#management

Not sure how deep these are, but just heard a Mgr & couple of regional guys got axed yesterday & today. Yet again slt saying "not for the foreseeable future" is more bs.

Usually have no experience managing people, are entitled, and just look out for themselves. Then, as soon as they get promoted, they leave AT&T and go elsewhere. The cycle repeats and a new LDP is promoted by manager. Hopefully my experience is unique but honestly I dislike working for them.

Fire GM will ya!

It's about time it was realized that, without wireline's monetary backing, the wireless ship would have never floated or even left port.
Without wireline's welfare-like subsidizing of any of their landline issues, that ship would not have stayed afloat so long, were the playing field leveled to competitors.
Yet these, so-called, wireless "management" bozos still thought they were superior strategists, yet they could never have realistically competed in a real world, one on a level playing field.
They needed to su-kle at the te-t of their landline counterparts, their benefactors, all the while viewing their intellectual, experienced superiors with disdain and always biting the lone hand that allowed for their existence. Like a spoiled, wet behind the ears, teen who thinks they know everything.

He said he had to get axed before another mass layoff , delay of all hands screams of another big cut , or they are all so inept at managing that the are trying to rewrite the narrative ? Will the stock drop from a sell off as soon as the C suite opens their mouths again ?

This can't be normal, right? This is my first real corporate job, so I don't have much experience to go off. However, I've only been in this role for five, roughly 6 months. There have been multiple layoffs since I joined the company, is it always like this? I have had three different managers in the span of pretty much six months... what is going on?

working overtime was a problem before private equity takeover.
But now it is a bigger problem. Without QEs, developer has to do job of two people in same timeframe while maintaining "high quality". This is a death knell because escalated issue, due to management incompetence, has to be fixed by overworked developers :-(

Worked for Crossmark then we were acquired by Acosta and as soon as Ferreros fiscal year was up we all had a mandatory conference call on August 1st and we were all laid off. Acosta did state we were able to apply for other positions in the company but just like nothing we all were dropped. The kicker was that I was actually on a short term medical leave and due to the fact I was only on week 2 I did not receive said benefits and then was let go.

I can’t believe the whole ops leadership is from Roger’s communications and they are the worst leaders possible trying to be top dog creating duplication and headaches as if they know what the heck we all do. Better yet some have been here 5 months and already getting promotions to SR roles, yet the people that have been here for years working their butts off can’t get a raise. Idk how HR doesn’t see that

The use AI to determine if you are valuable….BS!! Management wants no blood on their hands. Cop has been a layoff company for a long time, bad reputation has followed them. But hey, it’s the oil business, that’s the risk you take. History shows that it’s an up and down business. You can either su-k it up and take the risks or you can go make teddy bears for living. If you decide to stay and not take the EOI and you get lucky and they don’t pull your lottery ball and can you, just know this won’t be the last layoff you see. It’s the nature of the business and SOP for CoP! Good luck to all. Signed, retired CoP!

I retired from CoP about 6-7 years ago, my time there was great, great team work and collaborations, good projects and great people. The management was less than desirable in Houston. I went through about 9 layoffs in 13 years. I EOI’d on the last one about 2018 and retired. The story keeps repeating itself over and over again. ConocoPhillips is a layoff company, period. Th

Honest question but how does this stuff actually go down from higher up in the company? Like are there just some bean counters in finance that “make a list”, or is there more involvement from the lower-level management? The only reason I’m asking is because we lost a ton of historical and impactful engineers. I was honestly shocked to see how many folks like that were let go 😞.

Also, I can’t wait to read the next Cisco Beat-down chat.. of yeah they disabled it!!! Never mind lol.

As per title, do contractors count towards the manager goal of at least 20 direct reports?

In HC10, management is hoping for people to leave and offload jobs to BTC.

But not enough people leaving on their own. Is the company using PIP as a way to retrench people quietly without the media knowing?

Divide and conquer strategy since PIPs are private and confidential and typically people will just leave quietly on their own when put on PIP

Public story: John B, President & COO, “leaves for a CEO role elsewhere”.

Alternative story: he was walked to the door with an excuse.

"Think about it": you don’t pour 2-3 years into Reinvention, secure the Lexmark deal, build the org around your plan… and then bail two weeks before the real integration battle begins... unless someone either makes it impossible for you to stay or strongly suggests you go.

The narrative is classic:

• Announcement wrapped in cloying praise (corporate damage control).

• Immediate successor already lined up (succession was planned waaay before the news went public).

• Keeps a Board seat and a ceremonial “Integration Committee” role (an elegant exile to save face, not actual operational control).

If this was his choice, it’s because he saw the cost overruns, turf wars, and ugly compromises coming once Lexmark and Xerox cultures start grinding against each other.

If it wasn’t his choice, it’s because someone higher (guess who?) decided the Reinvention architect wasn’t the right one to live in the house he designed.

Either way, JB’s timing is perfect: he leaves with his reputation (almost) intact, before anything collapses, while keeping a Board seat so he can still claim credit if it somehow works. He’s also safely out of the firing line when the knives come out.

Bruno gets his big career upgrade. The rest of the leadership team gets to “own” the unfinished Reinvention house.

We, the employees-peasants, get to keep holding up the walls while the "architect" waves from a safer place.

This guy joined Intel in 2009 and there starts the downfall of the company.

He studied history, how is he a chairman at Intel?!

How did he make his money?

If you are a manager or were a manager, or director and now you aren't. You are on the list for August.

IT will be hit.

Services will be hit.

Online E-Business will be hit.

It doesn't take a rocket scientist to work out where things have gone wrong at Teradata. The company has a history of the leadership rewarding incompetent employees by promoting them into roles that require strategic vision.

This is evident in EMEA where MS has been given the responsibility to lead new business acquisition. This is an individual who may have had success in a technical role which led to a level of success in a specific sector. Being a technical lead for a specific sector to being a New Business leader across all sectors is a greater ask. Knowing the product is completely different to convincing the client you know their business. Leaders need to provide comfort that they can provide strategic sales support to their AE's and it is truly lacking hence the inability to win new logo's.

This is further compounded at New Business AE level in EMEA where individuals such as DR have been re-assigned to helping acquire new business having failed provide growths as an AE on existing accounts. There are many others that have managed to dodge the bullet resulting those who rely on sales being riffed regularly.

This is not just an issue with selling the TD product but also an issuein the consulting services area where those such as SB in EMEA whose responsibility is to ensure expansion on existing accounts has failed year on year. Call them EM's, Client Partners or Service Sales Execs whose key objective should be to immerse yourself in to the account and leverage opportunities to grow the dependency on the TD product by exploring opportunities to expand by reaching out into the wider areas of the business. Unfortunately, those such as SB have only one objective - self preservation by setting false expectation. They expending minimum effort, kick the can of opportunities down the road and not a care in the world about those further down the food chain..the PM's, BA's Technical leads etc.

This is a failure from the top down through, as mentioned, promoting those that have reached their own level of incompetence. Promoting someone that is not capable acts as a short term barrier to protect oneself. The last in first out approach has meant the companies has lost many talented people who potentially could have had the vision to steer the ship away from the Iceberg it will no doubt hit in 18 to 24 months. By not just holding onto the likes of MS, DR and SB in the EMEA but promoting some of them, the company has promoted incompetence which has inevitably drained the company of visionary leadership. This has been repeated globally hence riffs will unfortunately be inevitable resulting in good honest people losing their jobs.

Until the company starts to think about its clients and it's employees (those on the ground that can truly make a impact) than a false fantasy about cloud migrations and AI, it will continue on this path to failure.

They've been in training for over 6 months on just DMI's and they still don't get it. Senior manager and one of the supervisors headed to CR yesterday to further train. What a huge mistake to outsource to Costa Rica .

i took this from ford's forum (btw they are laying off 7k and the board is on fire)

1. Steals and/or hogs credit

2. Gives no recognition

3. Micromanages

4. Overly controlling with significant lack of trust

5. Nepotism / Favoritism

6. Lack clarity of thought and/or direction

7. Not or rarely available

8. Shows no compassion or emphaty

9. Does not listen, does not act on feedback

10. Lazy and does not produce / add value

11. Is not humble or self-aware

12. Uses fear to manage

13. Does not drive things to resolution, avoids conflict

14. Avoids responsiblity and ownership

15. Avoids hard discussions

16. Uses dublespeak

17. Lies and manipulates (tells you one thing in your face and the other thing behid your back)

18. Provides no feedback

19. Panics and makes fear-impacted decisions

20. Hires low performer out of fear that he/she may be replaced by a stronger subordinate

21. Lacks technical skills

22. Has no follow up skills

23. Does not delegate

#management #skills #gold #managementskills

Hibbett had a massive lay off at their Corporate office Feb of 2019. Many stores are closing. Upper level Management is to blame. Accounting Department is a joke.