#accountability

“Following the rollout of AI, supervisors appear to have increased pressure on work output and results. They now seem to expect near-perfect performance from a hybrid coax plant that is fundamentally imperfect.”

I've witnessed several managers openly talk about protecting themselves whenever deadlines slip or projects run into trouble. Meetings usually turn into long discussions about who caused the issue rather than how to solve it. Very few people seem willing to admit mistakes or take responsibility. It's exhausting to work in such an environment.

I absolutely loved todays call and how Xeroids have to be coached on basic concepts as if they are something"New" to drive toward goals and functionality that Lexmark had already been performing and achieved over a decade ago.

SMH - I seriously don't know how a 120 year old company allowed it's workforce to be taken over by employees that just set on their hands collecting pay checks instead of driving these basic practices.

In the current climate of layoffs, no one wants to speak up, even when senior management is demonstrably wrong about the root cause of an issue. But hey, we told the regulators before we did any work, ergo it must be true right?

Portfolio leadership is directly responsible for the failures in losing market share. My Heartland Gulf Operation OD is an example of this. He blames everyone else and wants people fired on our teams and our specialists but never holds himself accountable. Tells everyone to do their job but does not do his. He does not even reside in the operation. This is the type of leadership that loses market share.

Headed to the Deerfield site? Request badge, accessing guardian. Stop reaching out to your peers and admins because it’s obvious that you’re just being lazy as everyone in the company has the ability to request bad access for any site and floor that they need. This goes for admin as well stop reaching out to you fellow admin to ask for bad access because you know darn well you can get Into guardian and enter the request yourself. An ACR on site will see that come through their inbox and approve as long as you provide the correct justification in the comment box

Everyone is very busy and doing the job of three people, especially administrative assistants - it’s crazy when one lazy admin asked another to do something that they are capable of doing and they know it.

Anyone else not getting paid c suite money is a part of the brokie class. That includes the d-mb white men that hates everyone and thinks they deserve more. There is no DEI garbage anymore after trump took over. Anyways, 200k a year in this economy is fu--ing nothing and you aint sh-t to be talking down on someone. If you hate indians, asians, or women, do something about it pu--y and stop being on this thread.

If you request a meeting that includes an executive leader, then confirm their availability and you send the invite! Don’t turn around to my admin assistant and ask them to send the invite. It’s your meeting you own it and my assistant is very busy doing other things that I have asked them to handle (plus, I don’t want all the invites coming from my calendar).

At some point, there needs to be real transparency around bloated administrative layers and whether they are creating proportional value. The people building, selling, supporting, and moving the business deserve a fairer share. Every company is flattening. If Cisco does not do the same, it is only a matter of time before employees, customers, and the market start questioning Cisco’s relevance.

Well said, @cp+1kr4j9r3b.

The reason for putting more sellers, SEs and leaders on the front lines is due to the fact that the existing portfolio leaders, sellers and SEs have failed significantly.

Execs act like business is booming and Stankey is a genius, but T is worth the least of all telecom companies. These clowns act like their “AT&T guarantee” and aimless attack ads make a meaningful difference, but T has fumbled one of the biggest industry leads of all time under this incompetent leadership. We are the bottom of the industry, and no amount of executive circlej--king will change that.

Existing software to be implemented to track technicians locations onsite. It is already in operation in some sites. Managers will be responsible to track and cross reference with PMs to weed out slackers and site leavers.

The more I read these threads, the more I see the same people saying the same things. It’s a bit sad really.

Former employees. Retirees. People who left years ago but still seem oddly invested in every headline and every rumour. I know a few of them personally - nice people but it’s a bit tragic how their identity is tied to a company. They read something in the papers and appear here as though they’re still sitting in the office. They would spend their kids wedding taking about what bp is doing wrong - true story. I find it quite sad, if I’m honest. At some point, you have to move on. Bp owes you nothing. You signed the contract. They followed it.

On bullying, there is truth in it. The post naming initials was accurate. Some of those behaviours were disgraceful and remain a stain on bp’s history. During the ‘good’ years, too many people got away with things because they delivered results. BL a casing point. There are others who could be added to that list. The difference now is that those behaviours are no longer ignored.

What I struggle with is the constant bitterness. A lot of the loudest criticism comes from people carrying old grudges, people who never got the promotion they wanted, or people who have convinced themselves that bp was the source of every setback in their career. That’s an easy story to tell yourself. It just isn’t always true. Let’s leave the future to the generation trying to turn this around.

One of the best things bp has done recently is show some backbone. Poor behaviour is being called out. People are being held accountable. BL and AM are examples. One person who should not be allowed to quietly disappear into the background is (*D) AC. A complete failure of leadership, judgement and self-awareness. Time to go.

The portfolio review is the right decision. Not everyone will agree with it. That’s fine. Leadership is not about making decisions that please everyone. When the details are announced, the reasoning will be clear enough.

And on Meg, I couldn’t disagree more with some of the comments made here. I’ve worked with a number of CEOs, inside and outside bp. She is one of the most impressive. The direction is right. The priorities are right. And she has dealt with a series of challenges that were not of her making with real composure and resilience.

I’ll leave it with this:

“It is not the critic who counts…”

It’s always easier to sit in the stands and tell everyone else what they should have done. Much harder to be the one making the decisions when the outcome actually matters. That’s the difference.

https://www.zerohedge.com/ai/was-amazons-tokenmaxxing-fiasco-behind-claudes-500m-mystery-bill

That's great. That's great.

Seems like the sort of thing that could happen at MetLife as they try to measure who is "doing" AI.

Why is it that in this company when people are called architects they're nothing more than admin assistants or when they're called engineers they're nothing more than non-technical analysts and why is it that these architects are performing administrative actions for these engineers while being denied access to provide valid implementation instructions?

Why are such efficiencies continuing to be the status quo and not replace by automation to remove these unnecessary administrative task items let alone the non-technical analysts who provide no value other than following steps on how to push buttons?

How is anyone supposed to be employed on this model for long periods of time let alone be considered a valid representative in their tradecraft?

This looks like a house of cards that's waiting to fall down due to a gust of wind or somebody walking by.

We need more thinning of the herd.

Not even a single manager in this company seems to work on anything other than “stakeholder management” and preparing presentations for leadership.

Meanwhile, the individual contributors who actually get the work done are excluded, discarded, and overlooked, while their work is celebrated only to stroke the egos of so-called leaders. That’s the reality of Verizon today.

They always have an excuse on earnings calls. Covid, Presidential elections, war, gas prices, etc. When will analysts call their bluff? They’re so far off from paying off their debt. If they don’t do sell offs, they will continue to cut expenses (headcount) every quarter to make the numbers look better.

@e2+1kr1f5ck0 said it perfectly.

i’m in finance. My SD lives well over two hours away from BR. He has multiple Asso. Directors on the team who also live over two hours away. he calls into meetings from his kids atheltic events.We’re required to go into these office but these fools are cheating Verizon by leaving early on in-office days (and showing up late. maybe work from 10-2 with a long lunch?), not working, shoving work down on lower employees, and other selfish acts that hurt the company. why would someone be hired who lives in a city over 2 hours away?

I get it for EVPs. but for a lowly SD? our SVP also lives 3 hours away from her home office. this is why Verizon’s performance has been suffering for YEARS and maybe DECADES

other than castkles in the sky and building a house of cards that wouldn't pass scrutiny with regulators in a proper administration that isn't as incompetent as the present one (past R or D admins, for example)? He's built an empire costing several million dollars including his own cost to the firm, gotten himself and Citi into a lawsuit...what else?

Jane has rewarded one buffoon after another

when you optimize for one thing, you usually suboptimize something else.

so now we spend energy on trivial stuff like badging, attendance, and proving people are physically present, while less time goes into the actual work. the work is still there. it just gets buried under another layer of compliance theater.

wells fargo has always had a problem with truth and trust. in good times, people work around it. in tough times, it gets harder to hide.

that’s when the cracks show.

No wonder Ford is last to see new technology. The word Trust is missing in the Ford dictionary.

From Ford Authority: Back in October 2022, Ford was found guilty of violating its contract with Versata Software after a court determined that the automaker breached its contract by misusing and disclosing confidential information. Ford allegedly reverse engineered Versata's software for its own use without a license, which was then used to manage how various components are configured during the vehicle assembly process.

Ford was ordered to pay $104.6 million in damages to Versata following this decision, but The Blue Oval did appeal the verdict - an action that worked, as U.S. District Judge Matthew Leitman threw out that claim and reversed the jury's decision back in May 2023. It seemed as if that saga was over at the time, but now, the U.S. Court of Appeals for the Federal Circuit has opted revive $82.2 million of that original $104.6 million verdict, according to

I feel like they were once sent out every trimester, results were shared by department GPs, and leaders attempted accountability of results. Is there anything now to hold ELT and other leaders accountable? Or did the results get so ugly that they stopped allowing upward feedback? When is the last time survey results were shared?

To those posting positively about hiring and growth at OpenText on the threads here.

Please do a reality check on how things actually are here and across the industry. If you haven’t done your own research, ask around. Plenty of people will give you an honest picture.

If you know the reality and choose to ignore it, at least don’t mislead others. Stop posting overly optimistic takes about job openings or “returning to growth” when most people here see it differently.

From the recent all-hands and CEO town hall, many of us felt the leadership lacked ownership and accountability. Questions were deflected to the ELT, and there was no clear stand on strategy, growth, or revenue only focus on personal incentives.

The concern is real: without change, OpenText risks hurting both its financials and its people.

If you disagree, back it up with facts. Otherwise, it’s time to face reality.

With Cisco losing market share, the responsibilities of that are squarely on the portfolio leaders, AVPs, SEDs, ODs, SSEMs, RMs, and SEMs. They have failed to hold their people accountable. Due to the failure of these so called leaders, good people have been impacted and will continue to be impacted. The answer cannot be to just add portfolio AEs and SEs. It is time to LR the portfolio leaders with real leaders that can lead the business and hold people accountable.

Ever since the directive has shifted to no use of force my store has been getting robbed blind.

I’m an ap manager and I as well as my team has to sit and watch the thieves ransack our store and there is literally nothing we can do about it other than “can you come with me”.

The colleagues hate us now and think we’re lazy because they see it happening but it isn’t our fault.

What we are allowed to do has changed for the negative but the expectations are still high. My director continues to push for productivity despite our hands literally being tied behind our backs.

Lord I hope this changes soon. We are one of the only retailers in our mall with this policy and as a result all of the thieves come here. 35 years in loss prevention and I’ve never seen it this bad.

Why does Enbridge insist on not using the best procedures when merging departments.
Some GDS policies are far more advanced than our counterparts. Instead of selecting the best way to do things, they just choose the Enbridge way. It's beyond frustrating for us.
Also the software is atrocious. Everything is completely FUBAR'd. Is hammering a square peg into a round hole just the way they do it? And it seems like the people making the decisions are only at their job for 5 minutes before they go somewhere else.

Everything is urgent. Cost is all incompassioning. Technical engineering excellence is non existent and unimportant. Add more trackers and layers of weak yes men management.

Nike is in the middle of Founder’s Week and JDI Day is right around the corner. Now leadership wants to talk about inflection points, comebacks, legacy, courage, effort, and getting back to what made Nike great. I get the history. I get the speech. I get what they are trying to do. But from the floor, it hits different.

It is hard to hear “we are going to be fine” when the people making the biggest decisions still have titles, stock, bonuses, protection, and seats at the table. Regular teammates are the ones wondering what is next. We are wondering if raises are coming, what PSP will look like, and if we are really safe or just still here for now.

People keep saying, “At least you didn’t get laid off.” I understand what they mean, and I am not trying to minimize what teammates who were laid off are going through. Losing a job is serious. It affects families, bills, insurance, and peace of mind. But at the same time, it is hard to act like everything is okay for the people who remain.

From what I understand, some teammates who were laid off were kept on the books for a while, some received severance, and in many cases there was COBRA or some kind of transition support. That still does not make being laid off easy, but at least there was a next step. For the people still here, there has not been much clear communication. No real talk about PSP. No clear talk about raises. No clear talk about long-term stability. We are just expected to keep showing up, keep producing, keep adjusting, and be grateful because we were not cut. That does not feel like security. It feels like being minimized.

The floor has been doing the work. Teammates across all shifts have been doing the work. Production teams, support teams, trainers, technicians, leads, and everybody keeping things moving have been doing the work. People are running lines, hitting numbers, solving problems, training others, covering gaps, answering questions, fixing issues, and keeping product moving while trying to understand decisions we had no voice in.

So when leadership talks about fixing what needs fixing, I agree. But accountability should not stop at the floor. The people closest to the work should not always be the ones left carrying the weight from decisions made above us.

The timing of all this feels strange. Founder’s Week is happening. JDI Day is coming. Big speeches. Big messages. Big legacy talk. Meanwhile, a lot of regular teammates are sitting with uncertainty. People show up to these events because they want to belong. They want to believe in the company. They want to be part of something bigger. I respect that. But I also think some people do not fully see how much weight is being carried by the people with the least power.

I do not need more inspiration right now. I need real communication. I need transparency. I need leadership to explain what is actually being fixed and show that they understand the weight this puts on everyday teammates, not just the brand, the stock price, or the comeback story.

Nike talks about doing the work. The floor has been doing the work. All shifts have been doing the work. Now leadership needs to do the harder work too. Be transparent. Be accountable. Explain the plan. Stop acting like people should be quiet just because they survived the last round.

The comeback cannot just be a message from the top. It has to show up in how people are treated.

Another lawsuit

9 Simple Ways To Recognize Your Team

(The stuff that’s not in any handbook)

1/ Stop Micromanaging Them
→ Trust is the ultimate recognition.
→ Hire smart people—then let them work.
→ Oversight ki-ls ownership.

2/ Promote the Competent, Not the Loud
→ Results speak louder than self-promotion.
→ Reward outcomes, not volume.
→ Quiet excellence deserves the spotlight.

3/ Give Them True Autonomy
→ Treat them like adults.
→ Let them decide how they work best.
→ Freedom fuels performance.

4/ Pay Them What They’re Worth
→ Money talks louder than pizza parties.
→ Certificates don’t pay bills.
→ Fair pay is real appreciation.

5/ Fire the Toxic Performers
→ One bad attitude drains ten good ones.
→ Protect the culture, not the culprit.
→ Removing them lifts everyone else.

6/ Don’t Be a Je-k
→ Decency is rare leadership currency.
→ Respect costs nothing.
→ Kindness compounds influence.

7/ Give Them Time Off (and Mean It)
→ Burnout isn’t a badge of honor.
→ Disconnect means no Slack, no guilt.
→ Rested teams outperform exhausted ones.

8/ Listen to Their Ideas
→ Ask, pause, and really hear them.
→ Implementation proves respect.
→ Listening drives innovation.

9/ Publicly Give Credit (and Take None)
→ Celebrate their wins loudly.
→ Success is theirs—failure is yours.
→ That’s real leadership.

Recognition isn’t a bonus. It’s a culture and culture decides who stays.

With all the changes coming to agency, operations you better get ready for more craziness. They cut agents pay, retirement bonuses, and SF stopped contributing towards their healthcare. If they will do that to agent's, you better believe that Total Rewards in 2027 will be very different. Agents are getting to see the true nature of this sh-t hole company. They will continue the churn and burn and pump and dump business model in claims. The 2040 McBurger workforce will continue to be a disaster and they will continue the accountability scam, meaning rules for the and not for me! Execs gotta get those bonuses! The day SF shuts down is the day the world becomes a better place. The Lemmings and corporate boot lickers are in corporate he-l heaven!

Dude you orchestrate these layoffs every quarter and you don't have the decency to make a comment or justify your decisions. These are REAL LIVES that you're impacting. They need to have a layoff at the csuite level.

Days like today are always tough. When smart, hard working and loyal, good people get let go from doing their jobs to assuage the hubris at the top. Every single layoff has a personal and professional impact. I think there is growing frustration at NetApp that GK, our President and SVP of Comp to name a few continue to be here despite years of stagnant growth, lack of vision and being completely disconnected from field teams and customers. Everyone with a brain cell knows $10B by 2028 is not happening yet GK and executives keep pushing the same BullS*** narrative. Unless we get acquired or acquire a company it will not happen organically. Why not make $8B a realistic goal and stop the gaslighting. It's time for Executive leadership to be held accountable.

Nike only lays people off when changing the organization structure, not when someone is doing a really cr-p job or royally sc--ws up a business.

Why doesn’t Nike fire people more often for poor performance?

https://howtocenterdiv.com/beyond-the-div/nobody-pushed-back

Every major architectural disaster has the same structure underneath: there's a technical, visible problem, someone — usually more than one person — can see it, but pushing back costs something, so the decision passes under the name of "alignment" and eventually the system breaks.

TLDR: Most architectural disasters aren't a knowledge problem. The engineers knew. Speaking up just wasn't worth it.

Time to clean the rot and remove these parasites now. bp deserves new people (internal and external) to ascend and take bp to a new level. Meg will not have the luxury of time…similar to Woodside there are cracks in the edifice and challenges midterm…cheerleading because trading got a massive gain while the average gains by trading the last 20 years is a paltry 4% ROC

It's a mixed bag in my team. There are a couple who contribute fairly. I've stopped checking their work because they've proven reliable and knowledgeable. The rest just create more work for me. Everything they do needs to be reviewed and often redone. I can't shake the feeling that many of them aren't as invested in keeping their jobs. Which is counterintuitive, but still.

We’re failing because there isn’t a single leader including our crybaby CEO who is willing to cut through the bureaucracy, say what’s actually happening, and get sh-t done. Instead we get endless semi-emotional town halls.

This is a job and not a family. I’m here to make a paycheck to support my actual family. And right now? Compensation is embarrassing.

At this point I’d rather work for ruthless leadership that executes than leaders who cry in interviews while the company drifts in circles.

We used to be obsessed with winning. Now we are the poster child of “winning isn’t for everyone including us”