Hans went on Lewis Howes’ podcast to talk about how he leads Verizon. He mentioned writing “boss contracts,” holding 256 listening meetings, logging every hour into six buckets, and keeping a list of 39 names he checks in with.
It sounds organized, but the scoreboard tells a different story. Verizon trades like a utility, buried in debt from the $52.9B C-band buy. Growth is flat, T-Mobile is winning subs, and inside the company people are worn down by endless “transformations” and layoffs.
The podcast Hans sells habits. The Verizon Hans runs a company that’s been 3–5 years behind. That’s the disconnect.