#leadership

I hope I get lucky, and that everyone else does too, in finding something better in the coming year. This has become unbearable. Watching leadership make one bad decision after another, completely incapable of getting us out of this mess while we stress and suffer for it, has become truly depressing.

If you work for a manager who loves saying "it is what it is", you work at a bad place.

You also know you work for a bad place if nobody in the team ever gets promoted, including a TDP convert who is still stuck at level 1A after working on the team for 3 years.

ATT Leadership are generally shitheads. Say it isn't so.

So Christmas is over, how many people woke up this morning to the uncertainty of 2026 at Xerox.

Spineless leadership in the CEO, the UK led by a CMO who only thinks about himself, his family, friends and sycophants.

What kind of place is this ??????

Seeing your compensation for this year and last exceeded $70 million, how about saving a few jobs at the next round of layoffs and pitch in a few or at the very least for a decent bonus for those of us remaining…what do you think or has greed gotten the best of you?

I can’t help but notice that nearly all of the new senior executives hired in 2025 are white men and replacing or layering executives of South Asian descent. What’s going on?

Not having to work for the hollowed out dead shell of a once great company.

Not having to act like the id--t leaders in tech have a clue as to what they are doing.

Not having to work with unethical, trashy, leaders in tech.

Not having to pretend that Nike is still cool.

Not having to endure the toxic political culture.

May god help all of you out of that sewer.

If you go to speak up for ethical misconduct by a cabal of leadership reinforced by HR and Speak Up covers is up, what is the next move? Email Farley’s CDSID? Looking for answers. Every time we have holidays I seem to get punished for enjoying time off so I know the worst is yet to come.

CEO and Vps like Shankar was begging customers not go for alternative products . Toxic people.. selfish leadership., Employees weren’t not taken well in this org. CEO should resign Nilesh Arora or fire Prisma BU leaders

After all the restructures and behind-the-scenes changes over the past few years, it really looks like the capable managers have been filtered out. The ones who knew the business, earned trust, and actually cared about their teams are no longer around. What remains feels intentional, like leadership prefers compliance over competence, even if that means morale and common sense take a hit.

I Nominate our CIO for the ‘best cio silicon valley’ award for 2025. He is the reason the company is doing so good. His vision, strategy and hard work is more than all the company execs put together. He truly deserves a huge hug and a bucketful of stock options. That inspite of having such a mediocre team. Hats off Sudhakar.

I am sending warm holiday greetings and a big hug to all of our customers and managers like the HR leader helping us on this board. You have been with us and donated time and comments to help us. Some customers also hit them in their pocket book to stand with us. I am a single mom who feels disrespected and totally frightened and your help is really gratifying and loved by us all. Happy holidays to all of you who stand with us! I saw a nice email from the CEO wishing us happy holidays and it was nicely written. Maybe the grinch’s heart is warming and the changes we need in the changing of bad leaders will come in January. I am hoping for that more than anything.

Bandy the Clown can not even be bothered to send the “troops” a Christmas message. While they usually say nothing and spout BS not to make an effort is an all time low when I thought he could get no lower. Maybe him and the new CMO have decided that internal communication is no longer needed?

Since SB, DC and the EC can’t be bothered I will say it - Happy Holidays 🙂

other than more layoffs and enriching his wealth in his own startup investments?

I see that the new chair and interim CEO align well with BP's legacy of stupid decisions, which are communicated in the worst possible manner.

I wonder why do they hate the employees so much? To drop such news on Christmas Eve - they have no shame.

For Castrol's employees that only brings more uncertainty. Had we stayed with BP - we would know what's coming. Had they sold us 100% - we would know what's coming, just ask Chat GPT about the previous acquisitions, and you can resonably deduce what might happen.

But this partial sell/joint venture? What a f... mess. It's gonna be organizational nightmare. And yet another reorg and structural changes for Castrol's employees.

(To any members of LT that might be reading this: HONESTLY, WE JUST WANNA DO OUR JOBS AND GET PAID FOR IT. JUST LEAVE US ALONE - 6 YEARS OF CONSTANT STUPID CHANGES IS ENOUGH - AND LET US DO OUR JOBS)

I would bet my yearly salary that in years to follow this will be regarded as yet another failure.

Just look at how the market reacted. ZERO movement. the price after announcement is exactly the same as it was before.

This may not resonate with all of you, but I’ve dealt with multiple toxic managers at this company and have needed a lot of external support around navigating this political hellscape until I can get out. Thought I’d share a post I found that made me not feel so alone in my experience. I’m sure at least a handful of people can relate.

“If I were a toxic manager trying to get you to leave:

1. I'd shrink your scope. That project you led for three years? I'm reassigning it. That initiative you built from the ground up? Someone else is taking it over.
   But your workload? That stays the same.

2. I'd make feedback impossible to act on. Vague. Contradictory. Changes depending on who's in the room. You used to know exactly where you stood. Now? You're guessing.

3. I'd stop acknowledging your wins. That deal you closed? Silence. That crisis you handled? Crickets. But that one mistake? I'l mention it. Repeatedly.

4. I'd erode your influence while increasing your accountability. You're responsible for outcomes but excluded from decisions. Expected to deliver but not consulted on strategy.

5. I'd isolate you. The meetings happen without you. The Slack channels go quiet. Your team gets reassigned. You're still here-but you're not really part of anything anymore.

Nothing here is fireable.
That's the point.

Because if I fire you, the company owes you severance.

But if you leave on your own?
You get nothing.

So I'll make you think:
"Maybe it's me. Maybe I've lost my edge. Maybe it's just time to go."

And you leave. Believing it was your choice.

————————————

If this sounds familiar, you need to hear this: You didn't suddenly stop being capable.

Your toxic leader sees you as a threat and shifted the game to make you doubt that.

All that strategic thinking they're sidelining? That leadership they're undermining? That expertise they stopped valuing?

That's exactly what you need to build something of your own.

Where your scope doesn't shrink.
Where your voice doesn't get silenced.
Where you're never labeled "difficult" for having standards.

You didn't outgrow your capability.
You outgrew a leader who needed you small.

No more shrinking.
No more second-guessing.
No more playing small under a leader who needed to make you disappear.

You've spent years building their empire.
It's time to build yours.

Years of bad calls at the executive level have drained momentum, talent, and trust. Instead of building on strengths, leadership keeps reacting late and doubling down on choices that never should’ve been made. Now the focus is no longer on growth or innovation, but survival.

His body language was off and he glossed over the questions with one line replies, especially to the question on what the regulators have said or done since the last time they visited Citi.
and Why did E Drew throw the former leadership under the bus and was boastful about the data catalog (which is just a retooled version from a vendor I believe?) and other very average things that her huge team of 50+ have 'delivered'?

Don’t know if anyone has seen the videos but there’s a big potential criminal case forming against PayPal and their subsidiary honey for multiple charges in more than 20+ class action lawsuits. Honey was acquired by PayPal in 2019/2020 for $4 billion when Schulman was still CEO. Investigative journalists have brought to light dirt on both sides primarily due to Honeys practices which now trickle under the PayPal umbrella/leadership.

Do you think this potentially is the reason some higher ups at PayPal are getting a free ticket out and coming here in case any action gets taken against PayPal? Does this question the new leadership at VZ?

In a surprising move, our CEO has appointed a new hotshot CFO with a global business background, replacing a seasoned executive with years of experience at MPC and MPLX. This change could be a response to performance concerns or may signal a significant shift in company strategic direction. If the latter is true, it raises the question: Could more long-standing MPC/MPLX employees face a similar fate in 2026?

https://www.linkedin.com/posts/ram-k-krishnan_beveragedigest-futuresmarts-fs25-ugcPost-7408879362046853120-6Dmj?utm_medium=ios_app&rcm=ACoAAA3ydb0BlG1kUto_4T-7uusWBCxY7pPLU_A&utm_source=social_share_send&utm_campaign=copy_link

Anyone heard that there are senior leadership changes in APJMEA? My manager was on a call earlier and changes have been announced.

Seems an odd time to make such senior changes to the leadership who have been in place for many years.

Schulman, Happy New Year 2026!!! What keeps you up at night???
Keeping Talent
No Clear AI Plan
Overload of Priorities
Tired Team
No Time to Think
Less Customers due to a lack of Trust
Reputation at Risk
Struggling Middle Managers
Culture Cracks
Conflicting Demands
Technology Moves Fast
Feeling Alone at the Top

New year predictions…?

• Wael runs away
• the board finally reins Wael in
• Wael’s plans for more decimation of the company stop
• We do an about face and start acquiring other businesses
• We decide to only become a trading business like Vitol
• Wael finally takes a bet

Place your bets!

Am one of those who will leave on 2/20 - and the team us now wanting to get all the knowledge. I know is not my manager/directors fault - but they had no shame telling my role was not needed = eliminated

I played nice till now. But 1/1 - dont bother me no ‘mo - figure it out

Cause remind that “VP leader” who made the choiced - my role is not needed. Therefore - you dont need my knowledge

Guess who gonna play the “ am sorry - I dont know the answer to that question anymore”

Someone posted this and is worth the reading:

Verizon has a long history of failed execution:

go90 ( folks from Finance told Lowell NOT to buy INtel TV but, during a golf game - Lowelly wanted to play “big honcho” and sealed the deal over that game. Finance and legal the. Had no recourse but to pay it and close it out). And what a failed project - starting with its name Go90 - the the big bankrupt: aol, yahoo, add hum, finance transformation, VGS, blue jeans, plus play,

Many of us warned them about tmobile and they laughed at us. In an HR all hands we called it out and the silly HRBPs were like sheeps - singing the “tune” that they are forced to implement. And where did that got VZ - a total failure

They’ve been on a downward spiral for ages. This is my fourth bank in 30+ years, and the last competent manager I saw was basically ancient history. Feels like they’re mass-producing these “leaders” in some cheap clone factory with subpar materials.

Pay all employees in RSUs only. No base. No PSP. Only RSUs. Let’s see those slackers then.

Disclaimer: due to local regulations, EMEA folks will continue to get a symbolic €1/month base. Ba dum tiss.

JD, hit me up if you need a chief of staff in your next stint ;)

Between leadership that doesn’t seem to know where it’s going, middle management that can’t execute, and expectations that keep getting more detached from reality, the whole thing feels like a circus that somehow keeps getting louder instead of better.

I have a job offer that pays about 10% lesser than Honeywell in a Tier 2 company. In Honeywell, the world around me is crumbling with key functions non existent, R&D dying, and daily churn in leadership. However, for me, I have been nominated to a few leadership development programs for whatever that is worth. It might mean I survive the next round of layoffs but maybe not the one after that. If I leave now, I give up my MIP. Is it time for me to leave? Will I regret leaving or staying?

Well done leadership, really good stuff, keep it up.

https://ir.nasdaq.com/news-releases/news-release-details/annual-changes-nasdaq-100-indexr-2

Dear Team,

As we gather with our families this holiday season – or, more accurately, as those of you within 50 miles of an office get your butts back in here to maximize collaboration and real estate utilization – I want to extend my warmest wishes for a prosperous and metrics-driven New Year.

The winter holidays remind us of timeless values: giving (of your maximum effort), receiving (higher margins for shareholders), peace (on earth, as long as your business unit stays well above the Line of Doom), joy (in hitting quota, even if it means public call-outs in all-hands), and goodwill toward all men (provided they contribute tangible value and don’t just “make air” like those software folks).
Remember the miracle of the season: just as one small acquisition can multiply into trillions in market cap through ruthless simplification, your continued sacrifice of work-life balance turns our portfolio into evergreen revenue streams.

Family time is wonderful, but nothing says “holiday cheer” like knowing your RSUs are vesting while underperforming divisions get divested faster than you can say “perpetual licenses are dead.”

To those celebrating Christmas: may your stockings be stuffed with stock options – contingent, of course, on office attendance thresholds.

To those observing Hanukkah: eight crazy nights of efficiency gains.

To everyone else: focus on what really matters – Q1 targets.

Thank you for your obedience dedication.

Let’s make 2026 another record year of cost-cutting and shareholder delight.

Happy Holidays,

Hock Tan
President & CEO, Broadcom

The company hired me to lead their "Agile Transformation."
I don't know what Agile means.
Nobody does.
That's why it works.

I make $425,000 a year.
To move sticky notes.
From left to right.
On a board.
The board is digital now.
The sticky notes cost $80,000 in Jira licenses.
Progress.

Day one, I said "we need to break down silos."
Everyone nodded.
Silos are bad.
I don't know why.
But destroying them is a career.
My career.

I introduced "squads."
Squads are teams.
But disrupted.
We disrupted the teams into teams.
Different names.
Same people.
Same problems.
But Agile problems now.
Agile problems are strategic.

A senior engineer asked what we're actually changing.
I said, "The mindset."
He asked what that means.
I said, "It's a journey."
He asked where we're going.
I said, "Toward agility."
He asked what agility means.
I pointed at the sticky notes.
They were moving left to right.
That's velocity.
We have velocity now.

The VP of Engineering said two-week sprints don't fit their work.
I said, "That's waterfall thinking."
Waterfall is bad.
Like silos.
I don't know what waterfall is.
But I know it's bad.
She stopped talking.
Waterfall accusations end conversations.

We had a retrospective.
In the retro, we discussed what went wrong.
Everything went wrong.
We put it on sticky notes.
Then we moved the sticky notes.
Into a column called "Parking Lot."
The Parking Lot is where problems go to die.
It's full.
We don't look at it.
That's agile.

Velocity is up 40%.
I defined velocity.
I also defined the points.
I also defined the stories.
We're crushing it.
At the things I made up.
To measure.
Ourselves.

The CEO asked for ROI.
I showed a chart.
The chart went up.
Charts should go up.
This one did.
I didn't label the Y-axis.
Nobody asked.
Leadership is confidence.

We do standups now.
Every day.
We stand.
For 45 minutes.
Standing is agile.
Sitting is waterfall.
My legs hurt.
But we're transforming.

The transformation is now "Phase 3."
Phase 1 was assessment.
Phase 2 was implementation.
Phase 3 is "continuous improvement."
Continuous means forever.
Forever means job security.
I'm very secure.

My contract was extended.
Three more years.
For "cultural impact."
The culture is confused.
But impacted.

Agile transformation isn't about being agile.
It's about transforming.
Continuously.
Toward more transformation.
The destination is the journey.
The journey is billable.

If you could pick the next CEO, who would it be?

Nothing’s changed. Offshore more work, thin out US teams, stack roles, and squeeze productivity. The direction of the new leadership is obvious - same ol' same ol'.

Let's see if Dario's new role can pay dividends for Big Blew or if this initiative just dies on the vine.

https://www.hpcwire.com/off-the-wire/doe-announces-genesis-mission-collaboration-agreements-with-24-organizations/

From what I see, Juniper’s leadership team looks sharper than HPE’s. Antonio hasn’t really stood out to me. HPE has more women in senior roles and quite a few European executives, it almost feels like a European company.

"Together We Serve"

The new CEO, now in the role about 18 months, has a more down to earth style than Greed. He came in with lots of fanfare on transparency & to right the ship. Assets & Clients continue to bleed at record numbers & more is in the hopper. Employee sentiment is negative and many are - not feel - are - overworked and underpaid.

New revenue enhancers like managed accounts in group plan are non existent and the corporation is still an operational mess w/weak leaders overseeing sales & operations. Sales are down and automation upgrades cu-m at a snails pace.

PR wise, company is still taking it on the chin w/no real plan in place to boost public review sentiment.

One bright are the Lipper awards but company can't find a way to get this news in front of clients. On the dark side, CITs are not used & the investment line up changes every Haley's commet.

Website hasn't been updated in yrs, and AI and Omni channel communications w/clients is well behind competitors. Team CX really does Sucx.

Disastrous exit from Truspire, and fire sales of two property gems like 320 Park & 1150 Broken Sound were the only thing preventing NY DFS from some type of takeover and helping replenish the $500M in lost surplus since the Pandemic.

Rating Agencies have lowered ratings and lawsuits against former employees in an attempt to protect the bizness have been distractions and embarrassing.

The CEO ran on transparency and even in first public statements when Rich asked Janoffseky what surprised her the most, she went on the record and said "lack of transparency"

Board is invisible and old while being out of touch.

After 18 months, our grade is: D- (2 Star Rating) time for a performance improvement plan for him and his lackeys.