For those who survived Wave 1, is this seriously the boss we all reported to now? Wow just wow. Looks gonna be toxic.
"CEO MW is overhauling the oil giant’s ‘nice’ corporate culture, getting tougher not just on his employees but also on rivals and the politicians standing in his way".
WSJ article:
https://www.wsj.com/business/energy-oil/chevron-leadership-mean-strategy-598f5c84
@18z OP here. I am already seeing the toxicity. Nobody in my team cares about what you bring to the table anymore. Every one else seem to have their own agenda.
@OP Just had to reply. There is no more Chevron Way. Culture is now Toxic. It is not collaboration it is grandstanding, silo building and limited cooperation. I cannot believe it went from December 2024 Chevron Way to Toxic Way, but it is. Teams exclude people, h8te on contractors, speak behind peoples backs a lot more and now even in the open.
If you know the budget forecast in 2028 you know what is coming. BTW SR won't exist then.
@ce "get back to our core business of finding oil and gas." Chevron is chartered by Blackrock - period. Fink has stated, his objective for energy, which is contrary to your statement. MW is a puppet.
@xw MW and all those so called ELT leaders that participated in the town hall are all cut from the same cloth. That is why they hold those positions, incompetence promotes incompetence to protect the incompetence within Chevron. DEI hires within EMC are some of the stupidest managers I have come across in in my 30 year career lead by GS. Such a joke, glad to be gone from them as it was no longer a place for me ethically or professionally. They cheated everyone on their performance reviews, so the corporation could squander profits, purposely lied on PMPs, lied, lie and more lies. History has shown that these characteristic will eventually lead to the collapse of Chevron and I am looking forward to seeing it.
@xw Bravo! Well said. Leading with authority NOT leading by being mean to each other.
@xw Wow! I’d just add meowwwwww
In alignment with MW’s directive to “stop being nice to each other,” I think we can all agree on this upward feedback: you are running this company into the ground with your blatant lack of accountability for your actions and those of your ELT. You are a one trick pony who exhibits embarrassingly limited range of strategic thinking, as reflected by your dismal results against the competition, all while exercising the same rinse and repeat layoff & reorg actions that simply shuffle around the same inept managers, drive away technical SMEs we need, and continuously chip away at all the attributes that made this a great place to work. Your workforce despises you and has no respect for you. Let that sink in. You can have all the millions in the world, but when you finally retire and leave this place even more in tatters, and you hop off to your golf game at the country club, you will still know, deep down, what a failure you are, not only as a “leader,” but as a human being. You, sir, have become morally bankrupt, and the harm you have caused to thousands of employees cannot be undone. There is a way to lead with authority that gets results and does not require one to debase himself to your conduct. You have completely lost your way in your quest to be number one because you so obviously do not grasp what makes a great leader who can actually motivate the workforce and galvanize us to greatness. Your “bark” now is totally ineffective because you have lost all credibility, and none of us believes you have what it takes to deliver. Even the WSJ cartoonist understood what a hollow, shallow, shadow of a man you are and depicted you as a weakling, a skinny big-guy wannabe; truly embarrassing. You’re like that great commercial: where’s the beef? All hot air and no substance.
Well, now that I have provided this unfiltered feedback I do see the benefit of getting mean and saying the “hard thruths.” I just saved myself $150 for therapy (not that I could get approved for it, now that you are laying off those poor ba----ds in EAP).
Toodles! 😎
@n0 Me too. Decided to leave anyway, even without severance. Atmosphere is too toxic.
@mz Yes! it has trickled down now to be more direct to each other. I attended a video call and one person seem yelling instead of talking just to get his ideas heard. I think becoz people dont seem to care anymore.
@n0 yep the chevron way culture is gone. I doubt ENGINE knew about the once great culture we had.
@OP So wish I had taken EOI. Do not recognize this company anymore.
It is definitely spreading down. New management has gotten the message that there are no individuals, merely roles. No accommodation nor flexibility. Also look for niceties such as the employee assistance program to vanish soon.
@ce bingo
Sounds like maybe MW finally wants to "win" against the competition, although I'll believe it when I see it. Here's what will show he's serious about "... Stop being so nice to each other.":
1) "Leaders need to be more decisive, take accountability for failures and have uncomfortable conversations about poor performance..." Absolutely! Why haven't we been doing this all along? (First proof of action: lay off EB for her Tengiz late and over-budget debacle, and her treading-water "leadership" of CTC.)
2) Drop all networks. They add nothing to the performance of the company, and just give people excuses not to work. You have people on the payroll who's only job seems to be managing networks. Get them back to finding and producing oil and gas.
3) Speaking of that, get back to our core business of finding oil and gas. Use BP as an example. Forget these wasteful dalliances into cow manure gas or hydrogen, and finally drop that biodiesel nonsense. Don't even think about getting into batteries, solar, or windmill farms (although that could "generate" (he-he) a few dollars once the Permian runs dry.).
4) No more DEI. Hire only the best, no matter what he/she look like.
5) End the high-pot ranking and promotion system. Over the decades it's been in place, it's not produced any demonstrable leadership or performance advantages. Go back to old-fashioned "you earn your promotion". You'll be surprised that this will produce an organic DEI. You'll also gain back some respect in the industry.
6) Develop a meaningful training program, designed not by CTC "experts", bureaucrats and out-of-touch expats but by a committee of BU managers (who can tell you what skills they really need) and degreed training professionals. Develop tranches of training aimed at early-, mid-, and later-career needs.
Does this mean we can flip him off every time we see him?
Embarrassing article
He’a a 🤡 just look at the caricature accompanying the WSJ article
He’s a di-k