#leadership

Good job guys! Keep it up! Great leaders lead to great results! You guys are ki-ling it!

Simply put. No one gives d a m n about anything anymore. Everyone knows they are following the correct Path, until they realize they’ve painted themselves into a corner. And no one bothers to try to help them. That’s today’s Xerox. You can’t tell anyone anything and when you do, you are considered the Anti-Christ, and up to no good. Everyone connected to this board needs to get out now and cash in your chips, before they become completely worthless. Highly recommended long ago.

Recently P66 and/or employees have posted pictures of Go-Go performing Good Energy.
I wonder if he actually performed any work or if he just stayed just long enough to get his picture taken and then left the job site?

He wastes more than half of these meetings regarding everything he talks about in the earnings calls.

The guy can't comprehend that employees care about things other than share price.

https://www.bloomberg.com/news/articles/2026-04-22/wells-fargo-lent-to-uk-s-mfs-as-barclays-exited-deal-froze-accounts

Can anyone locate the results for "When Sr. leaders say something you can believe that it's true"

Windstream/Kinetic employee here looking for advice or feedback on all your former leaders coming over here. They are not making friends and ripping the company that we spent nearly a decade building apart. They have come in like a wrecking ball and it seems if you are not part of their inner circle then you don’t mean anything to them. They might be smart folks but their people skills are awful and the only opinions they care about are their buddies they brought over. Are you happy they are gone or do you miss them? Help me understand my future lol

We’re all getting hit with the same weekly barrage. This isn’t shared responsibility, they’re offloading theirs onto us. The nonstop AI push is conditioning so no one pushes back when the PIPs start, because PIPs are cheaper than severances. Meanwhile ROI looks great and the shareholder buybacks keep flowing, so leadership acts like everything is fine. As long as the numbers stay green, the people doing the work don’t matter.

Since upper management is not listening… not sure if they will. We as a collective should make a statement. Next town hall with GK we should not attend. Does anyone think that would make a statement?!?? Just wondering what we can do…

Watch their behaviors, and actions; and you will know the Truth (good-or-bad).

See the Trees through the Forest.

Careerminds research highlights widespread issues with how companies handle layoffs. Many employees first learn about job cuts through workplace gossip. Only a quarter of laid-off staff felt leadership was transparent about the reasons. Poor communication significantly damages trust among both departing and remaining employees. Half of remaining staff considered leaving their jobs due to these communication failures.

https://www.benefitspro.com/amp/2026/04/23/poorly-handled-layoffs-are-costing-us-employers-their-remaining-talent/

Don’t get me wrong I’m all for hiring ambitious people. But why when someone screams “I’m using this as a stepping stone” do you hire them? You do realise your stakeholders internally have to tolerate their mediocre work, slow deliverables and lack of knowledge. What is even worse is when as a leader you reward their behaviour and enable them. Then they leave. Great use of everyone’s time and efforts…

We (myself & other colleagues) are in a site that will be closing in the near future. 99 percent of scheduled SPTO is wait listed or declined. It used to be 5 days call out equals 1 occurrence. Was it changed to 3 consecutive days calling out now equals 1 occurence? Our leaders are scarce these days, and we can't get a straight answer from HR. Most of the time we can't even reach HR. Thank you in advance.

Have you delivered a single new product since you became CTO?? In the last 3 years??

Reduced existing prod incidents???

Have your directives brought any improvements???
Have you improved anything at all???

and among those upper/middle managers trying to claw their way up the ranks and leaving a trail of bodies. Too many a$$holes agreeing to whatever they think their higher ups want to hear. Of course, pointing to whatever is convenient to blame when their plan doesn't work.

As a long-time employee watching our recent executive communications, I am genuinely terrified for the future of this company. We are being fed a steady diet of corporate buzzwords that sound impressive but mean absolutely nothing to the people doing the actual work.
When Chris constantly talks about building a "best in class" organization and launching "Crown 2.0," you have to ask yourself what those terms actually mean. The problem is that they are never defined. There are no specific metrics, no tangible benchmarks, and no honest roadmaps shared with us to back up the grand vision. It feels entirely disingenuous, like a pre-packaged Wall Street script designed to sound confident while obscuring the reality on the ground. When leaders hide behind vague catchphrases instead of offering concrete plans, it is usually a glaring warning sign that they are masking a much deeper lack of direction.
Nowhere is this disconnect more obvious, and more painful, than in the commentary surrounding the recent 20% Reduction in Force. Listening to Chris put a positive spin on such a massive cut shows a staggering lack of empathy for the people who built this place. Hundreds of families had their livelihoods upended, yet the move was packaged as a strategic triumph.
Then comes the inevitable, hollow compliment about the "resilience" of the remaining team. Let us be incredibly clear about what that resilience actually looks like. It is not a renewed commitment to a brilliant new vision. It is the sheer exhaustion of the surviving teammates who are now expected to maintain the company's success entirely on their own backs. We are absorbing the workloads of our departed colleagues, not out of loyalty to a new regime, but because the current job market stinks and people have mortgages to pay.
We are trapped on a sinking ship, holding the hull together with duct tape while our friends struggle to find a lifeline. The ultimate strategy seems painfully transparent to anyone paying attention. The goal is not to build a sustainable workplace. The goal is to slash costs, dress up the balance sheet with empty jargon, and sell the company to the highest bidder. Chris is gearing up for a meticulously orchestrated, cushy retirement, while the people doing the actual work are left suffering through a massive pay gap and unprecedented burnout.
I will, however, give Chris credit for exactly one thing. His absolute insistence that we integrate Copilot into our daily workflows has actually paid off. It was incredibly helpful in allowing me to research and compose this reality check.

VOO is up 70% at the same time. No pressure Cigna leadership, take your time.

Source: Google Finance.

The leadership of the outpatient UM team needs a rehaul. They don’t know the operations or business well enough to be in those positions and it’s like a high school clique. No room for feedback and snotty bullying like a bunch of mean girls. I’m surprised with all the changes they haven’t used this as an opportunity to get some talent in there.

Woooooooooow. There is life after death

Everything leadership tried failed, it’s the employee fault for not being efficient enough. AI, AI, AI. Saved you an hour.

Make sure you’re ready to record. You never know what he will say! This one’s gonna be ugly!

Hungry bunch — several top executives at Bank of New York Mellon have recently offloaded significant amounts of company stock.

https://www.tipranks.com/news/insider-trading/wave-of-insider-stock-sales-hits-major-wall-street-bank-insider-trading-news

#POLYMARKET: 📰 🔗 ( LinkedIn ).

🚨 BREAKING: #Verizon CEO Dan Schulman says US unemployment will hit up to 30% in the next two to five years due to AI. Here's why:

Dan Schulman, who took over as #Verizon CEO last October, told the Wall Street Journal that #unemployment at that scale is his genuine forecast — not a warning, a projection.

Currently on Polymarket there's an 82% chance tech #layoffs will be up in 2026 in comparison to 2025 (447,000 layoffs).

He said manual laborers will eventually be replaced by humanoid robots and called on other CEOs to stop hedging and tell employees the truth. A month into his tenure, Schulman backed his words with action: a $20M fund to retrain 13,000 workers whose jobs Verizon expects AI to eliminate. He called it the first corporate fund specifically designed to address AI displacement, and said he intends to push other companies and the public sector to build similar programs.

The macro picture behind Schulman's warning is already taking shape. BCG published a report projecting that 50 to 55 percent of all US jobs will be materially impacted by AI in the coming years, with up to 15 percent wiped out entirely. Snap just laid off 16% of its workforce and cited AI as the reason smaller teams can now do the same work. The pattern is the same across industries: fewer people, faster output, AI as the justification. Most CEOs are framing this as efficiency. Schulman is calling it what it is. #ai #verizon #jobs 🔗 🤖

https://www.linkedin.com/posts/ai-verizon-jobs-share-7452083223234281472-Ukfo?u

Wouldn't cutting MW's salary amd other ELT be a great move? Consultants like McKinsey basically run the company so why pay for expensive ELT?

No raises for thousands but keep millions for GK and her creepy MC? Cutting more and more benefits all the time? Worst RTO in the industry that shows they don’t care about families and work life balance? Failed corporate real estate strategy that creates enormous costs for people to commute multiple hours each way and thousands of them didn’t get raises? Shipping jobs out of America? Laying off thousands? Etc. This is the worst senior leadership team in the business.

Seeing updates about the technology the company will be using, but nothing about when people will receive updates about jobs or locations. Isn’t closing in 2 weeks? The communication on this from leadership is completely lacking.

So let me get this straight…

Leadership just rolled out a “neighborhood seating” plan to reduce coordination costs by literally assigning people to sit closer to executives. Because apparently the problem all along was… proximity?

What did we do before COVID? Walked over. Talked to people. Solved problems. No color-coded maps required.

Now we’ve got:

• Color-coded zones like we’re in kindergarten
• Executives getting prime, protected seating
• Everyone else fighting Hunger Games-style for what’s left
• And lines drawn on a floor plan like we’re zoning districts

And the justification? “Coordination costs drop when people are physically near each other.”

Translation: “We want you where we can see you.”

Let’s be real this isn’t about collaboration. It’s about control.

Also… using literal colored lines (including red) to divide where people belong? In a corporate environment? In 2026? You really didn’t think that one through.

Meanwhile, instead of investing in actual tools, processes, or fixing broken workflows… we’re rearranging chairs and calling it strategy.

If this is what “driving value through proximity” looks like, we’ve officially lost the plot.

Regardless of the reason (short squeeze, car sales volume, etc.) It's a bad look that hertz is at $7.00.
Coming soon Gillybean will brag about how strong Q1 results, but core rental is still under performing.
Product team got bounced from Sandipshit and now report to Dreary CIO. That means the legacy of nearly Ded Ned is gone.

Why are we paying MW over 30 million a year when he can't make decisions and just hires multimillion dollar consultants like McKinsey to run the company? Maybe fire MW and we'll really save money!

Meeting in RI this week. any insights?

Is anyone aware of layoffs that are upcoming for enterprise imaging? There was an org restructure (as there always is) so many of us are moving under a diff leadership structure. There have also been requests to provide more info on our roles and what we are doing on a day to day basis.

“Wrong is wrong, unless it helps
You.”

Truist Senior Retail Leaders 2026

#facts #truth #wellsculture #truistway
#truistcaresboutsomethin #sayonething&documentanother #climateofbank #stateoftheregion

I spent years trying to earn a promotion and the bonuses that come with it. Every time I got close, something changed. The metrics shifted, the requirements increased, or the timeline got extended. At first I thought it was bad luck but then I noticed the pattern. They moved the goalposts on purpose. They kept me just close enough to keep trying but never close enough to actually get there. If anybody is wondering, I never got the promotion and I wasted years chasing targets that were designed to move. Now my main focus is to find something else so I can leave.

We lost too many folks lately to quitting. Why are you doing this horrible leadership favors? They're overjoyed whenever anybody leaves because that means they save money on severance. Just wait it out. At this point, it's a matter of time before most of us are laid off. Which means that you're losing out on severance by walking away.

I'm a level 7 individual contributor in tech in my early fifties. With four kids soon all in college and a late start (last year) on active retirement investment, I plan to work till age 65. I actually enjoy my work and my team at Fidelity.

Assuming I wont' be laid off, is it a realistic expectation to work till that age, as an individual contributor or should I transition into one of those "leadership" roles to stay on longer?

My group is small and kind of isolated from the rest of the company. And nobody here wants to leave. The pay is good, we don't work crazy hours, and leadership keeps telling us we're safe. Whether that's true or not is not certain, but it's enough to make people want to stay.

This is going to be interesting to watch. Any predictions on how this'll affect the rest of us?

Meetings in person with Jim C to discuss current issues with GEM program as it is slowing down and people are asking lots of questions. No invites and only emails with dates and times.

This is what happened two years ago and then we had 1,000 of people being laid off.

Just thought I’d leave this here since so many are afraid to say it.