Charlie and our Board are quite proud of Charlie’s “transformative” leadership style. Research analysts applaud the short-term quarterly earnings reports. Charlie has led the way with a tone-deaf C-Suite, detached leaders, never-ending layoffs, offshoring, stack-ranking, aggressive cost-cutting, eliminating seasoned knowledgeable employees, micromanaging, insignificant raises and zero job security for remaining employees while using underhanded tactics which created a deep divide between employees and management.
Let’s take a look at the team left to work for this overhauled bank.
- 15,000 low-wage low-skilled low-production employees in India and the Philippines whose knowledge comes from a script.
- A significant percentage of “checked out” employees who once gave their all but now are only staying on for a severance package.
- A significant percentage of unengaged employees who are doing the bare minimum, “quiet quitting” in rebellion.
- A high percentage of burned out frustrated employees in understaffed departments who are unable to do their jobs well and consequently are more likely to make mistakes (for which they will bear the blame)
- New young smart employees who want to build their knowledge and careers but there is no one around with the energy to inspire them and properly train them.
- A dangerously high percentage of inexperienced employees and managers who don’t know the laws required to prevent ongoing lawsuits, legal sanctions, expensive fines and continued reputational damage.
- A significant percentage of employees who are looking to leave the bank to go work for leaders who value their employees as assets rather than liabilities.
Charlie’s leadership style has built the bank of reduced innovation, reduced productivity, low employee morale and engagement, increased risk, and reduced ability to attract and retain high-quality new talent. Great job??