#leadership

GPC finally fired not retired our supposed tech leader. He destroyed a great organization. Next they will move to take out all his minions.

They surprised me at the speed in which they lock out laid off employees from the laptops. We are talking 15-30 minutes. And they can discreetly delete the Outlook and Teams app off your phone within an hour. I guess the proficiency is due to the high volume of practice they receive every six or so months.

Now, only if Team Shannon Bell could find away to fulfill routine employee IT requests in a timely manner. Right now we are talking weeks, and in some cases, months.

This company is a clown show.

Get ready those who were favored by past PDR representation with no technical merit or expertise in what you do at CVX (what I mean, NO demonstrated experienced or past in the team you are supporting) . Yes, you know who I am talking about.. a role in MCBU means or adds nothing to OffShore no matter what you define as a factory of process... The gig is up for CVX lazy nobodies, that float between GENV and Exploration team. WHEN was CVX last organic new Country Entry that wasn’t with an acquisition?! Get ready for a new org with Hess in power..AND their newest recruit from Total. Yes, it’s demoralizing that CVX couldn’t clean up their own mess but after 13+ dry holes and only an NOJV discovery to celebrate… wasn’t it TIME???!

I'm surprised and honestly impressed Srini is going to be taking questions from employees like that. There's some hard questions people have thumbed up and I don't think this is anything Mike S would have done and I don't think it's anything Freier or other SLT would consider. First time I've had any hope in leadership around here in awhile.

Today we found out that a member from my team who has only been on the team for two years will be getting promoted. That person is still very new and has a lot of questions and in my opinion work to do. One of other members on the team who has been here for 6 years is always helpful, knowledgeable, and shockingly passed for this promotion. If anyone deserves it then it’s him and I’m shocked he didn’t get it. Surprised manager or vp didn’t feel this way and went with the other team member.

So he could be part of Trumps AI board. First, he took the knee, which is embarrassing for him and his company.
Second, he just reaffirmed he’d do anything for a buck
Finally, he showed what a greedy, money grubbing wh--e he is.

The leader who seems to be behind this was employed by this contracting company. Check out his LinkedIn.

If you ever needed proof that ethical leadership is the load‑bearing pillar of any functioning organization — especially one trying to execute strategy or implement AI — look no further than the heralded halls of 240G. It serves as a cautionary tale carved into the ruins of a once‑stable institution: the pillars are cracking, the principles are eroding, and leadership is standing beneath the rubble insisting everything is “on track.”

Ethical leadership is supposed to be the foundation that holds up culture, trust, and long‑term strategy. Without it, the entire structure becomes a hollow monument — impressive from a distance, but one strong gust of “cost optimization” away from collapse. And according to current and recent leadership experience, that gust arrives at least once per quarter.

In a healthy organization, leaders model integrity, transparency, and accountability. In the version described on this site, leadership treats principles like decorative columns: nice to look at, but purely ornamental. They talk about values while quietly chiseling away at them by their own examples. They praise employees for resilience while removing the very supports that make resilience possible. They speak of transformation as if it’s a noble journey, not a slow demolition of institutional memory.

This is where AI enters the picture — and where the absence of ethical leadership may become catastrophic.

AI can be a powerful tool for strategy execution, but only if guided by leaders who understand its impact on people, processes, and culture.

Without ethics, AI becomes a mechanized wrecking ball: efficient, emotionless, and devastatingly precise.
Imagine an AI trained on the behaviors described on this site by our current and former associates. It would:
• Automate layoffs with the enthusiasm of a demolition crew
• Flag “low engagement” as a structural defect
• Recommend replacing experience with cheaper concrete
• Generate leadership messages that say nothing but sound inspirational

Strategy execution cannot survive in a culture where the pillars are cracking and leadership keeps insisting the dust clouds are “a sign of progress.” AI certainly can’t.

The truth is simple:
You cannot build a sustainable future on eroded principles.
Not with strategy.
Not with AI.
Not with any amount of corporate spin.

Ethical leadership isn’t optional — it’s the only thing preventing the entire structure from collapsing on the people still holding it up.

Will it go into the $5 range tomorrow? What is Jim Kelly and the ELT leadership messaging internally on this? Jim Kelly famously tells everyone in his ruthless way his job is “the stock price.”…well?

You’re not viewed as an investment, you’re treated as a cost to be managed. That distinction is intentional. This isn’t leadership, it’s management in its most short-sighted form.

There’s no real vision here - only a fixation on near-term optics and personal gain. Anyone outside of that inner circle is reduced to a line item, something to optimize or eliminate in service of short-term efficiency metrics. The broader, long-term impact simply isn’t part of the equation.

They understand the job market dynamics. They know there’s a steady pipeline of applicants. That knowledge reinforces a mindset where people are interchangeable and, ultimately, expendable. It removes any incentive to invest in talent, develop people, or build something durable.

The cost-cutting decisions they make carry little immediate consequence for them personally, since they’re insulated from the actual work and its downstream effects. But those same decisions generate immediate, tangible upside for themselves, whether in compensation, perception, or internal positioning.

So the system sustains itself: extract value now, defer consequences, and treat people as replaceable inputs rather than assets worth investing in.

The current AI push from senior management and the directors will bring this company to its knees. These people are too old and out of touch to understand what this technology actually is. It can be utilized in productive ways by individuals that have experience using LLMS and have a solid grasp of what LLMS are and what they are not. You cannot vibe code our systems. You need to hire and train journeymen so when the seasoned experts retire you have competent people to take the reigns that actually comprehend what they're looking at. Script-kiddies used to be a bad thing, now we're building on the backs of something much worse. For any manager reading this, when has copilot ever told you an idea you have is bad? Or even offered a different suggestion? It hasn't, because these models are trained to retain users. And the best way it does that is through sycophantic praise. I thought we had intelligent people at least making decisions for us. After seeing that AI ignite training I now understand that we are in for a very tumultuous time ahead. For any coder on here, keep learning and cutting your teeth on the stack. You will be needed once our leaders destroy this company. And for the process and maintenance techs, don't let them make you feel inferior or easily replaceable. These systems are powerful but we need the creativity and problem solving of you to make this company succeed. My heart weeps for any young person getting into what used to be a very presitigious career path. Please do better for the sake of the families that GF keeps fed.

Nothing says ‘role eliminated’ like replacing it. Got the news today, Director+ leadership cuts still rolling (not PS/tech dev outsourcing) but yet intend to replace!

Maybe that'll finally force leadership to step up their game and actually run the business instead of just extracting wealth.

Another issue, another meeting where leadership sits back while someone from our level gets asked to explain. The people who made the decision are once again nowhere to be found. It's always the same: blame rolls downhill and we're at the bottom. I hate it here.

https://fortune.com/2026/03/24/centene-ceo-sarah-london-health-care-insurance-trump-medicaid/

Fortune just dropped a fluff piece on Sarah London. It’s a masterclass in fluffy bootlicking. How much did the company pay for this pile of trash?

They call her a "mission-driven" savior fighting for Medicaid. Ba-f!

Let’s start with the photo. It’s awful. She looks completely dead in the eyes. There is zero warmth. Zero humanity. Just the cold, vacant stare of someone who fires thousands of people and then complains to CNBC about her "stressful schedule."

Fortune gushes over her "social impact" goals. They forgot to mention her $20M paycheck, while the company posted a $6.7 billion net loss last year.

She isn't driven by a mission. She’s driven by a massive bonus while her company burns and she runs MFN's legacy into the ground.

She's just a Layoff Queen who talks about "operating discipline." That’s corporate-speak for firing people. We all painfully know how many thousands of lives she's ruined with her inept leadership and lack of strategy. No amount of glowing praise from "Culture Karen" can redeem her.

"London Calling" started her career in Hollywood. It shows. She isn't a healthcare executive. She’s a storyteller. A pretty face with a vacant stare. This is just her latest script. She talks about "affordable housing" to distract from the fact that her business model relies on denying care and firing the people who do the actual work.

She is the ultimate corporate grifter. High on rhetoric. Low on ethics. Exceptionally well-compensated for failure. She isn't fighting for Medicaid. She isn't fighting for her employees. She’s fighting for her next glossy magazine profile. I've never seen anyone fail upwards so well.

Will it be below 14$ by the end of the week? It’s a sinking ship while Executive’s are being fed grapes.

Great town hall, love the continued ask to do more without any mutual benefit.

• No real numbers, just colors and words

• No guarantees to top level performers for bonus or compensation

What would intelligent leadership look like?

Go into the successful locations, what is the common denominator?

STRONG MANAGEMENT that is incentivized to push a team through difficult times.

What is reality?

No incentive.

No reciprocal individual EBITDA benefit

Healthcare isn't office supplies, so DECREASING benefits and hours while INCREASING demands is a fools plan.

When this destructive self imposed Sycamore failure is complete, there will be business case studies added to college macroeconomics courses demonstrating how to NOT run a business.

Monthly bonus for hitting goals could be a good start for MGR, do you have zero motivational ideas Sycamore?

This townhall stood out from the usual scripted updates—it felt more real, direct, and intentional. Instead of just showcasing achievements or high-level strategy, this one leaned into transparency, addressing ground realities. The tone was more candid and less corporate, which made the message land better. It didn’t feel like a one-way presentation; it felt like a reset—aligning everyone on priorities, expectations and the need to execute better. Overall, it felt like a signal that leadership is aware, engaged, and possibly gearing up for change.

What actually is this ?! ELT trying to cause a panic or failing at slapstick?

The title explains but what has your experience been with him?

I’ve been here awhile, I see VP/SVP’s all of a sudden posting pictures of themselves with their teams on LinkedIn at their self-indulging little town hall meetings “look at me”, “I’m great”, “don’t fire me”.

Meanwhile, they have been here for decades, never worked anywhere else. Let me fill you in, you’re not the solution, you are the problem so save us your vanity posts and how much you miraculously now know about AI or Verizon Customers. lol

https://share.google/yCnfFlv0cN1lZFXeM

https://deadline.com/2026/03/david-ellison-lawmakers-letter-jobs-paramount-wbd-merger-1236760899/

Noticing a pattern lately where a lot of the heavy lifting gets done by individual contributors, and then the narrative shifts upward when it’s time to present outcomes.

Genuinely curious—why does this keep happening, especially at the D and SVP levels? Is it visibility, communication gaps, or something more structural?

Would be great to hear how others have seen this handled (or fixed) in their orgs.

Mike and his whole team need to read.
https://www.inc.com/howard-yu/what-circuit-citys-ghost-can-teach-2026-ceos-about-the-dangers-of-efficiency/91318594

Is there anyone from
Worldpay here that can offer some insight into what kinds of communications they are receiving from their leadership?

After the worst day working for this company in over 10 years I want to know how many VP's are losing their jobs? I am a 'lucky' one and am staying as an FTE but I feel sick about what has happened today and the spineless way the VP's handled the meeting. The upper management should be ashamed at how they have mismanaged this company. A show of the worst aspects of capitalism was displayed today. Too spineless to make people directly redundant and give them a redundancy package they have earnt from years of services. Forcing them to another company which a quick search shows are morally repugnant and treats employees as disposable assets. How long will it take for the board to step in and make the needed changes at the top? The changes in employee numbers over the last 5 years is shocking. Senior managers; You have broken trust with your employees, you have broken our morale, how long do you think this company will survive when you treat people like this.

Are we serious with this non sense ? They don’t even come to the office , last meeting I was in with them they were in their PJs with a mess in the back ground … another one of aces excellent hires from the dregs of dead companies and terrible cultures .

Go check out Robins latest post on LinkedIn, Vincent's back...laying out how things really are at BNY.

Its amazing DXC Execs towards the end of each quarter come on call and tell employees "lets finish this quarter strong, keep up the good work". Typical reactive thinking where were you at the beginning and the middle of the qtr, by the end it should be all wrapped up. The approach sums up their reactive thinking on important things like pay and growth. Incapable Execs.

How do they keep getting away with things that would get anyone else in trouble?

Why is this leadership incapable of being fully transparent? They let us sit in uncertainty, guessing and hoping to hear something official that rarely arrives before we already managed to find out what's coming. Do they really not see how that's affecting morale and makes us trust them less and less?

Kari leaving the company, but will remain through end of May to support Nicole.
How do you all feel about Nicole becoming the new CHRO?

"Join us for a live session to learn about professional production-grade software development via vibe coding."

Yes OTEX "leadership" really are that stupid.

They think Vibe coding with cheap replacements in India that do not understand the products will work.

What could possibly go wrong?

People that were laid off were lucky. They are no longer subjected to nonsense like this.

Just as we get going, we have to pivot to something else. There's no way to be successful in such an environment and I'm getting pretty tired of it.

March hurt. Two of our best and brightest left voluntarily despite having the coveted virtual designation and being only in their 50s. Each put on a good game face for why they were leaving but everyone knows they got tired of the lack of leadership and apathetic coworkers putting in the bare minimum. Morale is in the toilet and no one is trying to do anything beyond keeping their heads down and a clean presence report. T counting badge swipes, butts in seats, and key strokes as markers for success is cultivating apathy, resentment, quiet quitting, loss of morale, and disintegrating culture. No one else is paying employees this much for mediocracy which is why only those who saved and invested and have pensions can tap out. The rest of us suffer and grumble largely in silence. Most don’t even want to hear themselves complain anymore. I realize how sad and pathetic this post sounds but this is where we are and I am.

It’s a strange kind of “progress” when a company like VF, home to brands that market empowerment, exploration, and modern values quietly reshapes their leadership team into something that looks like a throwback out of a 1990 golf tournament brochure - a lineup of men with the same haircuts, same resumes, and same golf handicap index. Not a woman in sight unless she’s HR or planning the holiday party. TNF is a brand built on pushing boundaries, and yet we find ourselves cycling out female leaders only to rapidly replace them with the most like-minded male candidate within reach. It’s starting to feel less like strategic evolution and more like regression dressed up in corporate lingo. At a certain point, you have to ask.. is this about “best person for the job,” or is it about comfort, familiarity, and an old boys’ network reasserting itself under the radar? Because when diversity disappears at the top, it doesn’t just change optics, it’s a narrowing of perspective at the exact level where our strategy gets shaped. And most importantly, the same leaders making these decisions have daughters that will someday look for examples of women in leadership - and how disheartening it will be when they realize they can’t find any here.

At what point do they get rid of the Stephanie and her people? The stock is down 33% in the last year, 66% in 5 years. 2/3rds of the company disappeared. This company is going down the drain, are they not seeing it or what??

I’m stuck in a three-layer sandwich—Sr. Director, Director, and AD. Sr. Director seems calm and confident, but the Director and AD are all over the place. Priorities change almost every hour, so the team is constantly scrambling and redoing work.

We’re getting pulled in 10 different directions at once, including being pushed to work on things that don’t even seem relevant anymore. It’s honestly a pretty chaotic and frustrating environment.

And the worst part—there’s no escape. Hardly any internal roles are opening up within Verizon right now.