Thread regarding HP (Hewlett-Packard) layoffs

At lunch today, we could not think of a single white man that Ernest has promoted or hired. We could name several he WFRed but that was it. I hope it isn't true but it does from the outside look like he has an agenda.

I found out last night that Dave is retiring from HP at the end of the month. This means, Ernest has to fill the open position in CREWS. My boss says this site is incorrect and that Ernest will not do what is outlined in all these post but I think Ernest doesn't care about what people think and he has an agenda.

So will this site become the one source of truth for HP Operations? We will know in a couple of weeks.

Ernest was completely drowning in Supply Chain. He missed 90% of our 1:1 meeting, his own words confirming he was 'swamped.' Now, he’s inherited an even larger organization that he can’t manage. Instead of focusing on the actual work, he’s too wrapped up in DEI initiatives, prioritizing hiring only black men for key roles—no matter the impact on team performance or dynamics.

I’m telling you right now—he doesn’t care about perception. He doesn’t care how the team works together. His sole focus is pushing his agenda, and you can bet your bottom dollar that he’s going to place a black man at the head of CREWS. Mark my words. Have you noticed how many interns and new hires are coming out of NSBE? This isn't coincidence; he has an agenda.

I think you're all missing the point. Ernest is a smart man, and if he didn’t understand the weight of perceptions and team dynamics, he wouldn’t have risen to where he is today. But the reality is, putting another black man into the leadership chain right now would only fuel the racist comments and perceptions. It’s not just about qualifications; it’s about how it looks to the team, and right now, those optics are damaging to the CREWS team’s morale. Ernest, Johnathon and Sean are three black men that have had no more then 2 years for Ernest, 1 year for Johnathon, 6 months for Sean experience at HP. All 3 roles previously held by white men. Once again, optics, optics and optics.
Before we dive into the details of accuracy, I would like to acknowledge that Jonathan's role was recently created by Ernest. However, it is important to note that this new position consolidates responsibilities that were previously managed by individuals who were white men.

My guess is that Ernest will choose to put a woman in charge of CREWS next. That decision would break the cycle of these optics and show a conscious effort to introduce more diverse leadership, instead of reinforcing the image of an all-black male leadership team. When you look at the raw numbers, the optics are glaring. No white male has been promoted within his direct reports. It’s all been black men and women. And while diversity is important, leadership is about balance—having a team that feels heard, respected, and represented, not just for diversity’s sake, but for cohesion and trust.

To provide some context about myself, I am a white male with over 10 years of experience at HP, primarily in Supply Chain, and I am fully committed to what is best for the company. While I prefer to remain anonymous, I believe it is important to share my perspective. Over the years, I have applied for roles within the company, and on two separate occasions, I received feedback indicating that I was not selected because the team needed more diversity.

While I understand and respect the company's focus on diversity, I am concerned that the decisions made by Ernest and Jonathan may inadvertently be creating division and eroding trust among the team. Though this could simply be a coincidence, the optics are troubling, and it gives the impression of an agenda that may not align with the broader goals of the organization.

I apologize for the long note, let me summarize: Controlling the narrative is about managing perceptions, ensuring transparency, and fostering trust and engagement within the organization. An executive may select the best-qualified employees for a role, but if that selection inadvertently creates the perception of favoritism or bias—such as appearing racially biased, even if the choices are objectively the best—the organization risks damaging its culture and reputation. It’s crucial that leaders consider not only who is the best fit for the job, but also who is the right fit for the organization as a whole, taking into account the broader impact on team dynamics and morale. When employees trust that their leadership is acting in good faith and with integrity—especially when they might disagree with individual decisions—they are more likely to remain motivated and aligned with the company’s vision. This trust is vital for maintaining long-term success and a healthy organizational culture.

I am not an HP employee but I am an executive coach. Managing perception is a critical skill that every executive must master and he/she will be a failure. Taking an excerpt from my class, it’s crucial for executives to control the narrative surrounding their actions and decisions, especially when there's a disconnect between their intentions and the perception of their employees, for several reasons:

1. Trust is the Foundation of Leadership
   Trust between an executive and their employees is essential for a cohesive and productive work environment. If employees perceive that the leader is acting against their interests or making poor decisions, even if the executive believes their actions are justified, the trust can erode quickly. Once trust is lost, it's hard to rebuild. Employees may become disengaged, demotivated, and even begin to question their own roles or the company’s direction.

When an executive takes control of the narrative, they can clearly communicate their vision, the reasoning behind their decisions, and how they align with the broader organizational goals. This helps mitigate misunderstandings and aligns employees with the leadership’s objectives.

2. Influence on Organizational Culture
   The culture of an organization is deeply shaped by its leadership. If employees feel that there is a disconnect between the executive’s actions and the company’s stated values, they may feel disillusioned or cynical about the company’s direction. Controlling the narrative allows executives to frame their actions within the context of the organization's values, ensuring that employees understand the bigger picture and the rationale behind decisions.

By addressing any misperceptions or concerns head-on, executives can maintain a sense of unity and shared purpose, which is crucial for fostering a positive and collaborative work environment.

3. Mitigating Misinformation
   In today's information-rich environment, rumors, gossip, and misinformation can spread quickly. If an executive is unaware of how their actions are being interpreted or fails to address concerns, employees might form their own conclusions. These misunderstandings can snowball, causing further damage to trust and morale.

By actively controlling the narrative, executives can ensure that their message is clear and consistent, reducing the risk of rumors and misconceptions that could harm their reputation and the company's stability.

4. Maintaining Employee Engagement
   Employees need to feel heard, valued, and understood. If an executive is making decisions that employees perceive as self-serving, inefficient, or detrimental to their well-being, their engagement with the company will likely decline. The executive’s job, then, is not only to ensure that decisions are strategically sound but to ensure that employees understand the reasoning behind those decisions.

When employees are more informed and understand the leadership’s perspective, they are more likely to remain engaged, motivated, and loyal to the organization, even if the decisions are difficult or unpopular.

5. Navigating Crisis or Change
   Leadership often faces difficult decisions that might not immediately resonate with employees, especially during times of change, restructuring, or economic challenges. During such times, employees may feel uncertain or anxious about the future. If executives don't communicate openly or take the initiative to manage the narrative, the uncertainty can create fear, resistance, and disengagement.

By controlling the narrative, executives can reassure employees, explain the rationale behind difficult decisions, and demonstrate transparency and accountability. This kind of communication can go a long way toward calming fears and ensuring that employees feel they are being led with their interests in mind.

6. Enhancing Reputation and Credibility
   The narrative surrounding an executive’s actions can have a significant impact on their personal and professional reputation. If an executive allows perceptions of wrongdoings or incompetence to persist without clarification, it could result in a loss of credibility both internally and externally. Employees may lose faith in the leader’s ability to steer the company, which could lead to turnover, poor morale, and even legal or financial consequences.

On the flip side, when executives actively engage in framing the conversation—acknowledging mistakes where necessary, explaining their reasoning, and emphasizing their commitment to the organization—they enhance their credibility and reinforce their leadership in a positive light.

7. Aligning with Organizational Objectives
   When employees understand the purpose behind the executive's decisions, they are better able to align their own goals with those of the company. This alignment fosters a sense of unity, making it easier for employees to rally behind the leadership and contribute to the company’s objectives.

If the executive fails to control the narrative and explain the reasoning behind decisions, employees may resist, disengage, or work at cross-purposes with leadership, undermining the overall success of the organization.

Censorship is alive and well here The moderators don’t want us to say anything negative about HP executive management. Heaven forbid anyone has actual opinions to share. Sounds “Third Reich”-ish.

If you have to worry about managing perceptions, maybe you aren’t making the right choices.

I am going to use this comment in my upcoming meeting with my team:

Leadership isn't just about making the right choices; it's also about managing the perceptions that come with those choices.

I’m willing to bet that the next CREWS leader will be a white female. If it turns out to be a black man, however, I fear the optics could paint Ernest in a way that undermines his true intentions. While Ernest may not be racist—there’s no evidence to suggest he harbors any ill will—such a decision could easily be seen as racially motivated, particularly if the pattern of hiring and promoting only black men continues. People are quick to make assumptions, and unfortunately, perception can become reality in the eyes of the public. It’s crucial that our PR team works with Ernest on this. He needs to understand that how things appear can matter just as much as the truth. If the narrative suggests he is favoring one race over another, it will inevitably spark controversy, regardless of his personal beliefs or motives. Leadership isn't just about making the right choices; it's also about managing the perceptions that come with those choices. LET ME SAY THIS ONE MORE TIME: Leadership isn't just about making the right choices; it's also about managing the perceptions that come with those choices.

Why are we talking about race or gender here? Shouldn't the only criterion be who can do the job? I don't know about America, but in Europe, it's mostly white males at the top, followed by females, who are often seen as attractive(or not but loves carrots) and favoured. So, depending on the perspective, as someone based in Europe, I also see unfairness that has existed and seems likely to continue in the future.

I’ve got to say, a lot of what’s coming out here is looking like it’s right on the money. Which means, someone pretty close to the L1s has to be spilling the beans. I was talking to someone who just left the company, and she told me straight up that all he seems to care about is filling the ranks with people who don’t look like the ones already in power. If that’s the case, I’d bet my bottom dollar the next big promotion is going to be a black man. And with the way things are stacking up, my guess is it’s going to be in CREWS. So let’s do the math here: COO, CPO, and Head of Crews—all black males, and none of them coming from HP.

I’m not saying this is some grand conspiracy, but damn, it sure does give some weight to what others are whispering behind closed doors. I’m willing to take bets on this one. Who’s with me?

Aaah yes. Let's take the discussion off the anonymous platform. These are the smooth brain mouth breathers crying about how HP let them go but are useless in reality.

Censorship is indeed real on this website. It’s almost like they really think a single anonymous post is going to cause them to be sued for an opinion that is not even going to impact a company’s bottom line or a person’s reputation.