Below are all the posts — topics as well as replies — that mention the hashtag #trust.
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Embracer Group faced significant financial issues and widespread layoffs. A $2 billion deal collapsed, resulting in thousands of job cuts and studio closures. New CEO Phil Rogers aims to restore the company's damaged reputation. He hopes to rebuild trust with both gamers and the broader industry. Future company acquisitions will now be fully funded by organic cash flow.
https://finance.yahoo.com/markets/stocks/articles/2-billion-mess-saw-thousands-175713470.html
Does anybody here trust this leadership? If the answer is yes, why? What have they done to warrant that trust? I can't think of a single thing.
Honestly, are there any other teams that have management that just regurgitates whatever Claude spits out at them? It’s really hard to take anyone seriously when they don’t even do their own writing, problem solving and communication. It’s obviously a balance, but I literally don’t have any trust left for reading anything anymore.
Leadership seems to need a decoder to comprehend the results, so here it is.
The negative survey results are not about healthcare perks or wellness programs no one uses, they are only about RTO and the lack of flexibility.
“I am proud to work at AT&T”
Once true. No longer. Public perception has deteriorated, and when people outside the company hear about the five-day RTO policy, the lack of any real collaboration, and the absence of assigned seating or co-located teams, the reaction is disbelief. Pride erodes when policies feel performative instead of purposeful.
“I would recommend AT&T as a great place to work”
That answer is now clearly no. A mandatory five-day RTO policy for roles that historically had been remote before COVID and can be done more effectively remotely is an immediate dealbreaker for modern workers. The policy alone makes the company undesirable and uncompetitive as an employer.
“We trust the leadership decisions”
Trust is broken. Loyalty is dead. Employees do not support the financial decisions that destroyed value, nor the RTO mandate that ignored clear employee feedback. Trust cannot survive when leadership consistently doubles down instead of course-correcting.
“The company provides opportunities to support career growth”
Opportunities are narrowly concentrated in Dallas, with limited mobility elsewhere. For a national company, that is a self-inflicted constraint that unnecessarily caps growth and retention.
“Our policies and systems support me doing my best work”
They do the opposite. The five-day RTO policy actively reduces productivity, and many internal systems remain outdated and inefficient. Physical presence does not compensate for structural friction.
“The company cares about my health and well-being”
Employees feel burned out, mentally and physically, largely due to excessive commuting and rigid mandates that add stress without any benefit to the company or the employees. Well-being is not addressed by pushing unused benefits or wellness messaging while ignoring the root cause repeatedly identified in feedback.
“Do you feel changes have been made as a result of prior surveys”
No. In fact, the opposite. Employees explicitly opposed three-day RTO in the last survey, and leadership responded by increasing it to five. Feedback was not just ignored, it was contradicted. The disappearance of the prior third-party McKinsey survey results only reinforces that perception.
Did I miss anything else?
The pattern is now set and clear. Instead of addressing the core RTO issue employees are raising, leadership deflects with ancillary benefits and BS messaging. That approach feels like gaslighting, and not listening. So why should I even bother taking this next one?
If leadership truly wants different survey results, the solution is not another email, benefit rollout, or talking point. It is addressing the one issue employees are consistently, overwhelmingly, and clearly raising.
Flexibility. Trust. Results over “presence”.
That is the message of the survey, whether leadership wants to hear it or not.
The recent quarterly meeting Q&A made one thing undeniable: management has a severe employee trust deficit. With this morale, getting 2-digit growth rate is impossible.
No wonder Ford is last to see new technology. The word Trust is missing in the Ford dictionary.
From Ford Authority: Back in October 2022, Ford was found guilty of violating its contract with Versata Software after a court determined that the automaker breached its contract by misusing and disclosing confidential information. Ford allegedly reverse engineered Versata's software for its own use without a license, which was then used to manage how various components are configured during the vehicle assembly process.
Ford was ordered to pay $104.6 million in damages to Versata following this decision, but The Blue Oval did appeal the verdict - an action that worked, as U.S. District Judge Matthew Leitman threw out that claim and reversed the jury's decision back in May 2023. It seemed as if that saga was over at the time, but now, the U.S. Court of Appeals for the Federal Circuit has opted revive $82.2 million of that original $104.6 million verdict, according to
Management said that people are more productive at the office. Why would they start telling the truth now? Senior leaders are as trustworthy as a politician.
https://lawyerinc.com/biggest-intel-lawsuits/
What was the Trust in Leadership score this time? I didn't see it in Gina's email. Did it go up or down?
There’s a push to complete the skills assessment. What are they doing with them? I don’t trust them with any information.
We no longer have a training goals so they’re not upskilling
We have operated under repeated rounds of cuts and layoffs for an extended period. Each round comes with no follow through and no coherent plan. The result is that the organization has finally reached a breaking point. The systems are brittle. The trust is gone. The momentum is dead. When my own probability of being cut in the near future is as high as it is, why would I buy into any pressure to go above and beyond? The rational choice is to stop pretending that hard work will save me. So that is where I am. I am done.
I used to think HR was there to help employees and actually went to them with a complaint. Big mistake. Their only goal is to protect the company from us. They don't care about what happened, just how they can sweep it under the rug. Don't make the same mistake I did of trusting them.
Will we ever see the results? Will MW ever address the fact that he's completely lost the workforces trust and that we hate him?
Oracle's recent layoffs, affecting thousands, feel jarring despite the company's 22 percent revenue increase. This strong reaction is rooted in psychological dissonance, not the scale or timing of the cuts. Companies frequently use a "we are family" metaphor to build workplace cohesion. Such layoffs then violate this implied trust, leading to a sense of institutional betrayal. The more companies emphasize a family-like culture, the greater the emotional impact of job losses.
https://www.psychologytoday.com/gb/blog/curiosity-code/202604/the-hidden-psychology-of-oracles-layoffs
there’s something weirdly perfect about the badge becming the symbol of Ford now... not the blue oval not the products, not eng mastery... not quality.. not even the trucks anymore... it's all about the the badge. that plastic thing everybody has to drag into the building so some system somewhere can decide whether you were “collaborating” hard enough that day!
maybe that sounds dramatic, but what else are people supposed to think?? for years mgmt talked about trust, flexibility, culture, teamwork. They tlaked doing the right thing, all that normal corp sh-t that gets repeated on slides until nobody hears it anymore. then suddenly it all became hotel desks, badge tracking & attendance monitoring, Teams noise + tickets with no context, Outlook chaos, and this fu--ing feeling that your actual contribution matters less than whether your body crossed a doorway at the correct frequency.
That is the part i dont think mgmt gets. RTO was never just about driving in. it was never just about sitting near people. People already said this a 1000 times but it keeps getting ignored, guess it's easier to ingore. The work was getting done. Teams were oeprational & functioning. People had lives arranged around the expectations the company itself created. then the message changed and instead of giving adults an honest explanation. sooo... Ford gave everybody vague culture talk and a badge reader. once a company replaces trust with measuring kpis and attendance, we start measuring back...
That’s where we are now!!
We dont talk about vision anymore... They talk about which buildings badge in and badge out. they talk about hidden readers - wtf??? they talk about whether laptops are being tracked - wtf??? they talk about who gets to stay remote while everybody else burns time commuting to a hotel desk - wtf?? they talk about who is actually in the office and who just appears to be - disgusting .
I dont even know what is true anymore and that’s kind of the point... the rumor is now more believable than the official message because at least the rumor matches how the place feels.
people joke about badge games and the old badge switcheroo and whatever... the badpart is that nobody is shocked. that tells you pretty much all. when attendance becomes the culture - then compliance becomes the game. u are what u measure... when presence becomes more important than output we stop thinking like builders and start thinking like defendants - thats where we are right now. how do i protect myself and how do i avoid getting tagged and how do I make it through the week without becoming somebody’s spreadsheet problem. fu-k that - that is surveillance with a better word attached to it. the office itself doesnt even feel like a place people are excited to go to. hotel desks, noise, random seating, Teams sh-t, scattered documents, meetings that dont need to exist (and half people on the call are remote anyway - they are just 'luckier' than us) and tickets thrown over the wall with barely enough info to understand what anyone wants. Then we are supposed to pretend this is some magical face to face culture revival?? OMG!!! if anything, it makes the dysfunction harder to ignore because now everybody gets to sit inside it physically while being told it is good for them.
The double standard is what really eats at people some people are full remote some people call in from home. All whileothers deal with the commute and the badge counts. some people get flexibility and some people get monitored. leadership can dress that up however it wants but employees notice. they always notice. you cannot build morale on exceptions that nobody will ever explain. u cannot keep saying fairness and culture while one person gets freedom and another gets tracked like a bad actor by default...
F still has people who want to do good work... they are still here. engineers, IT people, managers trying to shield teams, coworkers helping each other survive the mess, people carrying extra responsibility after job cuts... people who know how broken the systems are but keep things moving anyway. the company is still being held together by people. not your fu--ing badge data. not your fu--ing attendance dashboards. not another fu--ing leadership slogan. just us, tired people who r trying to get through the day without letting the place take more from them than it already has.
so yea... the badge became the culture. NOT because we wanted it that way. because trust left first.
Companies may be able to enforce attendance policies, but they cannot force genuine engagement or loyalty. When businesses prioritize rigid systems over practical realities and employee trust, they often risk losing their most valuable people.
https://m.economictimes.com/magazines/panache/rules-are-rules-employee-quits-after-company-forces-5-day-office-return-manager-regrets-it-a-month-later/amp_articleshow/130970516.cms
I've learned to expect the opposite of whatever leadership says in town halls. That's usually closer to the truth.
Managers lecture about psychological safety but nobody is willing to speak up, challenge, or take initiatives anymore because the blaming game is strong. Don’t trust their words. Look for actions instead.
Anyone else remember when Ricky got up on stage at that 2025 end-of-year townhall to proclaim that we would be getting COLAs on top of our merit raises in 2026? It's been nothing but radio silence since then, share prices are down 13% YTD, and we're shifting into cost-cutting mode— the writing is on the wall, and we're not getting that COLA, but we all know Ricky and the EC will sure as he-l be making out like bandits with their equity comp.
"Trust— earned over a lifetime, lost in an instant." Maybe you should start listening to your handler, Ricky Boy.
This African proverb explicitly warns that in an emergency, you have to stop trying to "be right" and start trying to survive. If you keep bickering, you’re essentially choosing to allow the house to burn down just to win the argument. This is the perfect depiction of what is happening at BNSF and everyone is playing right into it. Managers against employees. Employees against managers, Employees against employees, managers against managers. HUGE Trust issues. Is this a huge daycare??? The competition loves how BNSF is having its managers go after their employees and pitting everyone against each other. "A house divided against itself cannot stand" -Matthew 12:25 The leadership is probably the worst i have ever seen. If you want to thrive, take Buffets advice and "Stop writing people up" Even he saw the ridiculousness in the way it was being ran. Looks like its gotten worse unfortunately. So glad I left that toxic place. Never in my life did I see more people against each other than at the bnsf. That culture shift starts at the top. If you want your company to change, then YOU have to change.
How many of yall actually answer truthfully? Do they really know who submits each survey?
Right now, fear is everywhere at Oracle. For a long time, the company’s raises and promotions have been pretty bad compared to places like Google or Meta. But despite the lower pay, so many people stayed. They were the real backbone of the company’s success, and they stuck around because they needed the stability for their visas, their families, or their health. They pushed through all the office politics and the lack of growth, thinking that their loyalty would eventually count for something.
But Oracle just proved those people wrong. The company treated its most loyal workers like they didn't matter. When the layoffs happened, their severance was tiny because their salaries had been kept so low for years. On top of that, they lost their stocks and were told they couldn't be rehired. It’s devastating to see people who gave everything to the company be left with no voice and no support.
Now, the "survivors" who are still there are realizing the same thing could happen to them. In this new AI era, you feel like just a name and a number on a screen. With everything moving to Nashville, there's this constant worry that your laptop could be shut off at any second. Honestly, no one is motivated anymore. We don't know when it is our turn. The whole company feels like it's in mourning, with everyone just doing the bare minimum to get by because the trust is completely gone.
As a whole, HR Advisory Services for Elavon / MPS is a wolf in sheep’s clothing. They are literally salivating to fire individuals. Spreadsheet management hacks at best. Placing any trust in this team of veiled “consultants” would be a bad move. Stay far away, the clock is ticking and they’re out for blood.
1️⃣ Lack of Leadership
Employee: “I stopped looking up because there was no one to look to.”
Great leaders set direction, model integrity, and earn respect every day.
2️⃣ Lack of Trust
Employee: “Every time I spoke up, it cost me something.”
Great leaders reward honesty, defend their people, and prove every voice matters.
3️⃣ Feeling Undervalued
Employee: “My work spoke loudly. No one was listening.”
Great leaders notice effort, name impact, and show appreciation often.
4️⃣ No Growth Path
Employee: “I wanted to grow. They wanted me to stay the same.”
Great leaders build clear paths and invest in growth early.
5️⃣ Lack of Challenge
Employee: “I used to feel alive solving problems. Now it’s just tasks.”
Great leaders reignite curiosity by giving purpose, not just projects.
6️⃣ Burnout
Employee: “The more great work I do, the more they expect.”
Great leaders protect energy, balance ambition, and stop rewarding exhaustion.
7️⃣ Lack of Inclusion
Employee: “I was in the room, but never really part of it.”
Great leaders create environments where every voice is heard and valued.
8️⃣ Unfair Pay
Employee: “They said they valued me, but not enough to show it.”
Great leaders match reward to impact and make fairness non-negotiable.
https://www.stephanieshills.com/weeklynewsletteroptin
One Senior Director was asked to deliver the bad news. He did it.
The day after, he was laid off.
The question is: How can you trust?
It is difficult to maintain confidence in the current Light & Wonder executive leadership, particularly as their transition from Aristocrat has been overshadowed by a perceived lack of transparency. The decision to displace established leaders in favor of former associates suggests a preference for insular hiring over organizational stability.
Furthermore, an approach that prioritizes rigid internal directives over collaborative expertise has made it challenging to foster a culture of mutual trust.
Our leadership may not be the best but they did pull us out of a difficult situation during Covid and have consistently helped SAP grow to even greater heights. Unfiltered has very low participation. So please participate in this survey as today is the last day. It really helps leadership make good decisions. And the leadership also saved everyone from layoffs as despite all rumors, there was no big layoff announcement. Do not forget to help SAP get to 100% trust in board. After all, we should reward our leadership for the great work they are doing despite difficult macroeconomic conditions and discontent amongst employees who do not want to work hard enough.
There used to be a real sense of looking out for each other — that’s what made this place different. Lately, it feels like that’s been replaced with back-channel conversations, politics, and a constant need to watch your back( since the near shore, off shore concept started) They have more holidays, vacations that us folks .they are cost effective for l10 and below but most of them are banded and they definitely are not mature for it. No back ground check just got hired . i have few in my workspace.
It’s getting harder to trust intentions. Decisions don’t always feel transparent, and visibility doesn’t always align with contribution. That creates an environment where people are focused more on positioning than actually delivering.
Also hearing increasing concerns from the I&O space — behavior that comes across as bullies, b***, aggressive or dismissive, which isn’t what we should be normalizing as ‘leadership’ or ‘accountability.’
This isn’t about one team or one geography — it’s about the culture we’re building. If we don’t address it, we risk losing what made this place strong in the first place.”**
Riddle me this Batman - how is there an IT workshop going on this week in the Jersey City office and we just had an IT Town Hall where the CIO says there’s nothing new to share. You are leading the workshop! and clearly planning for the IT work related to the merger. As one commenter said in the mtg, just say you can’t discuss it at this time instead of saying you don’t know. You clearly know as you are ELT and you are leading the IT merger workshop for Corebridge. This is where you lose the trust of your people.SMH
Any thoughts on this? Can the anonymity be trusted or should I wear three layers of VPN to fill it out?
Can anyone locate the results for "When Sr. leaders say something you can believe that it's true"
Careerminds research highlights widespread issues with how companies handle layoffs. Many employees first learn about job cuts through workplace gossip. Only a quarter of laid-off staff felt leadership was transparent about the reasons. Poor communication significantly damages trust among both departing and remaining employees. Half of remaining staff considered leaving their jobs due to these communication failures.
https://www.benefitspro.com/amp/2026/04/23/poorly-handled-layoffs-are-costing-us-employers-their-remaining-talent/
Not some. All of it.
A coworker did about two years ago. Packed his entire family and all, just to be laid off within six months. Trusting this place will have your back because you uprooted your life for them is id--tic.
Morale at Cherry Point feels like it’s at a historic low. What was once considered a standout site in the Pacific Northwest, known for its strong culture and sense of family, feels very different today.
Many employees feel disconnected from leadership, and recent organizational changes have made the refinery feel unfamiliar to those who have been here for years. There’s a growing perception that leadership is not fully engaged with the workforce or the site’s legacy culture.
Recent safety concerns have only amplified these feelings. Employees want to feel heard, valued, and safe—and right now, there’s a noticeable gap between leadership decisions and workforce sentiment.
Cherry Point has always had the potential to be exceptional. The hope is that leadership will re-engage with the people on the ground and work to rebuild the trust and culture that once made this site so strong.
If you currently work here or have worked here recently, I’d be genuinely interested in hearing about your experience. Is this something others are seeing as well?
Something has shifted over the last few years, and it’s hard to ignore.
I’ve never really felt like I worked for DXC — my focus has always been on doing right by the client and delivering a good outcome. But recently, it feels like we’re neither wanted, respected, nor trusted to do the job we’re here for. Work is withheld or second-guessed at every step, with everything needing detailed oversight. It’s draining, and it doesn’t exactly inspire anyone to go the extra mile.
That lack of trust is one thing, but when it’s paired with years of a 0% pay rise policy, it becomes even harder to stay motivated.
People often say financial reward is only part of a job — and that’s true. But right now, there’s very little else to balance it out. There’s no real sense of job satisfaction, no recognition when something is done well, and often not even a simple “thank you.” It increasingly feels like the expectation is that having a job should be enough in itself.
For me, that balance has tipped. What used to be tolerable — even enjoyable at times — has turned into something I genuinely dislike. The disconnect is such that it’s hard to care whether projects succeed or fail, especially when accountability can so easily be shifted elsewhere — to a missed detail, a PM oversight, or yet another broken process that makes delivery unnecessarily difficult.
It raises a bigger question: how sustainable is this? Because from where I’m sitting, it doesn’t feel like something that can continue for much longer, and I will be happy to see it collapse.
Carrot + stick + fear + metrics” = control-based management Transparency = trust-based management
GK’s brand reputation clearly stands for doing what’s best for the stock and not for the employees.
It’s time to show her again, like we did after the first townhall, that we do have a say.
Go on Glassdoor, indeed, etc. and tell those looking for work at USB that this place su-ks and she, along with her MC, are a bunch of knuckleheads with no care for the employees.
Ask the tough questions on the townhall. Vote up the questions about trust, transparency and lack of care for employees. Call out the head of HR for being such a terrible leader and policy maker and reach out to your local news and let them know about this last RTO mess they created.
What kind of company changes rules and then publishes bad data based on those changes? If I can't trust the data now then why should I trust it next month?