#culture

Yeah back when Intel CEO's gave a sh*t about the company and actually had a vision.

Never forget our Culture Blueprint and remember to "Cultivate work joy"!

Let’s just be honest and forget about the P.

That is ok too.

This is where the real corruption lies at Fannie Mae. I was in a department where most of the people were management level or above. A department with 30 plus managers 5 plus directors and very little worker bees. Management level and above had a country club mentality where they all protected each other. If they truly want reform at Fannie Mae that is who they should get rid of. A department usually needs 1 director not multiple directors.

There was a lot of positive feedback to the CEOs blunt and honest call a few weeks ago, even with him flat out saying there would be layoffs and that his plan would be ready in 22 days...which put it right around the 20th.

What happened? Did people lose their minds or did this board suddenly get filled with dummies? I'm seeing a lot of comments from people who dont deserve any severerance.

It su-ks but buckle up and push on.

Is it just me, or does Truist really struggle with software engineering quality? There doesn’t seem to be any real focus on learning from past mistakes or improving with each release. The same problems keep happening again and again — it’s draining and inefficient. At other companies I’ve worked for, engineers were quick to learn, adapt, and build better systems over time. It’s frustrating to see such a lack of progress here. Honestly, “you get what you pay for” couldn’t ring truer.

State Farm jet taking off right now from Bloomington airport. i wonder the high paid execs are scooting off to now? Too good to fly commercial.

Only he could bring back the glory…

What is it going to take from those left in the DFW area to say enough is enough? TI is a woke company that doesn't care about its employees and continues to sell out our jobs to India. Leaders in the company are DEI placements, especially IT, and there is no end in sight. We need change! We need to take back our company! Should we start a Union? Stage a huge walk out from local TMG and IT? Any ideas on how to tell Krunali and Haviv that enough is enough and we will not lay down any longer!!!

Leaving Loudly: Why I’m Gonr After a Decade
The End of a Chapter
Friday marks my last day after ten years of dedication, hard work, and consistently exceeding expectations—90% of my ratings were top-tier. Yet, despite the numbers, the experience left me drained and disillusioned.
Quiet Quitting vs. Loud Leaving
While many choose to “quietly quit,” I’m doing the opposite. I’m leaving loudly—not for drama, but because silence protects systems that harm. Speaking up matters.
The Human Cost
This ISP hasn’t been easy. It’s taken a toll on my aging parents, my spouse, and my kids. The emotional weight is real, and I won’t sugarcoat it: I’ve felt depressed and confused through this process.
One Piece of Advice
If you’re in a similar situation, know your worth and don’t ignore the signs. Blind loyalty can cost you years you’ll never get back.
A Hard Truth About Edward Jones
To my network: take a hard look at Edward Jones. High fees, outdated practices, and a culture that undervalues high performers have left me embarrassed I stayed so long. Tell your friends. Protect your future.
Closing Thoughts
Leaving is hard. Staying in a place that erodes your confidence and well-being is harder. Sometimes the loudest exit is needed.

If the execs had any clue how many core employees on their “critical initiatives” are just weeks away from working at another company, they’d lose it. The people holding this place together are the ones leaving, and they have no backup plan for that.

So many people are hanging on to hope of change to RTO that if 5x RTO bleeds into next year they’re in for a rude awakening, and when they realize their mistake as late as they usually do it’ll be too late. Once you leave toxic T nothing can bring you back. Nobody is willing to accept 5x RTO when they can work remote or hybrid for a better company who actually respects them. The job market is opening back up, so FAFO is about to hit hard.

What will you do when all the high performers walk or retire and you’re stuck with a bunch of duds nobody else wants? Good luck!

Anyone else feel the level of disconnect and apathy is just beyond the pale these days?

Case in point, it’s Veteran’s Day is it not?

Used to be we would expect at least an email from the VP or Director acknowledging and thanking the veterans on their teams.

Zero, zip, nada.

WTAF? It would take 5 minutes.

LMAO

I had a satanic squad leads recently and am wondering if I am responsible for this delicious backlash on this parasitic, useless role

I hired an Etsy witch to put a generational curse on the squad lead position

The condescension practically drips out of speakers mouths when answering questions in AMAs. "Compared to other companies, our RTO..."

We don't care about other companies, we care about this one. Answer the question.

These people should go into politics with their ability to talk for an hour and say nothing of value.

Something is up. A few of my peers told me they stopped getting their usual invites for calls and meetings. Seems like the process may have already “unofficially” started.

Store manager plays favorite amongst managers. Promoting inexperienced managers to run departments such as beauty. Seems like the beauty department in our store is being run by the store manager herself. The pressure is on as regional and district are starting to notice the beauty manager isn't even fit to run Backstage. It's only a matter of time.

Piper guy yes we are hereby naming you tragedy king! But did you saw the great financial results not trying to rub it in. Wishing you and your family the same negativity multiplied 100000 times.

People are exhausted, wasting hours every week commuting just to sit in overcrowded offices on calls they could’ve done better from home. There’s zero trust left between leadership and employees, and every new “presence report” or “compliance check” only drives the wedge deeper.

Instead of showing empathy or even basic flexibility around the holidays, leadership doubles down like robots with no understanding of how real people live and work. Every decision is designed to make life harder, not to make the business better.

And for what? Headcount cuts without severance to fake numbers to Wall St. so we can pretend like the company is in good standing and stink can pull his Golden parachute right before the Sh!t hits the fan?

The people who are sticking around just to reach retirement aren’t the future of this company. The ones leaving, the under 50 high performers, the problem solvers, the people who actually care are the ones you should want to keep. But you’re pushing them out, and they ARE leaving.

If this continues, in five years AT&T will have gutted its talent base completely. The knowledge, the innovation, and the passion that built this company will be retired or gone for the “industry standard” hybrid or WFH arrangement. Anyone left will be the low performers with no options because nobody new is joining this toxic company. That’s not leadership, that’s destruction disguised as discipline.

It’s time to stop pretending this is working. Bring back flexibility, rebuild trust, and give people a reason to stay.

Can anyone circle back, follow up or close the loop on q4 kpis for Hans the special advisor? Vz is positioned to win the holiday with a top talent team, org structure and culture OS. Let’s keep the momentum going! Also if someone could make sure he completes the pulse and survey hours that would be great thanks. And make sure he takes the guilt free vacation too and brings his best self to power and empower the way we work live and play. Honored and humbled for world class art of the possible leadership that treats us with dignity and respect, honesty about the state of the business, and our bright future!

This is crazy. Last thread was deleted. Not sure why. there wasn't anything in it that was bad.

Watch closely and observe the clinical precision of LBT in cleaning up the deadwood, scammers and imposters in leadership. Absolutely brilliant!

1. MJ gone
2. Christoph gone
3. Saf gone
4. Ann gone
5. Pambianchi gone
6. Lavender gone
7. Sandra gone
8. Sachin gone
9. Bruckner gone
10. Adding Craig to board must mean he’s getting ready to push someone out

This is something I’ve observed and was curious if others have seen the same. I’ve seen females rise faster within EJ home office than male colleagues. Obviously there are many males still being promoted and serving in leadership positions but is HR pushing gender as a reason to promote when all else is equal? Are others seeing this? Maybe just a small sample size.

I’m sure this will get downvoted and I’ll get ripped for even asking, but I’m genuinely curious.

And I’m seeing some solid information sharing... but also simultaneous social unraveling within the same space.

Oh man, what a time to be alive.

The days of mutual respect and loyalty between management and staff at IBM are long past. IBM’s one-time core principle of trust and personal responsibility in all relationships no longer applies to its executive ranks (nor do the IBM Business Conduct Guidelines.) Don’t overly invest in your career because it’s guaranteed that your employer at most makes extremely short-term investments in you.

Know that your 1st or 2nd line manager may have been coerced to sign a justification for laying you off written by higher ups and certify it as their own assessment. The documented decision making process and paper trail scrupulously follow the law. The actual decision process is a different matter. IBM’s no longer squeaky clean in this century; it just presents the outward appearance of being so.

In IBM even band 10 and band D employees are disposable interchangeable parts now. The situation has become similar at other major tech employers. Show your next employer no more loyalty than they show you. Beware of loyalty to your local team. Big businesses get a free piggyback ride from that loyalty to your local team. They count on it!

Even if you’re the best in your country or geo, they can always find 2 or 3 lesser talents in a far cheaper developing country to replace you. They won’t think twice before doing so … even to someone who walks on water.

This. OP: @ce+1k9hfmk62

It’s time for us to take an honest look at our leadership culture. While we have strong strategic talent across all levels, we continue to fall short in one critical area: people leadership. Leading people is not a secondary or passive responsibility, it’s the foundation of effective leadership.

Across the product organization, we’re seeing recurring issues that point to a gap in leadership development and accountability, including:

• Limited engagement and communication between leaders and their teams
• Over-reliance on operations or individual contributors to manage upward, downward and across without proper support
• Avoidance of difficult conversations and unresolved team conflicts (it is a leaders responsibility to support, manage and develop their people through conflict.. this includes addressing how your direct report is managing their team. EVERYONE BELOW YOU IS YOUR RESPONSIBILITY)
• Inconsistent emotional regulation and listening skills among leaders (why are leaders snapping at junior employees on the reg?)
• Insufficient development of emerging talent and reluctance to promote based on growth potential
• Hierarchical attitudes that prioritize status over collaboration and merit (many TNF leaders were promoted because they were buddies with the right people, not because they are strong people leaders)

We cannot build a strong organization on weak leadership fundamentals. True leaders invest in their people, communicate transparently, and model the behaviors they expect from others. So let’s be clear about what effective people leadership looks like:

• Regular, meaningful check-ins with your direct reports (and no, being a busy VP is not an excuse.. you’re not special, we’re all busy and you get paid well for it. Support your people)
• Addressing performance or behavior concerns early and constructively
• Listening to feedback without defensiveness and taking accountability for outcomes
• Asking your team what they need from you and acting on it (I’ve seen associate employees open meetings with asking their coworkers how they’re doing and what support they need.. I have yet to see that from a senior leader)
• Providing direct, actionable development guidance and clear pathways for advancement (if you deny your employee a promotion, you better have a checklist of skills and developmental goals ready to hand over)
• Promoting based on potential and committing to coaching team members to success (if you don’t promote because your employee isn’t 100% ready, you’re a bad leader; promote when they are 80% there and invest time and LEADERSHIP into developing them the rest of the way.. talking to you, GM)

Leadership is not about being the smartest person in the room, it’s about creating an environment where everyone can succeed. Each of us has a responsibility to uphold that standard, but it should be of special interest to our leaders to set that bar. And unfortunately, the current location of our bar is in he-l.

To strengthen our leadership culture, we should be defining clear expectations for how much of every leadership role is dedicated to people development versus strategic execution. We also need targeted training on emotional intelligence, communication, and conflict management to better equip our leaders to LEAD.

Final thought.. HR outwardly being friends with Senior Leaders is problematic. Your people are afraid to speak up.

If you worked there prior to 2000yr, then you remember how great a company this was.
People could worked their way up the job ladder through hard work.

The company rewarded employees with good raises and bonuses.
The company motto was " Our employees are our greatest assets"

Then around 2000yr a dark cloud appeared and the company became obsessed with
saving money through any means.

Suddenly raises and bonuses were reduced to 2%. Then came the period of working
2 to 3 years with no raises or bonuses.

Departments saw their staff cut 25% to 40% sometimes 50%
To add insult to injury then came in the massive flux of H1B workers to take jobs from
U.S workers.

Top management is just lounging around while allowing toxic behavior to spread like wildfire. People used to care about their work, now they just try to survive the madness. It’s contagious, demoralizing, and scary. Watching talented people change because of this environment is heartbreaking.

What does it mean after having a great year? Layoffs! Greater efficiencies, more collaborative efforts, great culture - Layoffs. Putting in the extra effort - Layoffs. Continuing to fund women’s sports, Layoffs. Supporting the crime infested low income areas of Charolette - layoffs. Out of control expense accounts by senior leaders - layoffs. Listenening to the same enthusiastic speeches by the leaders, priceless. Employees see through the fake caring. MR could care less about relationships be it between peers or our dealer customers. It’s all a facade.

Will the Chairman of the Board ever be held responsible for the Clown Circus that FF has built?

After failing to lift the sales, the leadership is ready with the next list impacting many old timers at the senior roles, the remaining testers and the product which is always creating top issues with weak revenue stream. Many people are being put into difficult situations intentionally for them to resign. Many did already and impossible situation for the rest. This is a big s**t hole now for Coupa 1.0 folks with no win, whatever effort they make.

Good Luck to the slope workers today. It’s sad to watch really. High $$$ consultants were given the reigns. Reminds me of the RLG days. Conoco used to be the common sense operator on the slope. Only hired good people. Those days are gone. We’ve hired some real winners over the last few years (folks that didn’t make the cut at BP and Hilcorp). To top it off, management thought it best to lay people off right before the holidays, and expect a wildly successful winter season with minimal remaining field experience. Good luck to all. Those that are asked to move on, it’s probably for the better.

So if rumors are true, looks like Boulben’s org is being hit hard. Deservedly so. I counted at least 20 AVP’ers and above. Seriously? For an org that really drove us to a lot of the issues we’re having. Kept raising prices and a lot of questionable value-prop decisions. If the trend continues, I applaud Dan’s decisions.

Penny Pennington announced Edward Jones is the official Wealth Management partner of the Big XII Conference. This figures. A third class wealth management firm for a third class athletic conference. Everyone knows the top two conferences are the Big 10 and the SEC. Come on, Penny, if you really mean business you should do better. Everyone knows you are not a real leader and you are in over your head. That is why you could only secure a deal with the Big XII. While the Big 10 and the SEC have been adding programs leading the NCAA in positive growth the Big XII has been losing programs and been scrambling to pick up third tier programs to fill the holes. This sounds very similar to Penny Pennington's leadership at Edward Jones. While top leaders at Schwab, Raymond James, and LPL take talent from Edward Jones Penny Pennington is scrambling to fill the gaps as best as she can. Penny Pennington is just not adding up. Penny Pennington has already sealed her fate as a doomed leader in firm history.

The 3 CEOs before Gail served an average of 4 years while she has been here for double the amount of time.

Here is a history of how long the previous CEOs served at Elevance/Anthem/Wellpoint.

Gail K. Boudreaux- CEO of Anthem/Elevance since 2017 (~8 years)

Joseph R. Swedish- CEO of Anthem from 2013-2017 (4 years)

Angela F. Braly CEO of Anthem from 2007-2012 (5 years)

Larry Glasscock CEO of WellPoint from 2004-2007 (3 years)

Look at what we have been doing for the last 3-5 years, outsourcing CSRs, taking away abilities from the retail POS, adding fees, reducing and removing discounts, wasting billions on useless spectrum while cutting off and failing to maintain what is actually used, and then listening to higher ups and C suite employees whine and blame us for poor numbers. The actions that have been taken would make no sense to someone in middle school, yet were taken by millionaires. This is criminally stupid, almost makes you question if they are a deliberate attempt to devalue the company for a future sale.

And what is being done to fix it? More fees and BYOD plus? We lost subscribers again on the consumer side last quarter while literally giving lines out for free with free or heavily discounted upgrades. Who thinks this is working? People being payed millions to make your life more difficult, your quotas higher, and your future uncertain.

The obvious fix would be to stop sc--wing customers with fees and trash customer service and stop giving shady reps easy to hide ways to add lines, but who wants to hear that? Sometimes you have to spend money to make money, but no, lets just cut and outsource more, but we will spend on AI that customers and reps very vocally dislike.

Spend money on US customer service reps and the network and stop sc--wing the customers, all of the money they have saved with these cuts is being lost by the droves of customers leaving for Tmobile, and common sense and a little money would stop that and reverse a good bit of it.

Hopefully the new CEO doesn’t F this trainwreck up any further, maybe he isn’t at his knees in front of Larry Fink like Hans was. Maybe Dan will read this, one of the HR spies in here should put this on his desk.

It’s not gonna stop. Tough working for a shrinking poor long term company.

I find the posts on Linkdin by various leaders at Verizon, to be completely tone deaf. Fancy dinners, and trips to Paris. Sure, it might be work related, but its a real slap in the face to be living it up in luxury while your employees are preparing for the worst. Do better.

How does bp get work done? When there is a perceived and peer/supervisory pressure to attend/host perpetual Teams meetings. Is this on purpose?

being at the bottom of the totem pole, They need to get rid of:

R2b
5g client managers/executives that don't do a thing
Who ever manages useless door 2 door reps
B2b managing partners
Directors that WFH 4 days a week
Whoever manages indirect