#leadership

What are everyone’s predictions?

So our claims team hasn't had our monthly team meeting with our director in the last 3 months..all he did was talk the #'s of the dept and bits of info and give people there anniversary props who had one. then we would a a Q&A...he was so prompt about this but its changed over the last few months...has anyone had anything similar with thier depts over the last few months also??

Just heard AS put in his notice, was he pushed out or decided he had enough? Anyone in CIS heard from him?

Not super surprising with CIS buried in FAST. What does this mean cybersecurity at Nike?

Looks like that SF lost her mind. There was a couple of urgent L2 level leadership meetings and additional cuts and savings asked. Is it the aim of SF to destroy the company? When she will finally understand that leading the company is way more then financial numbers? Is she finally loosing her support to lead this Titanic?

Can someone imaging she survive as a CEO any longer? I never seen something like this. Only Kelly Beaty could be worse choice.

State Farm leadership is cookie cutter corporate garbage. When the person above and in front of them stops they put their head up their azz. Leadership no longer has the heuvos to defend and support their subordinates. It is each man for themselves and their hypocrisy runs deep when they preach teamwork.

It is so sad to say they are so brainwashed to believe in the hypocrisy. Leadership at State Farm is a term that is abused so bad it has created dysfunction. The worker understands this and can no longer believe in the ethics of the company mission and vision statements. Failure is inevitable with leaders of poor virtue.

Lot of high profile exits

At the ISP Town Hall last week, during the agenda portion at the beginning the moderator mentioned QA’s and a meeting pulse. Eric said “you’re not going to allow 4-1 questions right?” Leadership in the room all giggled. Then he said “gas prices are high, can we go to 3-2, what an absurd question”. So dismissive and out of touch with the everyday employee at his firm. He’s referencing the Rob sharps town hall last month when him and the MC dodged all questions regarding RTO. Not everyone can afford a personal driver and a nanny while he leads a company into layoff after layoff, a crashing stock price etc.

• AT&T: $29.58 → $22.75 (-23%)
• T-Mobile: $102.53 → $180.40 (+76%)
• S&P 500: 3,115.86 → 7,465 (+140%)

Nearly six years later, AT&T’s answer to every problem seems to be more RTO, more presence tracking, and more control.

Meanwhile, T-Mobile continues to outperform, remains remote or hybrid for corporate employee managers, and has become a destination for talent that no longer wants to deal with AT&T’s five-day office mandates.

T Leadership keeps talking about where employees sit while competitors are focused on winning customers, growing the business, and attracting talent.

The stock charts tell the story better than any town hall BS story or August 2025 manifesto email ever could.

Our favorite minister of people and culture is still proving herself adept at survival and sorcery. Taking out and clearly eviscerating a Chairman of the Board with allegations of misconduct is pure corporate Hunger Games! Is KD’s on borrowed time? Or at this juncture a useful pawn?

People will make sacrifices for a company with upside momentum. A company growing fast. A company where employees share in the upside growth.

That’s usually how the deal works, you give more, and you get more.

Maybe it’s equity. Maybe it’s stock appreciation. Maybe it’s career opportunities. Maybe it’s the feeling you’re building something special, but let’s be honest… Nobody believes AT&T is becoming the next Nvidia or SpaceX.

The stock has spent years going sideways while leadership lectures everyone about being “market-based.”… In an actual market-based environment, employees who make sacrifices are rewarded for them. They share in growth. They share in success. They see opportunity.

Here the expectation is simple… commute more, spend more, give up flexibility, absorb the cost, absorb the stress, and be grateful for the “privilege”. The company keeps demanding more while offering less. Less flexibility. Less trust. Less autonomy.

The problem isn’t that people don’t want to work. The problem is that leadership keeps asking employees to make sacrifices without offering anything meaningful in return.

The one thing this company actually had going for it was flexibility. Leadership took that away too, and now they’re surprised by the results.

What happened to the people who actually knew how to lead a bank?

The way leadership picks who gets cut here is totally random and makes zero sense. They've let go of some really talented people plus newer folks, and none of it seems to follow any pattern.

Fresh 1-year lows on the stock. Morale at all time lows. Employee trust at multi-year lows.

Yet somehow we’re still talking about badge swipes, presence reports, and where people are sitting.

The market is asking for execution. Leadership keeps responding with attendance nobody cares about.

There are leadership meetings here in Jax this week. Yes, the June RIF looks real, but likely around and between 17 and 24 June. I have not heard anything about the teams that may be affected, though.

Any news on this? Have any of these dates been confirmed?

Well, the reality of its price and ROI. It's going to be so much fun to sit here and watch as the price tag balloons to ten times what it would have cost to keep the people who were laid of to be replaced by it. And then to watch them scramble to get the same quality of people back. I'm seated.

This new interview by Dan is the nuke. Feels like everything everyone will be impacted by the news from Dan. He is literally telling us major cuts in high volume will be the norm. Expect layoffs in perpetuity. Everyone in CS is vulnerable. No such thing as safe roles. This will create a lot of chatter in the company expect aggressive moves coming from the top

Highly recommend Incorruptible by Eric Ries.

Then again- our leadership is too obtuse to actually see themselves in it. We would rather ask Maurice his favorite ice cream.

A review needs to happen for leadership roles within the India team, particularly L10 and above, should also be included. These are some of the highest-cost resources, especially when travel expenses are considered.Corruption is at its best with some leaders who run ICC or GCC
There is a perception that accountability standards are not being applied consistently. From what I have observed, some leaders have limited overlap with business hours, significant flexibility in schedules, and there is little visibility into actual productivity or outcomes.
The return-to-office expectations should also be reviewed. While the requirement may be three days onsite, there are concerns that attendance is not always being validated consistently. I have heard reports that some individuals badge in briefly and leave shortly afterward, while others may be relying on workarounds that undermine the intent of the policy. Whether these reports are accurate or not, they warrant verification if compliance is being reviewed.
In addition, overlapping leadership and management roles, travel spend, organizational layers, productivity, and office attendance should all be evaluated together to ensure consistent standards, fairness, and value realization across the organization.

The disaster starts with our OD. He is out of touch. He is only a numbers manager and unable to lead. Does not have competency to lead. Blames everyone else for his failures. He is the common denominator. Unable to take responsibility and accountability. His answer is always to fire someone else or ask someone to be fired. We need a new OD.

1. IceBerg is getting groomed to take over as CEO, multiple moves to get experience, but huge gap in how the actual operation works
2. CPDO turned EVP of Innovation turned into a Car Sales headpiece finally given his golden parachute. Golden boy of investors didn't move the needle for Sandeepsht
3. New CIO announced outsourcing most technology to India.
4. Failed workforce planning department thought they were getting better by Israeli Palantir, but were off and now field ops is on a hiring freeze.
5. New HR sends more emails, but hasn't fixed the negative culture, banking on Miss Ditz in the communications team to spin the ugly truth.
6. Gillybean spends more money on cigars in a week than all of the money toward capital improvements at the field locations for the year.
   To be continued - comment with big items missed

Was just recently alerted to a former coworker who posted to LinkedIn about being let go.
This wasn't the normal LinkedIn post just letting people know about the employment change.

This coworker was fired for asking an "Unprofessional" question about why "employee comp hasn't been keeping up with inflation while our CEO's comp has increased 300% during the same time"

I missed this but give this guy props. I've wanted to do the same on so many calls over the years.

Can't even ask comp unless it's private now. Nothing can be talked about in the open with coworkers.

Crazy to know that leadership doesn't include themselves when tightening CDW's belt to weather the storm....they'd rather just throw people beneath them off the ship to stay afloat.

This coworker sounds like they got walked off the plank for mutiny.

Why don’t we just replace the worthless SLT with AI? The direction will be way more focused and with clear strategy. We will save tens of millions if not hundreds of millions when counting stock comp and bonuses.

It’s clear EH isn’t the one. Who will be next? Will it be our goddess and savior CS per chance?

One upper management leader once mentioned that competitors (Cadence) were more efficient. A few colleagues who once worked at Cadence also said the same. Why? Have our leaders thought about the underlying reason, or they know the answer but they can't change since such reform will damage their own benefits?

• The culture within the technology organization has deteriorated significantly under the current CTO's leadership.
• Interactions with senior leadership are often characterized by criticism, public reprimands, and communication that many employees perceive as demeaning or disrespectful.
• Fear and job insecurity appear to be used as management tools, creating an environment where employees are more focused on avoiding mistakes than on innovation, collaboration, or long-term improvements.
• Psychological safety has declined. Employees are increasingly reluctant to challenge decisions, raise concerns, or share differing viewpoints.
• Morale has suffered, and many experienced employees have become disengaged or are considering opportunities elsewhere.

This represents a notable departure from the leadership style and culture that existed under previous technology executives, who generally fostered accountability while maintaining professionalism and respect.

Has anyone else noticed that Joe Parks came from Pizza Hut (technically the IT affiliate) and when he was there he oversaw the implementation of AI. In May 2026 a NY franchise owner opened a $100M lawsuit against Pizza Hut because they forced AI to be used and it was a disaster. Service tanked and sales dropped. Ironically Joe left them 6 or so months before the lawsuit. Hmmmm seems to me like he might have had a feeling something ugly was coming.

Now my real concern is the same exact thing is happening at SF. I work in ET and I can confirm 100% that the use of AI is getting crammed down our throats. We are being monitored to see how often we use it (being encouraged it should be daily) and leadership is pushing hard for use cases that make no sense. Sounds like Pizza Hut 2.0

Most managers and up at Verizon would not make the cut in today’s landscape. A lot of them were simply at the right place at the right time. They would buckle under today’s pressure, scrutiny, and expectations. Many got there because they knew someone, checked a DEI box, metrics were easier, opportunities were abundant, and the market practically carried people upward.

Today you have to fight for every sale, every customer, every opportunity, while dealing with shrinking compensation, unrealistic expectations from people who had it easier, and bootlickers with Stockholm syndrome who are just happy to finally be a baby shark in the corporate tank. Different era entirely. A lot of the people preaching “adaptability” never actually had to survive in the environment they created.

LL5's and LL6's are going to be pushed out for L1A's. It has been happening already slowly.

They should claw back all payments/bonuses made to past management. The reason the company is in this shape is because of this poor judgment which in the contracts they signed stated do what's best for the company which they didnt do. Now instead of taking responsibility they are playing games with this shell and that shell and trying to push the buck and keep sc--wing the had working employees just following what leadership said to do...... how many more games can be played??? These are peoples lives

Anyone else getting tired of the circus in NV?

Every day there’s a new priority, a new direction, a new “this is the most important thing we need to focus on.” What was said one day will conveniently forgotten next day as if it happened by next day… By tomorrow it’ll be something else. At this point I don’t think the issue is execution. The issue is nobody can keep up with commercial leadership changing its mind every 24 hrs on some projects…

What really gets me though is the gap between what gets reported up from middle management and what’s actually happening. Somehow unfinished work becomes “complete,” confusion becomes “alignment,” and chaos becomes “momentum.” If you only listened to leadership updates, you’d think everything was running perfectly. How can people trust the managers who lie blatantly in front of you (knowing you know the truth)
The culture in marketing has taken a nosedive too. Feels like we’ve replaced professional leadership with a bunch of guys trying to out-macho each other. Lots of swagger. Lots of talking. Very little listening. Questions are treated like challenges. Different opinions get dismissed. The loudest person in the room wins.

People aren’t afraid of hard work. They’re tired of the constant spin, ego, and mixed messages.

The sad part is people have stopped speaking up. When employees stop asking questions and stop bringing ideas, that’s not alignment. That’s people checking out

Maybe leadership sees it and doesn’t care. Maybe they don’t see it at all… sometimes they are the problem. Neither answer is particularly reassuring.….

Chevron is extremely poorly ran...

Chevron leaders have massive egos, little substance and are shockingly unimpressive. This collective leadership has convinced themselves they are top tier. Behind closed doors, if you are not a C Level executive... You are nothing.

Culture and moral are garbage...

My time is done and I'm glad to be out. What a po-p show.

HANS . humans achieving nothing strategically

Just keep Sr managers directly reporting to Sr Directors. We are top heavy with people being managers only with one person reporting to them. it’s a joke

Fixing this would take visionary leadership with courage, long-term commitment, and out-of-the-box thinking. Nothing even close is on the horizon. Fiserv will continue until there's nothing left to shovel over to leadership and shareholders. We'll keep existing in an ever-deteriorating culture until we're incapable of managing the cuts, handling the ever-increasing workload, or are replaced by offshore labor.

They're just glorified managers, and they're not even good at that. Citi is spiraling downward because there's a complete lack of real leadership.

I’m trying to wrap my head around the fact that our new purpose slogans are all these military esq phrases “take the hill” “run together” etc. who told them these were inspiring phrases that were going to get us all excited about our purpose?

And I work in Robinson where leaders have to say “glad to be here” in meetings The morale at my plant is the absolute worst I have ever seen it in my career!!!!!! What is happening to this company? Glad to be here, take the hill, run together. What’s next?

Yet another MC or a replacement? Cavicchia is the current CTO, but notification just went out for this new guy (same title). What's going on?

Displacing individuals is too slow and not creating sufficent staff reduction.
Poor work conditions and arbitary illogical management and we-ponized metrics have failed get employees to self attrit. Leadership next phase: Build League, the foundation to start displacing entire teams of employees at once....

Have read this a lot..

The problem with this logic is that it is exactly the strategy used to hire them in the first place (internally from other BUs using Spotify model) what your missing is that this is was designed to fail and there was extreme internal resistance that became louder in late 2019… convenient right?

Have you ever heard anyone at the firm say “fidelity doesn’t like two VPs in one room” before they humbly announce a lateral move to a different adjacent org? Take a look at some of your peers at any pay grade that started to make lateral moves during the fall of ‘25 water cooler talk.

I see your posts, i hear your sentiment. but what you are enraged about isn’t the firms gross incompetence. It’s actually quite worse, because it was strategic and now associates are left pointing the finger at the right people but for the wrong reason.

The existing tenured VPs on teams actively pushed back for years against the re-org and likely didn’t tell you about it. It was near impossible to fight — as PI was proving the model worked in their BU. The main argument of why the success wouldn’t transfer for AM tech is based on the end users and stakeholders. 100% internal technology with a specific set of elitist stock pickers, research analysts and traders as internal customers.

And then expecting those exact investment professionals to engage in this new silly structure was down right embarrassing. Asking someone who has worked as a product manger (industry title) to become a squad lead (not even a title used by Spotify itself anymore) was evidence in itself for some people aware enough that they jumped ship or took a lateral move.

Covid became the catalyst for this shift to formally take place, yes. But dont let your ignorance (and outright bigotry) distract you from the real enemy here. False sense of transparency from upper executives. Tenured VPs shielding delivery teams from all this happening only made them less prepared for the blow.

Fidelity wants to remain known for not following suit in layoff trends throughout changing economies. This is a decade long plan to control costs in a different way that other competing public firms cant take the same approach. If you want someone to blame, this is a “privately owned” cop out.

Thats it. The VPs you keep bringing up that you all seem to want to interrogate hypothetically. They were brought in so that there wouldn’t be outraged when they were phased out. Every single AM tech leader knew this. Patterns were recognized. New roles were presented to people with confusing titles and responsibilities. Delivery teams divided.

Asking chat gpt to come up with reverse interview questions about new VPs merit is sophmoric. This was why they were placed originally — upper execs paid for the Spotify consult and needed to see it through, and covid allowed them to execute this. knowing it would fail and THAT was a valuable point enough to justify future layoffs.

There are MANY cases of well accomplished VPs choosing a demotion, strategically. To stay at the firm, embrace the change for a temporary 5-7 years until the next wave of “leaders” try to make an impact. When Kathy and bill were here, this was well understood but not widely discussed because there was an actionable conversation happening about what long term associates LIKED about why they stayed for so long. There was a long run of success with their combined approach, and unfortunately gave a lot of younger employees a sense of stability that would soon change.

All of the outrage of covid hires and thinking you can reverse engineer something that was intentionally designed to fail in the first place is a waste of your time. Stop being tricked into thinking they actually believed this re-org would work. Or that it was a disguised effort to implement DEI.

Your leaders didn’t tell you the truth, stop whining about DEI when it was intentionally used to distract you and blame your peers, and not the execs.