#leadership

Most of the Sr staff are replaceable, they actually do not implement or solve any of the work place challenges, but they like to report on other people work. You spend more time explaining what you have done so that they can repost if the work.
If the auditors actually pay attention to the attestation the would realize something is very strong with this company.

Everything is always fine when in reality most of their students are flawed.

There's is no real integrity or leadership.

Why does a RVP nitpick small things when the tile flooring needs to be repaired/replaced and the cases in the beauty department need new lights?!

Those who are on the list shall perish.

Who do we think from leadership should be on the list?

I’ll go first, Scampath.

What in the world is a Senior President?

DW making up new titles now?

Post Enterprise Reimagined, I am struggling in my new role. I had no onboarding, just a whole lot of department meetings with no context. My new leader has no experience in this work and spent their entire career in a different discipline. My partner in the work also has no experience in this discipline. We were thrown headlong into a project with no guidance other than, “You are smart. Figure it out.” A month later, my work was just doubled because we are short handed on our team because of layoffs. I am scared and sick and stressed out. And my leader has made it clear they don’t care. I am frustrated and angry. Anyone else dealing with this scenario? How do I handle it?

Who else is irritated that subsurface is taking their sweet time with this reorg? All the other upstream groups seem to be done and yet we have to wait until the end of the week because AF wants it.

The structure was bad before but it doesn’t seem like it’s getting any better.

If really talented CEO should not choose layoff to show money

He needs to guide the employees how to increase stacks value and how to increase customers to come VZ network

Layoff and show money as company growth any one can do for that we dont need talented people normal people can do this

eam

Looks like they really are taking the training wheels off the managers and letting them manage a little. It's funny though to watch them try to continue all the garbage McK generated simply to have projects to charge time against. Maybe now they will see the idiocy of it all and how / who REALLY made the new organization. Good luck managing the pile McK leaves behind.

Maybe he does?

Lessons learned?

Whats the story with Amber? Is she really an ace with Refining? Or another looney leg-opener? Sure seems like a very big talker.

It’s been five years since John Stankey took over as CEO in July 2020, when AT&T’s stock was around $23 a share. Since then, it’s dropped as low as under $15 and today it’s barely above where it started, roughly $24.

Five years. Billions in spending. Countless reorganizations. Massive layoffs. Zero value returned to shareholders or employees.

How does this guy still have a job? At what point does the board finally admit this isn’t working?

If this is what “leadership” looks like, it’s no wonder morale and performance are at rock bottom. The numbers don’t lie it’s time for real accountability.

who else is tired of these leadership changes in finance that make no sense? extra work training the new bosses, just for them to be sent elsewhere in 6 months.

Being part of a recent round of layoffs has given me a lot to think about — not just about my own career, but about leadership, accountability, and the values that guide organizations.

In many cases, it seemed that leadership roles were protected while teams — the people who did the day-to-day work that drove results — were let go. It’s a tough reality to process, but also a revealing one.

since he thinks co-location with the supervisor is so important.

Anyone, leader, know if 12/2 is significant? Hearing upper management are changing meeting invites to not attending. No other info and curious if anyone knows any.

As I mentioned Value CMO(VP) is gone as of yesterday. All moved to DK or KL. Very odd.

My boss spends her entire workday talking. All day, she is “stakeholdering” with people, then comes to us to get all the actual information. After that, she passes that half-baked information to superiors behind our backs, making it look like it’s all her work.

Many times, the leaders above don’t even know that we have spent countless hours solving problems or working on a solution. On top of that, she is too lazy to even put it together in slides — she expects us to do that so she can go behind our backs and present it to her VPs or what not ?

Do we need her ? I do not know but she will stay and people who are doing actual work will be fired.

Athina’s podcast is back…

Unsure who the he-l would listen to this. How “transformational” can a Strategy & Transformation officer be when their company's stock is only up 3% over her 5 year tenure????

She needs to go, this toxic S&T culture starts with her, absolute corrupt coward who acts like a dictator

Interesting article published by MIT Sloan

https://archive.is/bPmXE

Spill if you hear any juicy information.
Layoffs, reorganization, realignment.
Maybe JRC is selling us...

Last year we were on a 3-day RTO schedule and things were working fine. Then, because of the (now admitted) broken presence report, everyone was punished with a 5-day mandate. Since then, leadership has acknowledged that the data wasn’t accurate and that the small group of actual abusers has already been dealt with. They’ve all either left or been terminated.

So why are the rest of us still paying the price?

It’s time to end the punishment and bring back a balanced 2/3-day model. The people who stayed have proven their commitment to this company, even through frustration and burnout. Rolling back to 2/3 days would be a genuine show of trust and a much-needed morale boost.

If leadership truly wants to rebuild culture and retain talent, this is the simplest and smartest way to start.

The MEG “improved offer” announcement should make a few folks inside CVE uncomfortable. The question investors should be asking isn’t whether the Vawn assets are material to Cenovus, it’s whether the side-deal Strathcona received treats all other MEG shareholders fairly. Because if a private buyer gets a sweetheart deal on sold assets, that’s a transfer of value - plain and simple - and it raises serious questions about compliance with securities-law principles of fair and equal treatment. It’s also striking how the MEG board hides behind its advisors (BMO, RBC) instead of defending its own judgment. “Our advisors told us it was fine” isn’t a fiduciary defense - it’s an abdication of duty. If this ever gets real regulatory attention from the ASC - or even the SEC - the paper trail around valuation assumptions, fairness opinions, and board communications will matter. Until then, rank-and-file CVE employees get to watch leadership pretend the assets were sold at fair value while staff job cuts hang in the balance.

Leaders are afraid to communicate, afraid to get in the news, afraid of baby-napoleon-pulte, afraid to have ideas. The only word left in their vocabulary is efficiency. They think they are being political savvy tracking people’s calendars, emails, badging. I am not blaming them. Just feeling sad for them. What a culture:(

Mr. Stankey, it’s clear you care deeply about rebuilding AT&T’s culture and driving results. But the 5-day return-to-office mandate is not delivering those outcomes. It’s quietly draining productivity, eroding morale, and accelerating the loss of high-value talent, particularly among younger and mid-career professionals.

In the year since the mandate began, the data tells a stark story:
• Voluntary attrition among under-40 employees has risen dramatically across the industry where rigid RTO policies persist. AT&T’s own attrition rates mirror that trend.
• Stock performance has lagged both Verizon and T-Mobile since the RTO push, suggesting Wall Street isn’t buying “butts in seats” as a business strategy.
• Office occupancy metrics nationwide show that mandated presence rarely exceeds 60% compliance. Employees comply on paper but disengage in spirit.

More importantly, the promised benefits of RTO (collaboration, innovation, culture) simply aren’t materializing. Employees report fewer in-person meetings, more hybrid video calls, and a deeper sense of distrust toward leadership. You can’t rebuild culture through compulsion. Culture is earned through empowerment.

Meanwhile, competitors are winning talent with flexible, hybrid models. Companies like T-Mobile, Verizon, Google, IBM and Microsoft have settled on 2-3 in-office days because the data supports it: productivity, engagement, and retention all rise when employees have agency over where they work.

AT&T has an opportunity here. Not to follow the trend, but to lead it. Imagine the signal it would send if AT&T were the first major company to publicly admit that five-day RTO was the wrong call. Reframing it as a “Return to Trust” would instantly shift perception from rigid to visionary.

You have the chance to show that leadership is about listening, not doubling down dictator style. The workforce is ready to deliver. They just need to know their leaders trust them again.

Revisit RTO. Shift back to a 2-3 day hybrid model. Watch what happens when respect replaces resentment.

That’s how AT&T becomes a company people are proud to work for again.

These people gave each other the leg up and none know what the other is doing! I was impacted and frankly I’m relieved! I know the workforce is hard and we all need our jobs but a couple of months paid to figure it out sounds better then the BS Ive been dealing with! I wish you all the best and my prayers go out to all impacted! But since this new leadership has taken over over it’s been a disaster and the ones who laugh at the ones impacted, the ones who were kept, undeserving if based on metrics and performance, your time will come! You survived not for being a leader but for kissing the right butts!

Seriously. Go to another bank. Find the strength of racism that exists no where else only at our finest USAA. even more odd, most employees are actually supportive and help one another at other banks. We have a deep rot here. its why we only attract the most d-list leaders.

Pearson continues to decline year after year, I’m shocked they are still hiring people. Every 8-12 months it’s time to layoff a group of people and start over again next year. I spent 7 years watching this disaster before finally leaving. The lack of leadership and pi-s poor planning in this company is ridiculous!

F5 is poised for recovery as it doubles down on the technologies that power and protect today’s digital world. With businesses rapidly adopting hybrid and multi-cloud strategies, F5’s expertise in application delivery, security, and traffic management has never been more relevant. The company’s transition toward software and SaaS-based models ensures sustainable, recurring revenue while its Distributed Cloud platform expands reach beyond traditional load balancing into full-stack app security and observability. By embracing automation, AI-driven insights, and edge computing, F5 is positioning itself as a trusted leader in simplifying and securing complex application ecosystems—laying the groundwork for renewed growth and investor confidence in the years ahead.

Kudos to FLD and executives focusing on XC(SaaS) and not just sticking to legacy system.

Times are tough. Changes are coming so fast we can barely keep track. Don’t be discouraged. It is so easy to stay in that mindset. Everyone has moments or seasons, but there is a way through and we will band together to find it. Within TRP or somewhere else. The journey is often difficult, but we will find our new normal, adapt, and flourish. Bad leaders will be exposed eventually. Bad business process too. Unfortunately at the expense of great people sometimes, but that is just the nature of business at this level and in this climate. Care for each other. Check in on one another. The greatest assets are the people, and when we look around at each other, there are far more good apples than bad.

TCS , the named outsourcing for the core IT infrastructure teams at Lyondebasell, in an effort to reduce cost due to a CEO thats has shamelessly destroyed a vibrant company with unneeded loans, closed plants and a business model that is ridiculously unsubstantiated, has proven during a "transition" period, to going to cost more jobs, less productivity, poor service, and downtime. This Indian based company is typical of a CEO, CFO, CTO and certain directors that have little to no knowledge of IT outside of the buzzwords they learn on Google. The dumpster fire that is management has reduced a prosperous company and great place to work to a steaming pile save-my-a-s ELTs and SVPs with below sub-par entry level at best outsource contractors.

Remember when Verizon’s leadership thought they were smarter than Elon by hiring a marketing executive from Twitter?
Elon had fired her — and guess what? Verizon lost millions of dollars on a failed rebranding and logo.

Does anyone know When the TMTs recommendations to Leadership will be finalized?

Forced on-site work for most teams, useless middle management, directors/VPs getting to switch shoes and retain/upgrade their salaries despite abysmal failures in the orgs they preside over, corporate leaders throwing out dead and played-out initiatives that also fail constantly (because they are all outdated, obsolete, and largely ineffective), morale in he-l, frustration across departments boiling over from increased workloads and decrease team sizes causing burnout. I'm sure there are others to add to the litany, but I'm wondering, when does the straw break across the camel's back and we take back power as employees. Do we continue to drink the koolaid or speak up and pushback on these incompetent leaders and processes? Please, if you feel or deal with any of this, it is time to start writing letters or something. This cannot continue. We're in the age of modernization yet things feel so artificially dystopian. Do not play the side lines. Make your voices heard!

For those that believe that remote workers are running errands and doing laundry on "company time", most remote employees are salary. That means they are paid to do a job, regardless of the # of hours they work. Some might get all of their work done in 25 hours, and others might need to work 50+ hours. It is the job of their leader to evaluate their work and determine if they are doing the job that they were hired to do. They do not make OT, so if they actually do a load of laundry between meetings, they are not stealing company time. If they are in the office 40 hours/week it does not mean that they are completing more work.

Start by listening, because -- "newsflash" -- you probably know less than the team you just inherited, so ask questions, find the real blockers, and do your actual job.

Also, stop hogging credit when things go right and then unloading blame when they do not. Happens all the time. Stop now... that routine is stale.

Keep micromanaging and you get 0 loyalty on day one, act professional if you want professional output... treat me lke a child and you will get the bare minimum.. your choice.

If you are a corporate climber (probably are) using us as a rung, expect minimum effort from me in return... no tip, no extra mile.

Respect is not a free perk of your title, the bigger the title the harder you have to work to earn it, and since I cycle through a new manager every 12 mo, you are on probation until you prove otherwise.

stop the pointless mtgs that could be an email and stop spamming me on chat, that noise is not productivity.

Say AI like it is magic fairy dust and you owe the swear jar, pay up unless you bring budget and real use cases.

And cut the passive aggressive nonsense where everything is fine all year and then at review time I am suddenly the worst employee in history, give straight feedback when it matters or save the performance theater for someone who buys tickets.

Interesting, I did not realize there was a connection between Patrick Dennis and David Funck from Alviria where Patrick Dennis was CEO and David Funck was CTO. Things are starting to make a lot more sense now.

(based on Gemini queries)

Patrick Dennis:
Based on the available information, Patrick Dennis served as President & Chief Executive Officer of Alvaria, Inc. from 2021 to 2/2022.

Prior to that, he was President & CEO of Aspect Software (which merged with Noble Systems to form Alvaria) from 2019 to 2021.
https://www.vectorcapital.com/team/

Patrick Dennis started as Chairman of the Board at Avaya in 2023.

The role began when the company emerged from its recapitalization in May 2023.

David Funck:
David Funck was the Chief Technology Officer (CTO) of Alvaria.

While the exact start and end years are not specified in the available snippets, it is confirmed that:

He served as CTO at Alvaria.

He was noted as Alvaria Chief Technology Officer in an article dated Tuesday, July 19, 2022.

Alvaria's launch date was in 2021 (formed from the merger of Aspect Software and Noble Systems).

He later joined Avaya as Chief Architect and then became their CTO.

The exact month David Funck began as CTO of Alvaria is not explicitly stated, but the information suggests his tenure in that specific role started close to the company's formation:

Alvaria was formed by the merger of Aspect Software and Noble Systems, which was announced on May 10, 2021.

David Funck had previously been a technology leader at Aspect Software for 20 years, and served as Chief Technology Officer there.

He is listed on Alvaria's subsequent leadership teams as the Chief Technology Officer.

Given that Alvaria was formed in May 2021 and he was already the CTO of the merging entity, Aspect Software, it is highly likely he transitioned into the role of CTO for the newly formed Alvaria around May 2021.

The available information states that David Funck was the CTO of Edify and joined Avaya through the acquisition of Edify, which was closed in May of 2024.

The specific start year for his tenure as CTO of Edify is not provided in the context, but his time in the role would have ended in May 2024.

Uh-oh!

It's probably the EC figuring out a new time for meetings, but what do any of us learn at these? Rah rah b.s. and lies.

SP500 up 20 percent YOY. SOLV down 6 percent YOY. Looks like Nellies plan to "unleash" value from SOLV by spinning off filtration and chainsawing off 1000s of jobs is a smashing success (not!)

I guess adding layers of outside hires at VP levels, mainly cronies, doesn't grow the bottom line. Nor does firing the worker bees just to meet Peltz expectations.

Earth to Peltz! Layoff off Bryan, sell your shares, and return to your Florida yacht for retirement. The beaten down masses will take it from here.