#leadership

He didn't say anything of substance in the AMA. If they were to occur would they be in IT or other places?

This is what I would say…respectfully of course.

Your employees have stood behind you helping PNC stay successful. Without us, it could not be done. Every single one of us contributes in some way. You are getting a lot of heat regarding your decision. Is this the legacy that you want to be remembered by? A CEO who didn’t care about his employees? I know you have heart, Bill. I’ve seen it.

You were so upset about not being able to reach several direct reports. If your directs can’t be reached, I’d be upset too. But hold them individually accountable, not the entire bank.

Your children are grown, I believe. If I’m wrong, I apologize. This company has alot of single moms struggling to support their children. In most families with two parents, they both have to work. Trying to juggle getting them to school and back home, daycare costs and keeping food on the table has become more challenging than ever. Most of us don’t make enough money to hire a nanny. We want to have enough time with our children to raise them well. Our children are the future businessmen and women of this country. Nothing can replace that valuable time with our children to help them grow into successful adults, make good decisions and always be open to other people’s perspectives. To always be respectful to everyone, because you never know what they may be dealing with. And when you can help someone less fortunate, you should. Be loving, be kind, be supportive.

Those that are happy with the return to office decision are ones who can afford to do so. We aren’t pushing back because we’re lazy people or big babies! Maybe there is a very small percentage that seem to take advantage. Hold those people accountable, not the employees who produce and do their jobs effectively.

Put yourself in our shoes for 1 day. Partner with a single mom for a day and see the challenges. Having to choose between paying the gas bill or putting food on the table. Do you know what that feels like? The cost of commuting whether by bus or car 5 days a week is expensive.

You’ve said how successful we’ve been before & after covid, now all of a sudden it’s hurting the company to work from home. It’s contradictive. We know there are other reasons behind your decision.

I’m asking you to consider coming out and saying you have heard how your employees feel, and maybe have us come in 3 days a week. Inform your management team not everyone can’t wtf mondays and fridays. It should be well coordinated for coverage purposes. For department meetings, everyone in person. That little bit of flexibility will go along way, Bill. Going back on a decision doesn’t make you a weak leader, Bill. It shows everyone that you are a human being who cares about his employees. That you recognized after the fact, this decision was going to cause more hardships than you anticipated. I guarantee if you did that, your employees would be much happier and so appreciative. When employees are happy at work, they tend to go above and beyond more.

I mentioned in another topic how CEOs and the big stakeholders (the owners) are getting more and more ruthless. Nothing will ever make them happy.

Let's look at Citigroup's CEO and her recent internal memo. https://finance.yahoo.com/news/citigroup-ceo-jane-fraser-warns-181918727.html Just look at her tone and cold attitude.

Even though her company's stock is up year over year by a good amount, she is setting the tone for extreme goals, hard accountability, and another 10% cuts in jobs. BUT THEY WERE ALREADY PRODUCING RESULTS!!! But it wasn't enough. It's never enough. I guarantee you they skimped on their compensation numbers. I haven't checked out the citi page on this thelayoff website. I can only imagine.

Sound familiar. CEOs are going the opposite direction of leading with a carrot. It's ruthless, cold, harsh, sociopathic leadership. The owners are never happy. They need more and more growth on top of more and more growth. They own the federal govt, state govts, both parties including maga, and corporate boards and C-suites. The only politicians who are not part of this are called extreme by the billionaires. I suggest you look up how awesome Lena Kahn was. She went after companies during Biden years and boy of boy did they come after her. Look at the names of people who attacked her. At the end of the day, the owners are the enemy here.

You can bet that GK is going to follow her lead. And so will other banks.

I was just told to give my people who got meaningful or meets expectations who were at midpoint a 0% merit increase including hub people, not just remote. A zero. For meeting expectations.

This is the new normal. Slowly getting worse and worse like a frog in a large pot of water getting hotter and hotter. Fu-k this version of corporatism. Other than unions (you all got programmed to hate those), antitrust (break apart monopolies) and regulation (more and more of you are getting programmed to hate that too because it "hurts innovation"), what else can we do? We need a sustainable, healthy form of capitalism where the shareholders do not always get top priority.

The beatings will continue until morale improves.

And even behind Citi. Of the big 4, it's a junk bottom of the barrel stock. Literally. Charlie Scharf can't seem to grow the bank, so he's relentlessly cutting, because it's all he knows how to do.

Helps explain the never ending layoffs.

Wonder how much they are spending to bring Gary Sinise in for a chat. Unbelievable

20 percent of team gone, not even being offshored. The positions are gone. The irony is the directors/managers who found out who’s impacted on their team do not know if they themselves are impacted (only their boss will be told at this time ). So the final number could be higher in department. Just a terrible way to do things. So if you are a leader and get a random call today from boss, hr, or a vp you barely ever interact with you will know someone on team is impacted.

And no fmla will not save you.

Best of luck to everyone, on one hand it su-ks but on other hand at least everyone can move forward (for one month before the survivors are pulled into the ringer again)

Can we please hire some good sales managers. Why are we paying 4-10m a year in GP payouts for a job that we could get for 300k. They would actually have the skills to do the job other than being "a nice guy". Where is enterprise reimagine when you need it? They are the low hanging fruit.

Phillips 66 presents itself as an integrated downstream energy company—one designed to balance cycles, allocate capital across segments, and deliver more durable returns than simpler peers. On paper, that strategy is sensible. The challenge is that the benefits of integration remain difficult to see in either operating results or market valuation.

Under Mark Lashier, integration is frequently cited as a core advantage. But integration is not defined by asset mix or corporate structure. It is defined by whether complexity earns its keep.

So far, the evidence is mixed at best.

If integration were working as intended, it would show up in at least one of three ways:

1) Meaningfully lower earnings volatility than pure-play refiners

2) Superior capital efficiency driven by portfolio-level optimization

3) Consistently stronger shareholder returns than simpler competitors

Phillips 66 has not reliably delivered any of the three.

Refining continues to dominate quarterly performance and investor sentiment. Volatility in one segment regularly overwhelms stability elsewhere in the portfolio. The diversification benefit that is central to the integration story often feels theoretical rather than observable. When one business sets the tone for the entire enterprise, the portfolio is diversified in name only.

This is not an asset-quality issue. Phillips 66 owns strong positions across refining, midstream, and chemicals. Nor is it an employee issue—teams across the company execute in difficult, cyclical markets. The problem is structural: complexity has not translated into resilience or premium valuation.

Markets tend to be blunt about this. Companies that combine multiple businesses without producing clear cross-segment advantages are typically valued at a discount, not because investors misunderstand them, but because the burden of complexity outweighs the benefits. Phillips 66 continues to be priced like a company where scale and breadth dilute focus rather than amplify it.

Leadership compensation underscores this tension.

Lashier’s most recently disclosed compensation, at approximately $22.6 million, places him near the top of the energy peer group. That level of pay implicitly signals confidence that Phillips 66 is being run at a leadership premium—that integration is working, that capital is being optimally allocated, and that complexity is being actively converted into value.

Shareholder outcomes tell a more restrained story.

Over the past year, Phillips 66 delivered solid but not standout returns—better than the broader energy sector, but trailing several refining-focused peers operating with far simpler portfolios and fewer internal trade-offs. For a company that argues its structure creates advantage, delivering merely “good” performance relative to best-in-class peers raises an uncomfortable question: what is the complexity buying?

There is also a less quantifiable—but critical—dimension of integration: leadership proximity to execution.

Integration is not forged in earnings calls or strategy decks. It is built where trade-offs are resolved—between segments competing for capital, between systems that don’t fully align, and between teams asked to move in sync without shared incentives. Sustained senior leadership presence in those environments matters. When that presence is limited, integration remains conceptual rather than operational.

None of this diminishes the effort of employees. Phillips 66 has capable people doing hard work in volatile conditions. The gap lies between strategy and operating reality.

Until integration demonstrably reduces volatility, improves capital outcomes, or delivers consistently superior returns, it will remain a promise rather than a proven advantage—and markets will continue to treat it accordingly.

The consequences of how layoffs have been handled, the lack of a sound strategy, and the plummeting stock price are resulting in a major loss of talent. Coworkers are leaving for Google, Healthcare Organizations, other tech companies etc. Solutions Architects, Technical Expertise, Managers with specific insights, and others that formed teams built out over the last few years are exiting stage left because of a lack of confidence in leadership, no clear pathway forward, ridiculous bureaucracy, and hollow talking points from the Executive Team. As a result much of the effort and resources that went into building teams for new services and technologies over the last few years is now a clear and abject waste of resources and time, resulting in missed opportunities and long term damage in the marketplace.

Our network is our product. Schulman maximizing profitability at the expense of our product will quickly drive customers away in mass.

He doesn’t understand how the network really works, and everyone in the room with him is telling him want he wants to hear to stay off the chopping block.

Dangerous game we’re playing here

I’ve spent 25 years at this company, mostly in the same role, believing that loyalty, consistency, and hard work would eventually be rewarded. Instead, I’ve watched good people, smart and committed people, get pushed out after giving decades of their lives to Dell. People who built relationships, hit numbers, raised families on the promise of stability, and were still treated as expendable when it became convenient.

Right now, it’s a deeply discouraging place to be. There is no real upward mobility anymore, no clear path forward, and no sense that experience or institutional knowledge matters. Employees are discarded quietly and almost casually, like yesterday’s problem. Leadership feels distant and disengaged, operating on autopilot, focused on protecting themselves and the balance sheet rather than the people doing the actual work.

Many roles now pay just enough to keep the lights on, but not enough to build a future. The work is heavier, the pressure is constant, and the rewards keep shrinking. Over time, it wears you down. You stop feeling proud of where you work. You stop believing things will improve. You watch your motivation fade, not because you stopped caring, but because the company stopped caring first.

It’s the kind of place that slowly drains the life out of you, not all at once, but quietly, year after year, until one day you realize how much time you’ve given and how little you’ve gotten back.

I have to give credit where credit is due. T-Mobile leadership made a smart move by getting rid of phone subsidies and acquiring Sprint but the rest of their strategy was very straightforward. They waited until the 5G standard was finalized then deployed it with a standalone 5G core starting with low band so they could maximize coverage. Their 5G customers have all been on the standalone 5G core since 2020!

Contrast this to the unforced errors of Verizon leadership. They started by deploying small islands of coverage using mmWave weighed down by the old 4G core. They added unnecessary complexity to the network then proceeded to let go of a lot of experienced people through multiple rounds of VSPs and layoffs. And now they managed to loose their hard earned reputation as the most reliable network.

T-Mobile leadership didn’t do much that was extraordinary. They just avoided rookie mistakes but they now look like absolute geniuses.

So demoralizing to work for a management consultant pretending to be a technologist. All this mo--n does is pay 20 contractors to do the work of 1 competent employee and outsource. Don’t get me started on saas contracts

When growth fails under Mike G, ‘follow the sun’ becomes a slogan not a solution.”

Seriously, GN&T employees, you need to pay better attention to what dear leader is saying!

Dan, we pay for the phone to always work. It’s a cell phone company. You had one job.

People likely passed away today without taking to their loved ones for the last time because you failed as a leader. There is a human consequence to inept leadership.

Who is brave enough to tell SK even the expats think he’s doing a poor job? It’s been heartbreaking watching the company get dismantled by immature decisions based on desperation. Billions were made off of employees who truly cared about the company, grinding out really tough market conditions.
The message was received today, profits over people. That was not the philosophy that built this brand.

VZ is under immense pressure at the moment but Danny boy needs a cuppa coffee so he can make the next move, please go more leaner towards the leadership this time

Guys I need everyone to hop on for an emergency meeting. My boss needs a 200 page deck tonight to meet with their boss at 8am tomorrow morning to discuss today’s key pivotal critical learnings from the massive network outage. Please use corporate approved formatting. I will be reviewing font sizes, headings, color schemes and ensuring each slide has page numbers. Also please provide a 400 slide appendix for backup. I need this NOW. OR ELSE. Thank you! #playingtowin

100+ person roundtable discussion to look for issues and examples on calls for retaining customers.

No this absolutely make sense and isnt genuinely re--rded.

No it will go well and won't devolve into confusion.

Here’s a likely scenario for what caused this outage:
1- Most managers have no expertise or practical experience in the department they’re managing and therefore cannot accurately assess the competency of their direct reports
2- They have experienced people on their teams who go about doing their job quietly because it’s no longer new to them and no longer a big deal so they don’t talk it up
3- They also have newbies who talk up what they’re doing because it’s new and challenging to them
4- RIF time comes and they decide to RIF the quiet experienced person because in their mind the newbie is some superhero who told them how they overcame all the challenges.
5- New challenging work enters the queue but the experienced person is no longer there so it gets assigned to the newbie
6- Oopsie! We have an outage!

Well it was good for a while going from 1st to 3rd under Hans to ??? Under Danny Boy.

Oh Danny Boy the customers, the customers are leaving.

https://nypost.com/2026/01/14/business/t-mobile-trolls-verizon-outage-that-left-rival-carriers-users-outraged/

Not sure where Stinky wants to get his future employees from. Based on this article, no millenial would want to work at AT&T. Then again, who would?

“So many millennials are realizing that the version of success we were told would be there for us if we did everything right is not available anymore. It doesn’t exist in the way we were told.

“I think millennials listened and played by the rules, and were told, if we did that, we’d be financially set. However, the expected sense of security and fulfillment never arrived."

https://www.msn.com/en-us/health/wellness/career-confused-millennial-explains-why-her-generation-is-in-crisis/ar-AA1TZIOl

Single-Family, for example, was already top-heavy before the layoffs, and it’s even more bloated now. Rather than streamline, the organization has added layers: senior directors on top of directors, who sit above senior managers, who oversee managers, some of whom have as few as 3 direct reports.
This structure raises a clear question: Why are there so many layers of leadership for such lean teams? The result is diluted accountability, duplicated oversight, and a culture where decisions are filtered through too many hands, often slowing down delivery and hiding ownership. With the number of associates left, there shouldn’t be this much layers. For what?

SM is out due to misconduct.
Jordan now run by AM.
AM's original President, Brand role eliminated - NHG and PM report direct to CEO now along with the GEOs.

I don't understand why leadership has to be so secretive about something that profoundly impacts our lives. We've all been stressed out for a while, speculating about what's coming and when. It's paralyzing.

First impression, layoffs. Second impression, major outage. FAFO is all I'm going to say.

Clearly little to no thought is placed into next roles for those of us who aren’t hipos. Tried to have a discussion on my interests with D&S and it was clear they didn’t care. Looking at job boards now.

https://www.verizon.com/about/news/kevin-hart-calls-bs

External vendor (they went el cheapo, didn't vet properly, didn't communicate risks, etc..).
Software bug not under their control (they didn't perform a proper FOA).
Hardware failure (what, you mean AI didn't predict it, and could not reroute/resolve it quickly?).
Sabotage (blame it on disgruntled employee).
Other - get creative here :).

We all know VZ leadership will not accept responsibility.

If you’re comfortable doing so, consider leaving an honest review of your experience at PNC on Glassdoor, Indeed, or Blind.

Future candidates rely on these reviews to understand culture, expectations, and work-life balance. Thoughtful feedback helps ensure people join with clear eyes of leadership and realistic expectations.

Leaders went around in all-hands saying “things will break” … ok, so the network down is ok? Of course no head will roll in leadership - but way to start off the year with net adds growth is in our performance agreements.

https://nypost.com/2026/01/14/business/verizon-customers-nationwide-left-unable-to-text-and-call-after-massive-network-outage/

Is it just me, or does it feel like you have to be the loudest person in every meeting to get noticed around here? I keep my head down, hit all my goals, and still feel invisible compared to the people who just talk the most. I really shouldn't have to broadcast every single thing I do just for a bit of recognition from management. It gets exhausting playing that game all the time.

What a day. Verizon continues to chase “leaner operations,” yet today’s massive outage tells a different story. When cost-cutting overrides sound engineering and accountability, reliability inevitably suffers.

This will almost certainly drive additional churn. A culture where network decisions are influenced by politics and optics—rather than technical rigor—has consequences, and customers ultimately pay the price.

The long-held perception of Verizon as a “premium” network deserves closer scrutiny. Today’s outage, combined with the recent workforce reductions, exposes a growing gap between branding and reality. Reliability isn’t a marketing slogan—it’s the result of disciplined investment, empowered engineering teams, and accountable leadership.

If this trajectory continues, the market will reach its own conclusion.