#culture

Look, I get being unhappy. This place gives plenty of reasons. But if you're at the point where you're just bringing everyone down, maybe it's time to go. The constant complaining, the negativity, it gets into the walls. It becomes part of the culture. If you can't find a way to be even a little okay here, leaving might help you and help the people who stay.

I worked at Chevron, currently work at EM, but if I could turn back time and choose where to go back in my career, I'd go to pre-Pioneer Parsley. Being bought completely destroyed it, but before? A truly great place to work with some of the best people I've met in my life.

I’d be curious to see what people feel like the safety culture of the company is today? Better or worse than it used to be?

this board has gone quiet.have u given up ? get w/da program.come on people.time to change mutualof america for the better.where is the Spirit of America.markets are tanking.revenue hit has been $4,000,000 less since 2/27.perfect storm set up for 3/16

Employee Appreciation Day was today (Friday 3/6) in case you missed it. Did you guys get an email from a manager today that wasn't hollow or generic as the AI that wrote it?

Anyone actually feel appreciated?

I am noticing that threads about certain GTS leaders getting deleted. Just for asking if they are leaving or not.
I do not see threads getting deleted for any other leaders.

A few questions regarding 3M's mascot, Scotty: Who watches him all day? What does it cost to have people watch him? Where does he go at night? How much did it cost to trademark his name: The Science Lab? How much time and money went into this decision (legal, PR cost, etc) to acquire him? Was he a rescue dog/puppy mill/legitimate breeder?
Is there any chance he will get laid off or spun-off?
Maybe a better mascot would be a black widow spider or a preying mantis, you know, one's that eat their own.

Directors that say yes to every request from VPs no matter how ridiculous or last minute the ask continue to survive. They have their head so far up the VPs a$$ hoping to advance their own career with no regard to their team. Truly a good ole boys club at that level. At the end of the day every employee is just a number with a salary that will be the deciding factor in the next round of layoffs. No amount of extra effort will be taken in to consideration, so take your PTO and enjoy time with friends and family.

You could be sick on your death bed and Humana will still want you to call in and report your absence

This isn’t to be negative or to drag Fidelity Abby or the company as a whole. As a younger employee I certainly didn’t get to enjoy the Ned times, by the time I joined the green line was fading away as the main marketing tactic. Nonetheless, Fidelity allowed me to transform my life from being homeless to being a successful young licensed entrepreneur. The skills I learned and the people I worked with provided value to me that is unlike any other. It was an honor to work in the branch during the growth phase and see the success of the new associates. There was change but the one thing that always stayed the same was that fidelity was home it was family it was great. We all talked up the company because we really believed in it. At some point over the last year, people have stopped singing the praises of the green machine. I watched what was once a great branch full of culture and teamwork turn into a place of fear. Sure some people work harder than others but none of us were slackers. The fear has caused everyone to keep to themselves and that is resulting in accusations that we do not want to contribute.

THE PEOPLE WHO WANT TO HELP CLIENTS ARE FIDELITY. As someone who talks to clients all day long, trust me when I say they want the old fidelity back and so do the employees!!!!!

Is the lack of managerial support a new Humana tactic to quiet fire employees? Have you noticed a lack of leadership? I have and I’m pretty sure Humana is using this new tactic to motivate you to leave.

Work has become a complete insane asylum. Happy employee appreciation day for those still here….for now! Everything is great and always has been. Nonstop pointless and chaotic reorgs are our winning strategy. Proud to post it note my love for vz!

This potentially makes arm a monopoly, and with Softbank blocking career mobility to Graphcore, things could get very constrained for engineers in the UK

Actions speak louder than words....save the umpteen emails.

VPN always.. POWER in Numbers!!

Well between RIF and worse strategic attempts to get people to quit with case loads being unreasonable ir putting people in work plans the oregon and WA teams are about dead and gone.

DCO is a soulless id--t. CSMs are pale images of what they had been in past, all the talent and integrity leadership is gone.
At least competitors are coming in

My manager isn't engaging with the team at present, I pinged the other day and not even an acknowledgement

Not joining daily calls etc

Are there changes coming ?

0% for managers in many groups. Fully met but 0% and lower Sti's than last year. Great year numbers wise in these groups. What's going on? They said they didn't have enough money and had to take care of people. Is it the $2M they had to give the guy who couldn't start . . . what a joke! We are tired of beating goals and getting 0.

Let’s remind leadership who runs this company!

The company consistently advocates for metal health and talking to someone. Rip the bandaid off and just let everyone know where they stand within the new org chart. The anxiety and stress within our employees is at an extreme high right now. Come on OVV make your decisions already.

Once upon a time, the biggest concern was the lack of ‘good for you’ products in the portfolio. Today, the biggest concern is the lack of good leaders in the organization. How is each function holding up, is there any hope?

One of the most fascinating management models I’ve seen recently is the “mutual admiration club.”

A small leadership circle hires each other, promotes each other, and then gives each other outstanding performance ratings. Meanwhile, the people actually running operations and supporting customers suddenly become “underperformers.”

It’s a brilliant system if the goal is to protect the club and shift accountability elsewhere.

Unfortunately, it’s not a great system if the goal is to run a serious business.

In the long run, organizations usually discover that echo chambers are very good at protecting leadership, but not very good at running businesses.

How about this employee appreciation email?!? She is thankful for her job now go appreciate each other.

https://youtube.com/shorts/zidJDw00ZYo

What a joke, absolutely tone deaf Execs making this stuff up.
RIF 13k, now to appreciate you learn how to use AI tools

That's that, anyone EXITED for the new merch.
Nobody really has anything better to do.

• Fundamentally broken and needs a full reset.
• There is no clear or credible technology roadmap.
• Leadership and hiring appear driven by internal relationships and favoritism.
• Vendor decisions often look questionable and raise concerns about incentives.
• Systems from acquisitions remain fragmented and poorly integrated.
• Deployments and upgrades move far too slowly for a modern IT organization.
• Overall execution is weak and the group is widely seen as ineffective.

Pattern recognition exists.
Why have a random CSAW right before every 'reorg'?

Return to office policies feel disconnected from how many teams actually work now. A lot of teams are spread across different cities and countries. Even when people sit in the same building, most of their meetings are still on video calls. The day ends up looking exactly like a remote workday, except people had to commute to do it.

It creates a strange situation... Now, peeps spend time and money getting to the office just to log into virtual meetings anyway. The actual work process does not change much. Communication tools, documents, and collaboration ALL still happn online. At that point the office becomes more symbolic than practical, and people start questioning what the real purpose of the policy is.

Pretty much the title. I know every group has their bad apples but seeing how many employees of other ethnicities (not even talking about white people here) have been disproportionality replaced by those from South Asian countries is absurd. Am I alone in thinking this?

I’m listening to the AI session and the BOAs and FAs are absolutely unhinged 😂 It’s honestly hilarious and kind of refreshing how funny everyone is. At one point someone asked, “Can Copilot tell people to mute their phones?” and I lost it.

This Lisa Bodello lady they are paying to talk about culture, too many meetings, taking the time to think, and all the other hogwash… she must not be in the loop of all the things Edward Jones is taking away from us right now!

She says “take time to think”. When, during our two hour commute? Because being IN the office nine hours a day isn’t going to be where we get to think when we are hearing everyone on zoom around us, being on zoom cause others still aren’t in the office, hearing people talking about their d-mb weekend plans, what they have for lunch, and other stupid bullsh-t.

She says:
Get rid of stuff that doesn’t matter— being in the office doesn’t matter.
Ki-l stupid rules at work —come into the office four days a week - it doesn’t add any value to the EMPLOYEEEE.

This Lisa lady speaking is absolutely fu--ing ironic and absurd - have a town hall basically telling us to fu-k off and our kids don’t matter - and the next day have this Lisa lady trying to tell us what we need to stop doing to be better for ourselves when Edward Jones is taking it all away. THANKS FOR THE GOOD BELLY LAUGHS EDWARD JONES.

"Silliness" LOL

Companies that operate with a hub-based workforce model should align their teams geographically rather than scattering small numbers of employees across multiple states. When the majority of a department or function is concentrated in a primary hub, it makes operational, financial, and collaborative sense to place the entire team in that same location instead of maintaining one or two employees in various other states.

First, collaboration and communication improve significantly when teams are centralized. Even in remote environments, employees located within the same region or hub tend to share similar, leadership structures, and workplace culture. When teams are spread out as “one here and two there,” those individuals often become disconnected from the main group, making collaboration less efficient and creating unnecessary communication barriers.

Second, centralizing teams supports stronger leadership and accountability. Managers can more effectively support employees when their teams are structured in a clear and cohesive way. When a handful of employees are placed outside the main hub, they may receive less consistent oversight, mentorship, and integration into team processes. Bringing employees together in the dominant hub location creates clearer reporting structures and stronger team cohesion.

Third, there are cost and operational efficiencies. Supporting employees in multiple states often introduces additional administrative complexity such as payroll compliance, state-specific regulations, and HR management differences. Consolidating teams in the primary hub reduces these complexities and allows resources to be focused where the company already has the strongest infrastructure.

Finally, a hub model should actually function like a hub. The purpose of a hub is to concentrate talent, resources, and collaboration in one central location. Maintaining scattered employees across various states contradicts the very concept of a hub structure and weakens the benefits that such a model is intended to provide.

For these reasons, companies that promote a hub-based workforce strategy should ensure that teams are largely located within the same primary hub rather than distributing small numbers of employees across multiple states where they operate in isolation from the core teams.

Ceiling tile looks like it’s about to burst open, drip has the sound of a faucet left on. Return to the office and expose yourself to mold and wastewater.

The asset management industry is changing rapidly, and staying ahead requires more than incremental adjustments.

One area that deserves close attention is the layer of middle management. Many of the managers responsible for executing strategy appear increasingly detached from the company’s long-term mission. When leadership positions become primarily about protecting paychecks rather than building lasting value, organizations inevitably lose talented people who want to contribute meaningfully.

Over the past years, a number of highly capable individuals have left because they wanted to deliver impact and build something meaningful. When those voices disappear, it is often a signal that something deeper in the culture needs attention.

The competitive landscape is also evolving. Firms like BlackRock have significantly expanded their position in areas such as ETFs and are investing heavily in AI and data-driven investment capabilities. Competing in this environment requires not only technology and capital, but authentic leadership and a culture that empowers people to act with conviction.

Strengthening leadership culture should start with divisions such as Strategic Advisers (SAI), where the connection between research, portfolio management, and long-term client outcomes is critical. This kind of review requires diligence and honesty, not narratives that avoid uncomfortable realities.

Organizations that are willing to examine themselves critically tend to emerge stronger. Those that ignore early signals often find themselves losing relevance over time.

The opportunity to reinforce a culture of accountability, integrity, and genuine leadership is still there—but it requires deliberate action.