#culture

Pickleball. Kayaking. Kick a soccer ball around. We are truly blessed.

If it's cost performance, it should hit the MD D SVPs isn't it.why i see only VP getting affected

To stop people like MW from laying all the White Collar jobs, we need to unite. Its time for a White Collar Union. He has a hunger that won't be satisfied to layoff. We have to make it harder on him!

https://www.thecannatareport.com/xerox-global-print-go-to-market-q2-2026/

Very bottom of the page. Looks like some elitist party of millionaires out of touch with their own workers.

Fortune reported Binance fired compliance staff over Iran sanctions violations. The report claimed $1 billion in USDT linked to Iran flowed through Binance. Binance co-CEO Richard Teng publicly denied these allegations. The company stated its internal review found no sanctions violations. Binance neither confirmed nor denied general layoffs but clarified they are unrelated to sanctions.

https://incrypted.com/en/binance-has-denied-rumors-of-staff-layoffs-and-sanctions-violations-involving-iran/

I'm hearing the APAC teams are really struggling under the new leader. From all reports the previous "interim" chief was bad but the new guy and his posse are driving the culture into the ground. Anyone hearing the same?

I saw this post earlier and thought it was worth to share here. When Nintendo faced disappointing sales during the Wii U era, the company’s leadership made an unusual decision.
Instead of reducing staff, then, president Satoru Iwata voluntarily cut his own salary, and other executives also accepted pay reductions.
The move was meant to protect employees, maintain morale, and preserve the creative culture that Nintendo believed was essential for long-term success. It became a widely discussed example of leadership taking responsibility during difficult financial periods rather than passing the burden directly onto workers.

Nothing will ki-l a great employee faster than watching you tolerate a bad one. – Perry Belcher
Bad managers don’t listen to their employees because it makes them feel insecure when they find that employees are smarter than themselves. – Anonymous
A bad leader can take a good staff and destroy it, causing the best employees to flee and the remainder to lose all motivation. – Anonymous
People don’t leave bad jobs; they leave bad bosses. – Anonymous
Failing organizations are usually over-managed and under-led. – Stephen Covey

Heard several people discussing another re-org in CC, they can't seem to get this dept right. Supposedly they are not happy with current management/ staffing level.

New to NM. How does promotions work here? I see some people who are in the same role for many years without any promotion. Also, how much pay hike can one expect with the promotion in general with the engineer roles?

RB just said he starts and ends his day using Copliot and has 6 agents running at all times. Senior leadership is completely brain dead, which we already knew but now it’s being directly told to us.

https://variety.com/2026/biz/news/warner-bros-discovery-paramount-skydance-board-bid-netflix-1236664163/?fbclid=IwdGRjcAQAELpleHRuA2FlbQIxMQBzcnRjBmFwcF9pZAo2NjI4NTY4Mzc5AAEedi07M5OTw_-C4AkreI9eONQXAhDT4y1e1dgY62kHS4qi-9-PloLepzKypjE_aem_9SNa7lxdHAvM5wtMgTJPTA

Why Shell IDT employees are looking to flee the company

Might be the d-mbest realignment this company has ever done. What a colossal f—k up

Giant Eagle used to care about its people. Now we’re at the point where employees are treated no better than they are at Walmart. It’s genuinely sad to see how far this workplace has fallen when it comes to its workers. This leadership should be ashamed.

Apparently you can't just tell someone to do something anymore. You have to wrap it in praise and compliments or they think you're attacking them. I'm not yelling, I'm just asking you to work. When did that become a problem?

My boss micromanages so badly that I’m torn between begging him to let me do my job or laughing when he confidently (and wrongly) corrects things he has no clue about. He slows everything down and still acts like he’s right. Please tell me this isn’t just me.

It’s by far the worst experience I’ve had in my professional life. I’m in CWP, leadership is ineffectual, they do absolutely nothing but the bare minimum, just enough to keep their job. They won’t care about their teams, they don’t care about doing what’s right for the members , they just do the bare minimum to keep their job. It’s atrocious and shocking for a company of this size to allow leaders to behave the way they do, I don’t even feel like I have a manager or any sort of support system. I cannot wait to quit this nightmare of a company, The really sad part is I’m one of the few people that other job, follow the rules and the people that do whatever they want aren’t held accountable. It’s only a matter of time before a member takes legal action due to the irresponsibility of most of the staff.

Bumping from @2hr+1kd1d6bb6, well stated.

Only about one more month until CS moves to china. I work in APLA and writing is on the wall that we will be dissolved as a geo as of fy 2027. CS HAS BEEN the steady ship we've needed and has made apla an incredible place to work, I'm very excited for her but nervous for this change. Anyone have any info?

I still remember when getting hired at T meant you were set for life. You'd retire from here. Now look at us. Those were the days, huh?

I wish skipping happy hour didn't make people think you're not a team player. I like my coworkers fine, but my evenings are for my actual life. There's this unspoken expectation to always be around. Is this just my team and my manager? Because I'm getting really tired of it and I wouldn't mind transferring to get away from it.

I tried bringing it up and got shot down immediately. That’s frustrating, because if compensation is off-limits, there’s no way to know who’s being underpaid, and I’m guessing it’s more common than people think.

The company keeps letting go of people who actually know the work and matter, then shuffling others into roles they aren’t set up for. It’s creating gaps and inefficiencies that could’ve been avoided. I'll never understand the logic behind their thinking.

Nobody told me I'd be working 3-hour longer days for the next month vs others of a different religious persuasion. I wonder why?

From my experience Chevron has NO keepers by the definition shared at the link below.

If you disagree please speak up and advise me on where to find a "keeper " among the cesspool of self serving supervision/ managers we are blessed with.

https://www.linkedin.com/posts/jwmba_when-your-manager-says-this-youve-got-a-share-7428287024773636096-rO6r?utm_source=share&utm_medium=member_android&rcm=ACoAAAn-ZlAB68ih04bqOWRtU6SN072zGx8h3RY

I’m about 9 months into HCSC. I heard mixed reviews about the organization before I joined. My immediate team is friendly and professional, but it seems the company as a whole is dysfunctional. There is no accountability and no one really knows who does what. I heard before that HCSC routinely hires from outside of the health insurance industry because they can’t attract and retain specialized talent. It appears to me to be the case. It seems like there are a lot of people who have been here for many many years and lots of churn with newer talent.

Serious question—- why do people stay for so long? Doesn’t the dysfunction and lack of leadership get to you? It seems to be to a culture of complacency and sticking to a false narrative than actually trying to run an excellent business.

The dysfunction here got so bad I had no choice but to leave. Best decision I ever made. Found a place that actually respects its people and pays decently. So weird to say thanks to Waters, but the push was exactly what I needed.

Ask not what your company can do for you — ask what you can do for your company?

I see some positivity about Humana and it throws me off because my experience has been rough. For those who like it here, what makes it work for you? Is it your specific role, your team, or something else? Trying to understand if I should stick it out or just move on.

In high-trust societies, people assume good intent. Information flows freely. Collaboration feels natural. In low-trust systems, the opposite happens: people protect themselves first. Energy shifts from building to guarding.

Consider modern Russia. Decades of opacity and centralized control have cultivated widespread skepticism toward institutions. Citizens often rely on private networks rather than public systems. Information is filtered. Incentives are distorted. When trust erodes, talent adapts by becoming cautious, political, and self-protective.

Our corporate environment shows similar warning signs. Competitive ranking systems pit colleagues against each other. Information becomes currency. Feedback is filtered for safety rather than truth. Instead of asking, “How do we win together?” people ask, “How do I avoid losing?” Innovation slows because risk feels dangerous. Collaboration weakens because vulnerability feels unsafe.

Over time, this trajectory leads to silos, quiet disengagement, and eventually mediocrity. High performers optimize for optics. Emerging leaders learn to manage perception instead of outcomes. Trust, once depleted, is expensive to rebuild.

If we continue reinforcing internal competition over shared success, we shouldn’t be surprised when initiative declines and politics rise (and one may say that we are already there). But the reverse is also true: when trust increases, performance compounds.

The future of our company will not be determined by strategy alone, but by whether we choose fear-based competition or trust-based collaboration. We sit in a moment when the system to identify future Management is hindering the ability to run the organization. Perhaps its time to not burden the majority of the organization with PDS classifications and let them operate with a stable performance reward system. No system is great but we sit in a time of history where a credible change is necessary.

I'm at the point where a pay cut sounds very much worth it if it means leaving this toxic place. I can't take much more of this culture.

Despite everything, this used to be the best place I ever worked. Great coworkers and a good manager make all the difference. Everything I've had since has come with nothing but horrible people who only look to stab you in the back if they can. I'd go back in a second.

Another bad 10 years are coming due to QPOET.

Don’t say that one obnoxious team will not have big impact. Please keep in mind that toxicity is contagious.

Time will give the opposition a lesson. It actually already had!

Sums it up.

As a fomer employee i feel like the DIRECTV is lying to employyes and customers. As a 22 year employee, I helped develop new talent and hung around until June 2025. I loved my job and my boise team, but I have to say as I tried to find issues to surface about poor customer experience it all.came back to the Philippines that took my Job. Im glad I was about to find a new opertunity with a great culture that brought back jobs from the Phillipines. Bill morrow and AT&T sure fu---d up DIRECTV to the point of no return. Im glad I'm out and know the ship will continue to since as boomers die off.

Why? Seems strange, is Stefan still thinking about Content Server? Why Directory Services and not just OpenLDAP?

seems like someone opened up jak and typed "how do i turn uniti into frontier" then proceeded to follow the instructions provided.

How are you all so mentally strong to take the continuous layoffs, relocate states for RTO and adapt to so many life changes?

It totally amazes me what T employees go through every day and still try to put everything aside and focus on work.

I lost 3 colleagues today and sick to stomach returning to ghosted work location.

May be I am getting too old for this, but ever since I joined T, I have seen people in my team go every year.

Funny how a DEI question was asked about female execs and all the male execs on the stage struggled to answer 😄

So… saw the big LinkedIn splash about the CXO Leadership Summit.

Thought we were tightening spend on these things? Especially while we’re laying people off and talking about cost discipline.

Genuine question —
• What was the actual outcome of this summit?
• How much did we spend hosting hundreds of “leaders”?
• What measurable business value came out of it?

Feels a bit tone-deaf when teams are being asked to do more with less.

Would be good to see some transparency and accountability here.