#trust

I have been severely overwhelmed at work the last 2 years. Drowning in legal issues and compliance stuff and roughly 2 x the workload of next coworker...I got an inconsistently meets this year after pushing back on workload and other things...I don't think they would fire me as who would deal with it but anyone else having that issue? How can I continue to do it and not get paid enough or have any trust with management?

I know it's just a week left, but I don't trust them anymore so it wouldn't surprise me if they sprung something else on us.

Yes — that’s a strong, constructive addition. Here’s a refined version that incorporates true partnership while staying concise, professional, and safely anonymous:

⸻
The most effective HR professionals retain humility and humanity. They remain genuinely curious about people while responsibly balancing associate needs with business priorities.

They recognize that perceived respect often stems from the power of the role—not individual superiority—and they do not treat access to privileged information as status. They engage others as true partners, fostering collaboration rather than control, which makes the work more engaging and effective.

They exercise independent judgment, avoid unquestioning alignment with leadership, and actively check personal bias. This balance is what builds trust, credibility, and long-term organizational health.

Consider everyone a competitor, not a coworker. I trusted someone and they used it against me to look better. Its every person for themselves.

I’ve participated in ESPP for several years, and the lack of a consistent strategy is becoming hard to ignore.

Leadership keeps reacting on short-term measures instead of planning; repeated layoffs every few months erode trust internally and externally.

It’s time for a proactive plan that lasts longer than a calendar quarter. Credibility matters.

How many have spent the weekend checking email for a meeting maker. Side tracking life while foreign interests and foreign nationals pervert data to show a better story then may be the truth. Leaders get to take the money and run. You should too. The rainbow washing, green washing, virtue signaling it was never about culture or employees it was about revenue generation.

I read an article about a company that recently replaced its CEO. The new CEO was asked how he planned to gain the trust of employees. I laughed, thinking about how Scharf had the same opportunity to improve the lives of 260,000 people and chose betrayal instead.

What is up with the news? About 10K jobs have been eliminated this month (January) and not a single news article, posting, etc. anywhere... where are the biz reporters?

How can anyone trust the news and media when a story like this doesn't even make the LinkedIn news feed?

Inquiring minds want to know.

I've heard from several corp. colleagues that this movo company has been contracted by 3M. Here's the website: https://movo.co/

If so, this would mean all trust is gone.

Can someone comment if this is true?

I’m genuinely surprised by the rumors of a Talk to Chuck reboot.

IIRC, the original campaign launched 20 years ago as a marketing initiative built on trust, integrity, and Chuck being approachable and aligned with everyday investors.

Hard to see how that message works the same today??

With George retiring, and him PROMISING the engineering department that “BUDGET IS LOCKED FOR 2026…I have spoken to Paul Gaske and there will be no future layoffs in the coming months”, THEY SHOULD stick to their word…

George AND Paul should do everything in their power to not let engineering layoffs happen in these first 2 quarters…….George has to protect his reputation in this company and industry…..if he allows layoffs, Paul Gaske would be looked down by everyone at the company by lying to George if there is another round of layoffs…… Employees are not d-mb…..we DO NOT like being lied to……
This will tarnish George’s legacy in everyone’s mind in the WHOLE INDUSTRY if there is another round of layoffs in this quarter……what a horrible way to retire with everyone hating you…. Paul & George do better…. Do NOT hold town halls to lie to us…..

It’s hard to understand how a company with HPE’s scale and portfolio continues to struggle to create momentum, and from the inside it feels less market driven and more internal. Constant restructuring, added complexity from acquisitions, and unclear accountability have worn people down. The recent layoffs were especially difficult because they didn’t feel strictly performance based, many capable, respected employees were impacted while leadership structures stayed largely unchanged, which made the process feel political rather than strategic. That disconnect has hurt morale and trust, and at this point the challenges feel structural, even a strong, proven leader like Rami stepping in as CEO wouldn’t be able to fix this without deeper changes in how decisions are made at the top.

Some folks are being offered roles with their supervisors saying “don’t worry this won’t be the actual job when the time comes, we’ll get you something better” or “no worries, this says same CL, but you’ll likely get a CL increase next year.

Do not trust any verbal commentary that does not make it into a written guarantee whether in the offer letter or an email from your supervisor that you review with a lawyer. Now is not the time to believe some wishful hypotheticals. Now is the time to trust no one except the piece of paper that your lawyer explains to you and you are comfortable with.

Only assume they will give you what the offer letter says.

Also, if your offered job starts in 2027, assume that you may not get a salary increase Jan 1, 2027. Ie same pay all of 2026 and 2027.

Over the past two years, T‑Mobile employees have been operating in a near‑constant state of transition. Frequent reorganizations, unannounced job eliminations, and shifting priorities have created an environment where stability is the exception rather than the norm. This instability has eroded the sense of security employees once felt in their roles and has fundamentally changed how they experience their work.

Employees consistently hear that “our people are what make T‑Mobile special” and that this is a place to build a career, not just a job. Yet the company’s actions — particularly the elimination of high‑performing employees who were previously recognized as role models — directly contradict those messages. Individuals who were celebrated, mentored, and held up as examples of the company’s future have been let go without transparent communication or meaningful attempts at repositioning.

This disconnect between words and actions has created a deep cultural fracture.

The most recent layoffs intensified this sentiment. They were not clearly announced, leaving employees to piece together who was impacted and why. In the same conversations where employees were told how valued they are, they were also informed that more “duplication removal” and organizational changes are coming. The result is a workforce that feels misled, unprotected, and uncertain about its future.

The emotional impact is significant. Employees who once demonstrated extraordinary ownership and commitment — who would “do whatever it takes” — now question whether that level of dedication matters. When high performance is no longer a differentiator in job security, the spirit that once fueled T‑Mobile’s culture begins to fade. Instead of feeling like they are building a career, employees increasingly feel like they simply have a job.

This is not a matter of resistance to change. It is a matter of trust.
And trust, once lost, is difficult to rebuild.

If T‑Mobile is to preserve the culture that has long differentiated it, leadership must acknowledge the gap between messaging and lived experience, communicate with transparency, and demonstrate through action — not rhetoric — that employees truly are the company’s greatest asset.

The holiday break gave time for me to see how really bad it can be working at Boeing. I worked in three different Boeing groups last year and the common denominator was toxic.
Nobody in any of these groups I worked in, seemed happy to work at Boeing. There was zero trust among co-workers in all these groups. The older guys always had a target on their backs. Lots of people rather see others fail, thinking it benefitted them.
So, I'm putting in my one week notice on Monday.

I'm still not convinced Dan is a bad thing for this place. I think it'll just take some time and pain to get where he needs to be to see the positives. I could be wrong, but I'd rather wait to make my judgement than make it right away and proceed to stress over things I can't change.

Let me get this straight, Dan is Mr. AI, sits on multiple AI company boards, can clearly see in the the future so much that he slashes 13k jobs because AGI is 10 months away. But he only does email? Wait Mr. AI only does email a century old technology and doesn’t like slack a new technology with tons of AI functions. Yeah I don’t buy his little AI story. Hans was ousted by a coupe and Dan is trying to boost his pockets along with other prominent shareholders before Starlink takes ours and TMOs lunch.

There was a time when working here meant something. Now the dominant emotion is exhaustion. Pride has been replaced by fear and trust is all gone. Whatever made this company special did not survive the last few years.

I heard about this on our layoff page for my company and how y'all had 100,000 hits on one thread and like 4000 employees asking for your help. I came on here to look and didn't plan on commenting and wondered how y'all let this get this out of control and hurt so many of y'alls employees when this looks like an easy thing to do to gain y'alls employees trust again. Then I remembered the name of y'alls company and called my friend in our procurement and sure enough, y'all are a supplier. So now they are looking at this thinking they shouldn't be. Bless y'all but it seems like y'all should listed to your employees and take care of them. This is just not needed and it hurts what we call your 'brand'. SMH

Dell’s recent brand unification—and the apparent reversal back to older brands next year—stands as a textbook example of how not to manage brand strategy.

Brand changes are expensive by design. They consume money, time, internal focus, and customer attention. When done right, that investment buys clarity, momentum, and long-term equity. When done poorly, it delivers the opposite: confusion, fatigue, and erosion of trust. Unfortunately, Dell’s approach seems to fall squarely into the latter category.

Unifying brands only to roll them back shortly after signals a lack of conviction and strategic coherence. Customers are left wondering what Dell actually stands for. Partners struggle to align messaging. Employees are forced to relearn narratives that may soon be discarded again. None of this creates value—it destroys it.

The most troubling part isn’t the wasted marketing spend or the operational churn. It’s what this reveals about leadership. Strong leadership makes hard decisions, commits to them, and sees them through with discipline. Weak leadership oscillates, reacts, and reverses course without fully absorbing the consequences.

Brand strategy isn’t a logo exercise. It’s a long-term promise to the market. Changing that promise repeatedly tells customers one thing very clearly: we’re not sure who we are.

In an era where trust, clarity, and consistency matter more than ever, this kind of back-and-forth is not just inefficient—it’s damaging. And the cost will be paid not in rebranding budgets, but in lost credibility

Hey everyone. Ex-FR here from a PM Market, laid off beginning of the summer. just got the strangest text. My old boss has reached out to me and said that there is an open FR position. I’m curious if others have been approached due to people jumping ship or if because SMP didn’t go well and they need more hands on deck? Don’t think they can offer me enough that would bring me back after I’ve tasted freedom along with kicking me to the curb after 9 years out of nowhere.

Thinking about Dan’s fireside chat on Friday I’ve come to the conclusion it boils down to whether people will trust him or not and if they believe him or not.

Let’s be honest he’s not big on details…so it feels like a leap of faith right now and can people move on from 15000 layoffs and that effectively the same people are in charge as a year ago

Unbelievable - JW has become a laughing stock .... tone deaf and unrelatable to 99% of IOL staff across the board. Did y'all see his interview emailed - felt like a replay of his announcement on 30th Sep (exact same words too) - must be practicing them every night in sleep too! What a joker - worst CEO ever awardee! No leadership skills. He looks weak and incapable of ushering IOL to rebuild from here.

Not a single person I know in company is willing to trust this JW joker. Forget the transformation - people mostly in all stages of career - near retirement/Mid-career/Early career - everyone is looking to bail out of this sinking ship over next 2 years. Purely based on the lack of trust of the CEO. I wish HR understands this soon enough.

Not that anyone is asking, but perhaps here is an advise - EM could fire this joker CEO because of all the ill will he has earned in such a short time & replace him with a more trustable person to take the company forward into transition - someone who is actually capable of doing the job and not just a bootlicker.

He-l no! I don’t know where the first post went that was sent on the email but we will not do that until the ethical topics described on that post caused by executives are reported and there are consequences. We damn sure won’t tell that colonel sanders fraud or any of his team or him resources where he operates!

CEO Dennis Mathew’s said TWO weeks ago that the Optimum name is more than a name change, it’s who we are and where we are going, and that the organization was deepening its commitment to customers, employees, and the communities it serves. LOL. What a lying sack of 💩. Guy said that knowing this was happening. He can never be trusted again. Management’s word is meaningless. Hapless man, garbage company.

Today's all hands confirm one more time that the Unfiltered survey is only s checkbox to say to employees: provide your feedback, we receive it but we do not care about it.
They spent maybe 2 minutes on today's all hands on the topic...+40% of employees not trusting the board are not enough to worry the board. An email saying they are going thoroughly through the feedback and take actions is all what they do... truly a sad and shameless joke!

It feels as though the Splunk BU has drifted off-course, guided by a weak leadership style that inspires more confusion than confidence. In all-hands meetings, what should be moments of clarity and direction often dissolve into polished evasions—answers that circle the runway but never land.

The repeated waves of layoffs have drained the teams of their momentum, leaving many people quietly eyeing the exits. No one seems to understand how decisions were made, and the cloak-and-dagger secrecy around criteria and RIF counts only deepens the anxiety.

Managers now echo the same rehearsed line “I wasn’t involved; the list was made from above without my input" as if it's become part of the official script. The result? A business unit that feels like it’s running on fumes, with trust evaporating faster than morale can be rebuilt.

Many are doing factory or punch clock, 8 hours and done. Innovation, extra items, change or update nope 8hrs , no 10plus hrs, no nights, no weekends why because those that had to did it and never complained. I see many in the office that I agree need to be there, but I also see what are they doing (nothing) since not in meetings throughout the day, one group is the so called (ACC monster) The mess up is they bundled the do’ers the ones that they know have gone above repeatedly to keep things going and in react mode when needed at anytime and never complained with the groups that can work 8hrs be done until the next day, those never are accountable. YES SIR that is where leadership sc--wed up, since without those that do the actual support and now 8hrs will unfortunately reflect in these RTO metrics missing just like the missing Employee survey that went missing a few years ago. Something leadership to date has never recovered as in TRUST ( PLE Class) with their managers. I think many that read this agree!

Is anyone out there selling or deploying Dell Private Cloud? It seems like we are just selling on promise at this point, and I do not trust this company to execute the vision into reality.

I believe that many of us as professionals fully acknowledge the necessity for our company to adapt and respond dynamically to evolving market conditions.

However, I believe the primary concern we are facing as a team is the lack of transparency from leadership. It is disheartening that employees often have to turn to external websites like this one and forums to learn about important developments, decisions, and updates affecting our work and the company's direction. This not only breeds uncertainty but also undermines trust and morale.

We kindly ask: Why can't the leaders of this company prioritize transparent communication directly with employees?

We believe that addressing this would strengthen our collective commitment and morale!

Signed, a loyal long term VBG employee.

There’s never been a moment when Dell felt this off-course.

Never been a moment when they reached straight into people’s pockets
and acted like it was business as usual.

Never been a moment when they grabbed freedom with one hand
and shrugged with the other.

Never been a moment when trust evaporated this fast, or when the math showed the people always came last
while the profit columns kept climbing.

Never been
and somehow, here we are.

Money compounds but character compounds faster - Buffet.

(Reputation, Trust by clients and employees.)

They’re here for the company, not for us.

It was not. Don't trust your managers, folks. They'll lie to keep you quiet and cooperative without a second thought.

Reflecting back on the past 25+ years....wow we really had great leaders who built Verizon the right way in Seidenberg and Denny Strigl. They literally started from the bottom and moved up to CEO. It's been downhill in leadership ever since .....

From Ivan:

“Leadership is all about standards . . . those people who watch you . . . they watch how you do your work. Do you cut corners?”

“Leadership is also about respect – how you treat other people. Do you treat others as equal?”

"...when you're in a position of power, what you think is right and correct doesn’t always mean it’s right and correct. To earn respect and trust, a good leader performs the job according to the needs of the people around them, rather than their own ideas. “It wasn’t what I thought was a good job, it was what the people around me thought was a good job.”

Leading by serving the needs of others may sound counter-intuitive, but it’s an effective technique.

It was a rough 8 years watching Hans post his daily morning runs, weekly sporting events and late night concerts. We wasted 8 years with him. He was a Trojan horse.

I thought that the new CEO could be one of the rare good guys based on his history. I was so, so wrong.

Jeez. $2.97. It’s all working - eh? All the SLT and leaders are stupidly silent with no Plan B at all. And when anyone (SB) openly has to say “trust me” as there is no natural, organic trust or credibility there at all, most intelligent adults know they should do the complete opposite. Where is Mr. “I am going to save millions through Cebu, which is currently under water” in all this (LP). Plotting his next traitor move probably. And apparently we should be working at speed and yet SB/JEG take over 5 months to put a new organization in place. $2.97 is about right. Jeez.

Looking at the feedback and followups from the flaccid ‘fireside chat’ meetings, you will see that Eliza was used to collate responses and determine what the outcomes were. There are bullets that spouted off management groomed responses. All you see is that all BNY working people are excited and thrilled with the direction of the company. Then Eliza somehow determined that people agree with the direction of management and our mission. Lastly, people felt the top level communication was very informative and appropriate.
Let that sink in and ask yourself, does anyone believe this speaks for the majority of people working here? Anyone?
It’s now official. Eliza is a lying BS tool that truly is artificial ‘intelligentsia’ at BNY’s elite management level. Not intelligence at all.

My supervisor says I’m safe, and not to worry. He’s always been straight with me, but part of me thinks “what else would he say”…

Has anyone else been reassured that they are safe? I guess I will know for sure by Friday evening…