fairly paranoid guy in meetings.

If all these people are still there then why Dan just created this drama ?

Culture won’t change if these heavyweight people are going to sit on the top.

BNY Mellon recently declared that “culture isn’t built in conference rooms—it’s built in moments like this,” referring to a stationary bike marathon.

One bike, eight hours, and a simple question: How far can we go when everyone contributes their energy to a shared goal?

Apparently, the answer is: not very far, especially if the goal is building a healthy organizational culture.

THE THEATER OF PEDAL-POWERED CULTURE

Let’s pause to admire the sheer audacity of this metaphor.

Culture, we are told, is not about trust, transparency, or leadership—it’s about sweating together in a room while hashtags flutter overhead like corporate confetti. (#BNYLife, #BNYBetterthanSlicedBread, #FreeCoffee, #EmpathyLivesHere, #WellnessinLayoffs…)

Employees were encouraged to cheer, laugh, and pedal as if their collective energy could erase the memory of strategic missteps, toxic work environments, and the erosion of morale.

It was less “culture in motion” and more “culture in denial.”
The strongest cultures, we’re assured, are defined by shared experiences. True—but those experiences usually involve competent leadership, clear communication, and respect. Not a spin class disguised as a corporate epiphany.

FAILED LEADERSHIP: THE REAL RESISTANCE SETTING

BNY’s leadership seems convinced that culture is a cardio exercise. Yet the risks of failed leadership are far more serious than a skipped workout:

• EROSION OF TRUST & MORALE: Employees don’t lose faith because they missed a turn on the bike. They lose faith when leaders fail to demonstrate character, competence, and connection.
• POOR STRATEGIC EXECUTION: Pedaling in circles is a perfect metaphor for what happens when vision and goals are disjointed. The bike goes nowhere, much like projects derailed by ineffective communication.
• TOXIC WORK ENVIRONMENT: Micromanagement and favoritism can’t be fixed with cheering. Burnout isn’t solved by hashtags.
• DECLINE IN PRODUCTIVITY & INNOVATION: Employees aren’t reluctant to share ideas because they lack cardio endurance. They’re reluctant because poor leadership discourages collaboration and risk-taking.
• RESISTANCE TO CHANGE: Leaders who cling to outdated processes create stagnation. A stationary bike is, after all, the ultimate symbol of motion without progress.
• FINANCIAL & REPUTATIONAL DAMAGE: No amount of sweaty selfies can offset declining market and client confidence or reputational hits.

Culture isn’t built on hashtags—it collapses under them.

WHAT A HEALTHY CULTURE ACTUALLY REQUIRES

A healthy culture is not defined by how many miles a stationary bike records. It is defined by:

• TRUST & TRANSPARENCY: Leaders who communicate openly, even when the news is hard.
• STRATEGIC CLARITY: Goals that align with reality, not spin cycles.
• RECOGNITION & FAIRNESS: Environments where employees are valued for real contributions beyond their ability to pedal.
• ADAPTABILITY & GROWTH: Investment in skills, technology, careers and people—not just in stationary bikes.

Culture is built when employees feel safe, supported, and respected—not when they are asked to cheer through layoffs disguised as “shared energy.”

CLOSING SPIN

BNY’s leadership insists that “the strongest cultures are defined by what people experience together.” True enough. But what employees are experiencing together is distrust, burnout, and the gnawing suspicion that hashtags are being used as wallpaper over cracks in the foundation.

Culture is not built on hashtags or stationary bikes. It is built on character, competence, and connection. These traits are somehow not found in our current senior leadership.

Until BNY trades its spin bikes for self-awareness, accountability, and genuine investment in people, the only thing truly “in motion” will be the revolving door of talent being intentionally shoved out the door or willingly heading for healthier organizations.

I know VH has one foot out the door, but it was definitely disappointing to hear the shift from earlier conversations where he said they were amplifying our concerns about RTO (and even had an internal task force working on possible solutions/compromises) to a resigned attitude of defeat as in “ it is what it is, the company is changing.”

And before all the naysayers jump in to complain that people don’t want to work, please respectfully keep that opinion to yourself. The company has built a great culture on remote work and been very successful. I have zero problem working, I just don’t see the need to do it in a specific location.

G2 is accountable for this security fiasco . Is he really good for the company or just a great PR machine ?

Checking in — are there any additional layoffs happening today, or was everything supposed to be finalized yesterday? Haven’t heard anything from leadership.

With the appointment of a new Vice President of Exploration, who joins us from Total, Chevron’s exploration organization is entering a period of significant transition. Nearly all leadership groups — including ERT, Exploration Excellence, GOA, New Ventures, and others — are experiencing uncertainty as the company prepares for a major restructuring.

This change is being driven by several critical challenges:

1- Exploration results have consistently fallen short of expectations.

2- Leadership within the exploration unit has lacked clear vision and direction.

3- Technical performance has not met the standards required to remain competitive.

The new Vice President is expected to bring fresh leadership, new strategies, and a renewed focus on technical excellence. While this transition may be unsettling, it represents an opportunity to rebuild Chevron’s exploration capabilities and position the company for stronger results in the future. A new chapter is beginning, and with it comes the chance to redefine success.

Terrible decisions from Lowell started this spiral, then they bring in Hans who made very poor decisions with Ericsson and big shocker history repeated itself at Verizon. I literally remember the day he was named as CEO, fellow co workers talking about his track record at scratching their heads on why he was named....and the kicker....the new CEO was on the board of directors when they picked Hans. So all the cr-ppy decisions he made can all tie back to the board and their awful decision to bring him on. So now a member of that cr-ppy board of directors is now the CEO and employees and investors are supposed to have some kind of hope in that? I cant believe what this once wonderful company has turned into. All these frontline workers who bust their butts and care about the customers are just tossed to the curb...DURING THE HOLIDAYS. Very heartless. Just think about it...axing 13k individuals in hopes that that news would drive up stock price by a few pennies. Very very sick game they are playing. I left back in 2023 and couldnt be happier. It was so scary and stressful when it happened to me and my heart goes out to those effected. Its so hard to see the light at the end of the tunnel and I know the job market now is much worse than it was in 2023. I genuinely hope you all land on your feet...and soon.

Just walked out of a meeting with a group of “leaders” — directors all the way up to VPs. Everyone’s going around the room giving intros, talking about their orgs, their priorities, the usual corporate spiel.

Then it gets to this senior director, and his intro is literally:
“My job is to follow my manager’s vision and implement it.”

I had to stop myself from laughing.
At that level, you’re supposed to set direction, challenge strategy, bring clarity — not proudly announce that you’re basically an order-taker with a fancy title.

It’s wild how many people get promoted into leadership roles and still operate like junior ICs waiting for instructions. No ownership, no autonomy, no original thought… just “tell me what to do boss.”

And the worst part? These are the folks making decisions that impact entire teams.

Makes you wonder what leadership even means anymore.

We get rid of a DEI hire and put someone equally as worthless in the spot

I have no experience in running a small company, let alone a big one. I can think of a strategy to fire employees to save money and show increased profits to raise share price.

The current ceo with so much experience is coming up with the same strategy to compete with T-Mobile and AT&T!!

I see no future for Verizon. If you get RIFed, think positive and look for a better company.. consider it x years wasted on a company run by people who have no vision.

If you don’t get RIFed, take this as a wake up call to jump ship because it’s sinking.

There is no VTeam feel anymore here. With so much uncertainty, unrealistic deadlines, there is no dignity nor recognition of the hard work done. Simply blackmail tactics.

Only 9 Senior Leaders listed in the email sent out by VCG CEO…?

Is the “significant organizational change” in the room with us? There was more than 9 RIF’ed on my 50 person team.

What a scam this “new” leadership is

All of Optum at home needs to be rethought. Leadership in the Midwest is a disgrace, micromanagement is off the charts, leadership is vindictive and retaliatory. They do NOT want to promote you or move you anywhere after hundreds of applications and years into the company. If you say one thing that isn’t liked within Optum you will pay for it until you’re driven to quit from the pressure. This entire company is a disgrace. I PRAY every day I get laid off. Any news for 2026??

Legal and regulatory issues
Kickback allegations: The U.S. Department of Justice filed a False Claims Act complaint alleging Elevance, along with Aetna and Humana, paid hundreds of millions of dollars in illegal kickbacks to insurance brokers for steerage into their Medicare Advantage plans, notes the Department of Justice and Healthcare Finance News.

Medicare star ratings: A federal judge ruled against Elevance in its lawsuit challenging the government's calculation of its Medicare star ratings, reports Reuters and STAT News.

Behavioral health claims: The company is facing a class-action lawsuit and reached a preliminary settlement of $12.9 million for allegedly improperly denying coverage for residential treatment for mental health and substance use disorders, according to Becker's Payer Issues.

"Ghost network" lawsuit: Elevance is involved in a second lawsuit accusing it of maintaining "ghost networks," which are inaccurate provider directories, causing members to be misled about in-network providers, notes Modern Healthcare News.
Securities investigation: The company is also under investigation for potential securities law violations, as reported by GuruFocus.

SB su-k as CEO role. Xerox been going down hill as fast roller coaster and i am surprise that he still here. How come no one replace him for poor performance.

I thought the report of a “leader” sacking a whole team on Webex was the most disturbing. Then the worst came in later, when I heard someone fainted after being told and had to have an ambulance called for them… this should have been handled much better.

My experience at the Fidelity India UFest was a complete letdown. The event was chaotic and demeaning, making attendees feel like a herd of animals. The leadership session only made things worse, revealing a clear disconnect and a lack of operational knowledge. It's a shame, as I joined through the LEAP program with high expectations, but this has completely changed my view of the company's culture.

I'll start by saying I have always been fond of Sampath - super smart, great communicator, really understands the business and the industry, and by all accounts a genuinely nice and kind and thoughtful person.

But that said, I also think that he set many things in motion that led Verizon to this position. Both on the business side and then on the consumer side, he set up large, broad leadership org structures, with lots and lots of SVPs. And then I think that in turn led those teams to create broad teams. And once that org bloat starts, it's hard to undo it. I wonder in hindsight if creating these large SVP teams was a mistake.

Just one person's theory.

since hans is on as special advisor for another year, will he still run ?

One more riff before he hands the keys to Sampath.

To those impacted, by accepting the severance, you are not able to take legal action against Verizon. If you have something that you’ve been afraid to speak up on that has legal ramifications, consult with an attorney before accepting the severance.

It’s not fair to say all of Verizon is shady. There are shady leaders. Some who continuously get away with things even after valid reports to HR.

Everything hinges on quarterly performance. If Q4 results disappoint, we could see another major round of cuts, especially since last year's Q4 was exceptional and Dan needs to show he's delivering results. Q1 has historically been Verizon's weakest period, so management will probably announce significant reductions to satisfy Wall Street if the numbers fall short. I'd anticipate roughly 5% workforce reductions each quarter over the next year, plus at least one new offshore headquarters. The message from leadership is clear: ongoing job cuts in the U.S. paired with overseas expansion will be the standard operating procedure going forward.

You know what I think the real problem is? The amount of leaders who are career managers. By this I mean they’ve never been a tech, engineer, cs rep, sales rep etc. they lead teams not understanding what they do, not understanding the product or what happens on the front lines.

That’s all. Just a thought I wanted to share.

Anyone know?

I’m from Texas and I recently found out that upper leadership is getting with management and Regional Managers trying to figure out what positions are really needed within the clinic nurses and medical assistants, so I know cuts are for sure coming. So they would rather put more work on staff members, then hire another body. In my honest opinion, they are going to get rid of all the seasoned employees that are getting paid more so they can hire new hires and if you do get laid off, they’ll probably make you take the severance package lose all the years under your belt with the company and then re-hire you at zero years. I was unfortunately part of the first round of layoffs a few years ago and that was part of the package if you take the severance package, you lose all the years under your belt.

He ran sprint / Ericcson to the ground and did the same with Verizon and now 13k employees paid the price.

How ironic , files are about to be released and Hans steps down. He definitely went to island.

So did he quit because he didn’t want to layoff a fifth of the company? 😅

Hans can fu-k up and he gets a nice bonus. In comes Dan, lies with a sh---y PR statement. Communication company with sh-t communication, gets rid of productive workers with great track records, but the bosses fu-k it up.

And still the SLT haven’t change the record

26 years 8 months 23 days.. promised I was safe, straight up until yesterday. Call invite at 8:55a, cut at 9:15a. I hope the higher ups get exactly what they are looking for, chaos. Best of luck to you and try to enjoy your holiday. took it from a long thread.