Thread regarding Truist Bank layoffs

The "High-Performance" Leadership Starter Pack

Nothing screams visionary leadership quite like the smell of a fresh reorganization every month. Why settle for stability when you can keep everyone in a permanent state of "Which Teams do I belong to now?"

If you’re looking to truly scale your impact, make sure to follow the four pillars of the Truist Modern Executive:

  • Constant Reorgs: Because if people know who their manager is for more than a week, they get complacent. Keep them agile (and confused).

  • Micromanagement: Why trust the experts you hired when you can hover over a shared doc and watch the cursor move in real-time? It’s not "distrust," it’s "extreme alignment."

  • New Processes: If it ain’t broke, add three more approval layers and a mandatory Monday morning sync and another reporting deck to discuss the new workflow for the Friday afternoon wrap-up.

  • Strategic Outsourcing: Nothing builds team morale like sending the core functions to a different time zone to "optimize overhead."

Efficiency is overrated. We're here for the vibes and the slides.

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| 2 views | | 6 replies (last April 25) | Reply
Post ID: @OP+1kp3e2caz

6 replies (most recent on top)

This is so true!

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Post ID: @1xx+1kp3e2caz

When your favorite book is “Who Moved My Cheese?” you probably enjoy moving people’s cheese just for funsies.

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Post ID: @1ay+1kp3e2caz

Our senior manager loves to use the word efficiency but I don't really see it in action and often times their bold ideas are some of the worst and inefficient.

I do think the microanaging is ramping up as these people really have nothing else to do. They are not busy themselves and I've observed several lack the basic ability to retain information from conversations and meetings.

Maybe something is up and they are just trying to keep up the appearance but going out of your way to be an absolute nuisance isn't benefitting anyone. It just makes you look like the ja----s.

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Post ID: @cs+1kp3e2caz

Over five years in, I still am at a loss as to what Truist is trying to do from a competitive advantage perspective.

I remember an earnings call roughly 2 or 3 years after the merger. An analyst asked Bill some question about Truist’s competitive strategy. Bill seemed, at least to me, to be caught off guard, and also to act a bit defensive. Then I remember a lot of word salad and purple Kelly King-ish fluff language.

I thought that should be the easiest question in the world for a competent CEO. I also thought how could any BoD member, or investor, feel confident this is the right guy.

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Post ID: @c0+1kp3e2caz

@a3 Well said

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Post ID: @bq+1kp3e2caz

@OP It is a game of charades. They have to do this to maintain the illusion that they are competent.

It creates insulation for the real problems. The seed of the issue is never removed, only the layers of dirt constantly reshuffled and reorganized. Infinite excuses.

The dead giveaway is the unnecessary "complexity". They still think the more complex something is, the more their "competence" is displayed, it isn't.

Genius is simplicity.

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Post ID: @a3+1kp3e2caz

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