BNY leadership loves talking about “virtue” the way marketing teams love talking about “transformation” — loudly, frequently, and with zero connection to reality.
Our CEO reminds LinkedIn followers that he’s a proud New Yorker of 25+ years, as if residency somehow translates into leadership credibility.
Our Global Head of Wealth and Investments performs the humble‑origins monologue while pocketing compensation that could fund a small college like his alma mater.
And the COO? He champions mentoring interns while spending most of his career perfecting the art of shuttering facilities and escorting experienced employees out the door.
It’s remarkable how consistently these executives wrap themselves in altruistic, philanthropic language while employees experience the exact opposite.
If this is “leadership by example,” then the example seems to be: say one thing publicly, do the opposite internally, and hope no one notices.
But employees do notice — hence the monthly mutinies on this forum.
The workforce isn’t rejecting their virtues; it’s rejecting the performance. Because nothing erodes culture faster than leaders who preach stewardship while actively dismantling and failing to communicate honestly and transparently with the very people they claim to serve.