It’s like the criteria was to keep the nastiest, most political, least experienced and biggest ahole know nothings. This is not good for business. This is what leads to having to cut the divvy.
Seeing great people walked out and proceed to thrive at other companies is so frustrating. Meanwhile complete unflushable duds get promoted or sit in positions 3 levels above their competency level.
Leaders who don't put their employees first will always lose in the end.
You will notice the fear in their work, a reluctance and avoidance to seek their leaders input, and it results in a significantly impacted team who performs at a survival level, not a level of excellence.
As projects become more complex, staffing gets leaner and demands increase, these leaders will only get worse.
TC took on capital intensive projects and proceeded to remove anybody with experience and knowledge to put in completely incompetent, unqualified Machiavellian types that have instilled a culture of fear, retaliation, control and manipulation. There is only room for the political sharks or the brown nosing obedient types at TC right now. It’s a very very unhealthy organization with no signs of blue sky ahead.
You’re mistaken. The real issue lies with leadership, which took on high-risk projects without proper risk management. This recklessness led to excessive debt and severely damaged the company’s financial health. To deal with the fallout, they chose the easiest path—laying off good, hard-working employees. Layoffs have been happening for nearly a decade, and they’ll continue until someone finally acknowledges that the problem isn’t the workforce—it’s the leadership.
Let me be clear. Real leadership and true accountability require bold, strategic, and at times, political decisions. To those not familiar with the context in which TC operates, those actions might appear unpleasant or even harsh. But in a complex fiscal and regulatory environment, decisive action is not only necessary, it is expected. Only true leaders step into that space and lead with conviction.
Leadership means understanding accountability. First and foremost, leadership is accountable to the shareholders, under the oversight and guidance of the Board of Directors. Shareholders expect returns. Leadership delivered those returns by making thoughtful, sometimes difficult decisions that position the business for long-term value creation.
Equally important is the engagement of TC's people and culture. Maintaining a balance between strong shareholder outcomes and a thriving workforce is a top priority for our Leadership. That commitment is reflected in the transparency they bring to our town halls, employee advocacy forums, and the investments made in culture development across the company.
As the organization evolves, we know that some good people will choose different paths. That is a reality of any company in transition. But they are also developing outstanding talent and strengthening the team through high-grading where it makes sense. The progress we have seen so far has been exceptional.
What drives that progress is TC's foundation of values. Safety, integrity, responsibility, collaboration, and innovation guide how decisions are made and how they show up every day. They empower our people, deliver results, and connect communities to the energy they need. That is purpose. That is TC Energy.
It happens everywhere. Psychopaths move up the ladder quickly.
I miss the previous CEO. It was better in the past. We are now in a different environment... just come and go
If there was any reward for being a respectful and competent leader, people would do it. Since egotistical tyrants get rewarded more often .....that is what you see thriving. Its a shame because the legacy they leave behind is pure disgust coupled with a negative impact to the business overall.