#feedback

What are your thoughts?

Is achieves expectations the new successful? Joined this team three months ago and only worked with this manager for two months, received achieves expectations but comments seemed negative unsure why..

I am new to the company so I was curious if the VoiceEX survey really means anything

I see they posted the results on SharePoint where it’s pretty vague but mentions compensation, RTO

Thanks for any insight

Finally left this he-l hole. Does anyone know if there’s an exit interview process? I’d love for HR to hear my experience.

I want to hear some honest feedback opinions, not from anyone in a leadership role but only anyone below a leader role to please share here honestly if you think Humana is now getting better or worse?

I know things can change. I am not fishing for one way or the other. I just want to know the state of things, at least from the perception with the non-leadership employees. Thanks in advance!

Conspicuously absent lol.

In solidarity with all those who’s jobs he is going to eliminate while doing what we told him we wanted him to do in our insights survey feedback.

Today is the big day ODW is launching for CSG. Share your feedback here about this trainwreck

The last Dell engineering cheerleader ran away with his tail between his legs. He still hasn't figured out that it's not about fast ingestion times or legacy on-prem dedup ratios. Those days are long gone. It's about - and always has been about - instantaneous recovery.

Anyone else want to try to defend his ignorant, legacy claims? This is why Dell fails at software development - unskilled, uneducated, inexperienced engineers.

==============

​1. Flash-Optimized Storage vs. Hydration Bottlenecks

​Claim: "Modern Dell PowerProtect DD appliances are fully flash-optimized..."

​The Reality: Slapping NVMe SSDs into a legacy architecture as a cache tier or storage layer does not turn a deduplication engine into a high-performance distributed file system.

​The "Dehydration/Hydration" Problem: DD Boost achieves its high compression ratios by fragmenting data into tiny, variable-length chunks. While this is effective for inline ingestion, when you attempt to restore or live-mount workloads, the CPU must reassemble (hydrate) millions of non-contiguous chunks on the fly.
​NVMe storage speeds cannot overcome a sequential reconstruction pipeline. Flash-native architectures (like Rubrik or Cohesity) don't just put flash in front of a legacy algorithm; their underlying file systems (e.g., Iris, Spacetime) maintain metadata structures explicitly designed to expose uncompressed/hydrated blocks instantly without CPU reconstruction stalls.

​2. The Concurrent Stream & Mass Restore Fallacy

​Claim: "Our latest Data Domain supports 1,850 concurrent streams... PPDM and DD can restore 200 VMs simultaneously."

​The Reality: High stream counts on paper do not equal high restore throughput. Data Domain’s internal specs confirm that while write streams are high, read stream capacity is drastically lower (often a fraction of write streams) because reading deduplicated data requires massive IOPS overhead to resolve chunk pointers.

​Concurrently booting 200 VMs directly off a Data Domain target introduces severe I/O degradation because every VM read request triggers metadata pointer lookups across a single target controller. Modern distributed platforms scale compute and IOPS linearly across a cluster of nodes, eliminating single-controller metadata bottlenecks during mass-restore operations.

​3. Deduplication Ratios vs. Cloud Economics (DDVE)

​Claim: "DDVE reduces cloud storage consumption by up to 90%+... writing raw data forces massive cloud bills."

​The Reality: High deduplication ratios on object storage come with a hidden operational tax: excessive metadata disk overhead and API costs.

​The DDVE Metadata Trap: Running DDVE in public cloud requires mounting massive, high-cost block storage volumes (AWS EBS / Azure Managed Disks) solely to hold the DDVE metadata index needed to track millions of micro-chunks. As data grows, the cost of running high-IOPS block storage to host Data Domain's metadata offset the savings on object storage.
​Furthermore, during a Cloud Disaster Recovery event, assembling data out of millions of tiny GET requests to object storage incurs massive cloud API request fees and latency, whereas cloud-native backup engines stream optimized, sequential object chunks.

​4. "Data Lake" Repurposing vs. Storage Utility

​Claim: "Turning your backup repository into a data lake consumes massive IOPS and degrades backup windows."

​The Reality: This claim assumes an architecture that cannot isolate workloads. Distributed software-defined storage (SDS) utilizes QoS (Quality of Service) controls to dynamically prioritize backup/restore ingestion over secondary workloads.

​In legacy Data Domain, running secondary workloads does ki-l performance because the controller is already redlining CPU utilization just to perform inline deduplication. Modern systems separate background indexing tasks, allowing organizations to run automated malware scans, compliance searches, and dev/test validation directly against backup data without degrading backup windows or creating full-copy storage bloat.

​5. Ransomware & Zero Trust: Air-Gaps vs. Logical Immutability

​Claim: "PowerProtect DD is the gold standard via Cyber Recovery Vault... competing storage sits on the same network."

​The Reality: A physical air-gap or dedicated isolated vault is a perimeter defense, but it is a reactive mechanism built to compensate for non-immutable core architectures.

​Layered Defense: Modern platforms do not rely on "network isolation" alone. They implement native WORM (Write Once, Read Many) immutability at the storage kernel level, strictly enforcing Time-Based Retention Locks, Multi-Party Authorization (MPA), and platform RBAC.

​If a compromised domain admin gains access to a modern software-defined backup cluster, the underlying file system kernel physically blocks any API command attempting to modify, truncate, or delete snapshot chunks prior to their expiration date. Dell's vault model treats the symptom (network exposure) rather than building security directly into every layer of the storage fabric.

​Summary

​"Bragging about 1,850 write streams and 90:1 deduplication ratios is like boasting about how tightly you can pack boxes into a warehouse, while completely ignoring how long it takes to find and unpack a specific box when the building is on fire. Data protection is no longer just about cheap ingestion; it is about instant operational recovery, API-driven automation, and cloud flexibility—areas where legacy deduplication appliances continue to struggle."

If not, what it is? Who benefts?

Since we all know that the anonymous employee survey is anything but...and the results are carefully repackaged... Let's use this space to openly and fairly rank a few questions:

1. I would recommend PSX as a great place to work.
2. I am inspired by the mission and purpose of PSX.
3. I see myself still working at PSX in two years.
4. I feel comfortable providing upward feedback to my supervisor.
5. Leadership effectively communicates the goals and strategy of the company.

1 - Strongly Disagree | 5 - Strongly Agree

For me: 3, 2, 2, 1, 2

I always thought it was funny how the injury free days in campus sign is prominently (not) displayed by the back gate. Not the front gate. Oh and it also never seems to be working.

Once again as I drive into the garage today I see the signs are all broken. Why can’t they keep the signs working? I’ve never seen this problem at other parking garages. It is a constant issue. Why can’t they fix it? Don’t we have instrumentation and controls engineers? If this is any indication of our ability no wonder SBM is operating everything in Guyana while we watch.

Firstly I believe this is run by the serial longtimer James (Don't speak to me) McGourlay.

Renewals work in stealth mode. They are amazing at sending emails late, have zero real client engagement and seem to think sending an email with a $400k renewal quote is actually doing their job.

I've personally had clients come to me asking WTF is happening with their renewals. Draft quotes, late quotes, excessive fees and squeezing in premium support. It's just a complete mess.

Let's be honest team, our business is very well funded by renewals off the back of relationships and hard work from the Sales team. I am literally staggered by the amount of money and goodwill being left on the table.

So ELT, are you actually reading this?

I challenge you to get involved. Put a specialist AE into an account, actually engage the customer, show some value and give them a reason to renew.

It's not rocket science. These are major customer relationships worth hundreds of thousands of dollars, not just another email to send out.

The lack of customer engagement, ownership and basic support is honestly a disgrace. We are damaging relationships that the Sales team has spent years building. Someone needs to take ownership of this. Post your stories below

If you could tell Stankey one thing, what would it be?

Let's have an honest conversation and admit that we have too many (toxic) managers that don’t lead but only got into these positions with no prior training and they drain the room, break the team, and call the wreckage “success.”

I’ve never experienced so much faffing about in my life this is what DXC has become!

At some point, you can’t keep blaming the swing when you’re the one managing the course.

Leadership picked the clubs, picked the target and called the shots.

Ball goes in the water?

Execution problem. Naturally.

We’ve got 14 clubs in the bag, 30 swing thoughts and enough self created hazards to make Pete Dye jealous.

Now Ram wants feedback.

Here it is: stop changing clubs in the backswing. Stop adding another swing thought after every bad hole. And maybe stop blaming the people hitting the shots for a game plan they didn’t create.

PEPNA feels like buying another set of clubs when nobody can agree where the pin is.

Simplify the game. Pick a target. Clear the obstacles. Let the operators swing.

You can blame execution for a bad hole. Maybe even a bad round.

But if you keep shooting 98, eventually you have to stop blaming the caddie.

Maybe it’s time to let somebody else read the putt.

I thought this content deserved to stand on its own. I've compiled it from the other posts and added some bolding using copilot. Of course there is nothing to suggest this feedback is actually coming from GE as might have been suggested.

MH — EVP & President, Gas Distribution & Storage

You have strong judgment and an admirable capacity to make decisions quickly.

More often than not, that decisiveness serves the organization well.

The corresponding risk is acting before enough contrary information has reached you.

Decisiveness loses some of its value when people conclude that bringing forward uncertainty, mistakes or an opposing perspective carries more personal risk than remaining silent.

The strongest decision-makers deliberately create conditions in which people can tell them something they may not want to hear.

Your leadership opportunity is to protect that space.

Encourage dissent before the decision. Reward candour when something goes wrong. Give people genuine permission to admit uncertainty.

**Before major decisions, deliberately invite the strongest contrary view and make it safe for people to surface uncertainty, mistakes or opposing evidence.**

A leader does not become less decisive by listening longer when the stakes warrant it.

Better information will not weaken your judgment.

It will make it stronger.

⸻

CG — EVP & President, Liquids Pipelines

You are a strong champion of the organization and of the people who make it successful. That loyalty is a strength.

The corresponding leadership challenge is ensuring that harmony never becomes a substitute for accountability.

Every large institution develops entrenched interests, concentrations of influence, capability gaps and functions whose size or complexity can outgrow the value they create. Senior leadership must be willing to confront those realities, particularly when doing so is uncomfortable.

Relationships, history and organizational politics cannot be permitted to make legitimate questions harder to ask.

Your opportunity is not to become less supportive of your leaders. It is to demand more from them.

**Create an environment in which constructive challenge is expected, value must be demonstrated, and difficult questions are welcomed rather than managed around.**

The organization already knows you will stand behind it. It should also know that you will challenge it to become better.

⸻

MA — EVP & President, Gas Transmission

Your leadership style has brought a welcome degree of openness and accessibility.

There is real value in creating an environment where capable people can contribute without feeling that every discussion is a test of survival.

There is also value, however, in a culture where weak analysis, unnecessary complexity and poorly supported positions are expected to withstand serious scrutiny before they reach the decision table.

Some of that discipline can be lost when openness becomes too comfortable.

**Your leadership opportunity is to preserve the accessibility while raising the standard of challenge.**

Good leadership should create psychological safety, but it should not create intellectual complacency. People should expect to defend their assumptions, demonstrate the value they are creating and answer plainly when something is not working.

The goal is not a return to a harsher culture.

It is something better: high trust and high standards at the same time.

⸻

PM — EVP & Chief Financial Officer

You articulate a compelling view of how central functions should serve the enterprise.

Your leadership opportunity is to make that operating philosophy unmistakably clear in practice.

There is a fundamental question that requires resolution: are central functions primarily expected to enable the businesses, or are they also expected to provide an independent check when business decisions create enterprise risk?

Either model can work. A deliberate hybrid can work.

Ambiguity cannot.

If leaders in central functions are expected to challenge the business, they need the authority, information and executive sponsorship to do so. If their primary role is to enable business decisions, accountability for those decisions must remain with the business.

People should not be held responsible for outcomes they were never empowered to influence.

**Your challenge is to establish that compact clearly and enforce it consistently.**

Ask whether your leaders genuinely possess both the responsibility and the authority required to prevent a materially poor decision.

If they do not, either give them that authority or place the accountability where it actually belongs.

That clarity would strengthen both the business and the functions meant to support it.

⸻

AC — SVP, Corporate Strategy & President, Power

It is encouraging to see real attention and leadership capacity being directed toward diversification, power and renewables.

The challenge now is to convert more of that attention into momentum.

Emerging businesses can spend too much time evaluating possibilities, refining analysis and attempting to remove uncertainty before acting. In markets that are changing quickly, waiting for certainty can itself become the greater risk.

**Your opportunity is to create greater permission to move.**

Make smaller bets. Learn faster. Allow intelligent failure. Adjust as evidence emerges. Give capable teams room to act before every variable has been resolved.

Not every opportunity needs to be perfected before the organization participates. Sometimes six months of doing will teach more than another year of analysis.

The organization has considerable capacity to think.

Your leadership challenge is to make it equally confident in acting.

⸻

MW — SVP & Chief Commercial Officer, Liquids Pipelines

You bring energy, ambition and a valuable instinct to challenge the status quo.

The organization needs leaders who create momentum.

**Your leadership opportunity is to put more discipline between an idea and an instruction to act.**

At your level, even a relatively casual request can mobilize significant effort. Before launching work, it is worth understanding the problem being solved, the scale of effort required, what existing priorities will be displaced and whether the likely value justifies that disruption.

Not every interesting idea needs to become organizational work.

Your challenge is not to reduce the energy. It is to focus it.

Fewer initiatives. Better understood. Properly sponsored. Adequately resourced. Driven through to completion.

The organization will benefit most when your ability to catalyze change is matched by equal discipline in deciding which changes deserve its finite attention.

⸻

MC — SVP, Operations & Engineering, Liquids Pipelines

You bring exceptional capability and considerable intellectual strength to the organization.

Your leadership opportunity is humility.

An enterprise of this scale contains many highly capable people. Senior leadership becomes more powerful when personal capability creates room for the expertise of others rather than inadvertently diminishing it.

**Listen with genuine curiosity.**

Invite challenge from people who may know something you do not. Demonstrate that seniority, confidence and intelligence do not automatically confer the best answer.

You do not need to diminish your own strengths.

The challenge is to use them in a way that makes the people around you bigger as well.

The strongest leaders are not remembered simply for being impressive themselves. They are remembered for making an entire organization more capable.

⸻

ML — SVP & Chief Accounting Officer

Your leadership opportunity is to create greater clarity around how financial discipline should enable the enterprise rather than inadvertently constrain its ability to perform.

The fundamental question is whether Finance and Accounting exist principally to establish the framework and information within which the business exercises judgment, or whether they are expected to exert more direct control over those judgments.

Either model can work. Ambiguity cannot.

This matters particularly when resources are constrained. Broad reductions made without a sufficiently deep understanding of the underlying work, accountabilities and cost drivers can create very different levels of organizational capability without any deliberate decision that those differences should exist.

Financial discipline must be rigorous. But rigour is not the same as indiscriminate restraint.

**Your leadership challenge is to understand the economics of the work deeply enough to distinguish true efficiency from the simple transfer of cost, risk or unfinished work somewhere less visible.**

If the business is expected to exercise autonomy, give it clear boundaries and let it lead. If Finance chooses to exercise greater control, it must also accept greater accountability for the consequences.

Clarity on that compact would materially improve both performance and trust.

⸻

MM — SVP & Chief Human Resources & Inclusion Officer

HR cannot credibly ask an organization to live by standards that its own leadership does not visibly model.

Your most important leadership challenge is therefore consistency between what the function expects from others and what its own leadership demonstrates.

Where expectations around spending, policy or organizational discipline are applied strictly across the enterprise, exercising visibly greater latitude within the function creates a credibility problem regardless of how individual decisions might be explained.

At this level, perception matters because senior leaders establish the behavioural standard for everyone below them.

For the head of Human Resources, that standard should be higher, not lower.

HR asks employees to respect policy, leaders to exercise discipline, and the organization to accept difficult decisions in the interests of fairness and consistency. Those messages lose legitimacy if people believe the function operates under different rules.

Leadership by example is foundational to trust.

**Your challenge is to hold yourself and your organization conspicuously to the standards you expect from others: disciplined judgment, transparent exceptions, personal accountability and visible respect for the rules the institution asks everyone else to follow.**

If HR is to champion fairness and integrity, those qualities must be unmistakable at the top of HR.

⸻

MF — SVP & Chief Communications Officer

Your leadership opportunity is to ensure that Communications creates more value than complexity.

Every central function has to decide when it is enabling the business and when legitimate enterprise risk requires it to exercise greater control.

Some governance is necessary. But governance should always be proportionate to risk.

Not every communication warrants the same degree of central intervention, review or ownership. Consistency should not become an argument for inserting the function into work where the value of doing so is marginal.

The important question is whether Communications is materially improving clarity, trust and effectiveness relative to the time and organizational friction its processes create.

**Your challenge is to simplify the model.**

Be rigorous where reputation or material risk genuinely requires it. Everywhere else, trust capable leaders and allow the organization to move.

A high-performing Communications function should make the enterprise clearer, faster and more credible—not merely more controlled.

⸻

MGeo — SVP, The Next 75 & Chief Transition Officer

The ambition behind the transformation agenda is important.

The harder question is whether that ambition has translated into durable change in how the organization actually works.

Are processes materially clearer? Are accountabilities better understood? Is the organization genuinely better prepared for AI and technology-enabled work? Or has the pursuit of the future sometimes moved faster than the discipline required to understand the present?

Transformation can easily become a contest over future ownership and organizational control instead of a disciplined examination of how work is performed, where value is created, where waste exists and what the future process genuinely requires.

Urgency matters.

But urgency cannot substitute for method.

**Your opportunity is to bring greater discipline to transformation: rigorous current-state analysis, measurable problems, clear process ownership, evidence-based future-state design and an honest assessment of whether change has actually produced better outcomes.**

The standard should not be the volume of transformation activity.

It should be whether the organization works materially better because of it.

⸻

SA — SVP & Chief Information Officer

Your central leadership opportunity is conviction: knowing what you stand for, being prepared to defend it, and communicating clearly when legitimate reasons cause your position to change.

The concern is not that you change your mind. Good leaders should change their minds when facts, risks or circumstances warrant it. The concern is establishing a direction, giving people confidence that they have your support, and then allowing that direction to change under pressure without adequately resetting the organization.

That creates real consequences.

In a large organization, people exercise judgment based upon the principles and direction established by their leaders. When those principles move without clear communication, capable people can find themselves working against a position they did not know had changed and later being questioned for decisions that were entirely reasonable when they made them.

TIS depends upon hundreds of people exercising judgment every day. They need to know what their leader believes, which principles are durable, where they can rely on executive support and when circumstances genuinely require a different course.

**Your challenge is to become more resolute about the things that matter and more transparent when your thinking evolves.**

Leadership at this level is not simply making decisions. It is establishing enough consistency of principle that other people can make good decisions when you are not in the room.

Your people need to know what you stand for. Give them that certainty.

⸻

CW — VP, ERP Lead & Sustainment

An ERP transformation of this scale requires leadership that people can see, hear and experience.

Employees should not simply know that executive leadership exists somewhere above the governance structure.

They should experience regular engagement from the leader accountable for the transformation: listening to the people doing the work, understanding the obstacles they face, resolving difficult issues and being personally present when consequential decisions are required.

Programs can be managed through governance structures.

Transformations cannot be led exclusively through them.

**Your opportunity is to become significantly more visible to the people expected to make the ERP transformation succeed.**

Visibility is not ceremonial. It creates alignment, builds confidence, surfaces problems sooner and signals that the transformation matters enough for its senior leaders to remain personally engaged.

If the organization is being asked to change fundamentally, its leaders need to be present in that change.

⸻

LP — VP, Human Resources & Development

Your leadership opportunity is to spend less energy explaining the culture the organization already has and more energy creating the culture it says it wants.

HR can easily become the institutional interpreter: explaining why a decision was reasonable, why a process technically worked, or why an employee experience is consistent with established policy.

Some of that work is necessary. It cannot become the default response to legitimate concern.

The more important question is whether the organization is becoming better.

When employees identify inconsistency, unnecessary bureaucracy, weak leadership behaviour or a gap between stated values and lived experience, HR’s first instinct should be curiosity rather than justification.

Listen before explaining.

Seek direct exposure to perspectives that may not travel comfortably through the hierarchy. Distinguish understanding a decision from defending it.

**Your leadership opportunity is to make HR a stronger agent of cultural change: acknowledge where the organization falls short and use the influence of the function to help leaders close those gaps.**

Culture is not something HR should merely interpret. It is something HR has a responsibility to help create.

⸻

LW — VP & Chief Compliance Officer

An organization should be willing to hold itself to the standards it sets for others and to the standards it sets for itself.

Those commitments matter most when honouring them is inconvenient, uncomfortable or requires challenging people with significant authority.

That is where Compliance should carry particular gravity.

The function cannot allow itself to become merely an institutional advocate whose role is to rationalize an outcome, defend a preferred interpretation or explain why what has already happened should be accepted.

If Compliance becomes primarily the function that constructs the best defence of an existing position, it risks surrendering the independence and moral authority that give it value.

**Your leadership opportunity is to decide what Compliance is prepared to stand for.**

There will be moments when that requires telling colleagues at the most senior levels that the organization should do better—not because a technical rule compels it, but because the standard the institution has chosen for itself demands more.

That is not disloyalty. It is stewardship.

The strongest Compliance leader does more than protect the institution from wrongdoing. They help the institution become worthy of its own commitments.

⸻

MP — VP, TIS USUI, ERP & Central Functions

You bring deep experience, strong judgment and considerable credibility with your peers. You know what good can look like and are well positioned to recognize where TIS needs to improve.

**Your opportunity is to use that influence more assertively.**

There can be a tendency to conclude that an issue is not sufficiently consequential to warrant a difficult disagreement. But leadership is not reserved for crises.

Institutions are shaped just as much by the accumulation of smaller compromises, weak decisions and missed opportunities that capable people chose not to challenge.

When you have a clear conviction about what needs to change, state it. Advocate for it. Use the experience and credibility you have earned to influence the outcome, even when doing so introduces some discomfort.

You do not need to become confrontational. You do need to become more deliberate and visible in exercising your influence.

TIS would benefit from hearing more clearly what you believe, why it matters and what better looks like.

You have earned a platform. The leadership challenge now is to use it.

⸻

MGla — VP, Utility Public Affairs & Communications

**Your leadership opportunity is to consider more carefully how your presence affects the willingness of others to contribute, challenge and disagree.**

Strong executive presence does not require being the dominant force in every discussion.

Some of the strongest leaders demonstrate confidence by creating space for others, responding proportionately to disagreement and allowing the quality of an argument—not organizational rank or force of personality—to determine its weight.

When leadership presence becomes too dominant, capable people begin to edit themselves.

The organization then receives less challenge, less creativity and ultimately less value from the talent in the room.

Your opportunity is not to become less forceful.

It is to use that force with greater proportion and judgment.

Create more room for other people to be heard. Invite disagreement. Demonstrate that challenge is welcome rather than something that has to be survived.

The measure of executive presence is not how much space a leader occupies.

It is how much capability they unlock in everyone else.

⸻

RH — VP & General Manager, Enbridge Gas North Carolina

You bring substantial experience into an organization that is now operating within a different company and a different culture.

That gives you an important opportunity.

Integration should not mean conformity. Acquisitions create value partly because incoming organizations bring practices, experience and perspectives that the parent company did not already possess.

You have credibility. Use it.

Where your experience points to a better way, say so. Where established approaches deserve to be challenged, challenge them constructively. Where Enbridge can learn from what you have seen work elsewhere, bring those lessons forward with confidence.

**Your leadership opportunity is to become a more visible voice in shaping the combined organization rather than simply adapting to it.**

Leadership at this level requires more than fitting in. It requires helping the institution become better because you became part of it.

⸻

TS — VP & Chief Supply Chain Officer

Supply Chain has carried a demanding workload through significant organizational change.

Your people need visible leadership and clarity about the mandate they are being asked to fulfill.

The fundamental question is whether Supply Chain is principally an enabling function, a control function, or deliberately both.

The answer needs to be clear to your teams and equally clear to the businesses they support.

Once that mandate is established, people need to know that leadership will stand behind them when they exercise it properly.

Employees cannot reasonably be asked to enforce enterprise standards and then be left exposed when those standards become inconvenient to others.

**Your leadership opportunity is therefore threefold: clarify the mandate, remain close enough to the people doing the work to understand what they face, and visibly support them when they make difficult decisions consistent with that mandate.**

Clarity without sponsorship is not enough.

⸻

TL — VP, Technology & Information Services, LP/GTM

Your leadership challenge is fundamentally about trust, accountability and follow-through.

People need to know they can rely on their leader, particularly when decisions become difficult, attract criticism or produce uncomfortable outcomes.

When leadership support recedes as pressure rises, people learn very quickly. They become more cautious. They protect themselves. They take fewer reasonable risks. Eventually, they begin asking whether their leader will stand beside them when it matters.

You should ask yourself some difficult questions.

Can your people count on you? Do you consistently follow through on what you say you will do? When an outcome is poor, do you first examine your own role before assigning accountability downward? Have you committed to more than you can realistically deliver?

Accountability begins at the top.

Leadership requires ambition, but credibility also requires restraint. Sometimes the stronger decision is to say no, narrow the agenda, make fewer promises and deliver them relentlessly.

**Your opportunity is to rebuild trust through predictability: be clear about what you support, follow through on what you commit to, and stand beside people who have exercised reasonable judgment based on your direction.**

Your people do not need protection from accountability. They need a leader who shares it.

⸻

AS — Director, TIS Strategy, Policy & Programs

Your leadership opportunity is to close the gap between intention and execution.

Strategy, policy and governance functions inevitably generate discussion, frameworks and commitments.

Their credibility ultimately depends upon whether the business experiences a meaningful result.

When a commitment is made, it needs ownership, a date and closure. When circumstances prevent delivery, that needs to be communicated directly rather than allowed to drift.

Repeatedly articulating the right intention without producing the expected outcome eventually becomes a credibility problem.

The standard should be straightforward: people across the business should be able to rely on what you and your function say you will do.

Build that reputation deliberately.

Make fewer ambiguous commitments. Establish clear ownership. Follow through. Communicate early when something changes.

**Make fewer commitments, assign clear ownership and dates, follow through, and communicate early when circumstances change.**

Reliability is not administrative discipline.

It is leadership.

⸻

HT — Director, People & Performance

You have capable people around you.

**Your leadership opportunity is to give them more voice, more room and stronger sponsorship.**

A People & Performance function should model the very behaviours it seeks to encourage across the organization: listening, constructive challenge, empowerment and a willingness to improve established ways of working.

When talented people identify something that should change, leadership should help them sharpen the idea, test it and, when it has merit, champion it through the organization.

Your role is not simply to manage capable people. It is to amplify them.

Create an environment in which thoughtful challenge travels upward, good ideas can become action, and people know that leadership will stand behind them when they are trying constructively to make the institution better.

⸻

SS — Director, Financial Planning & Analysis

Analysis creates value when it helps an organization make better decisions.

It creates less value when the pursuit of certainty prevents a decision from being made.

Leadership sometimes requires reaching a conclusion with imperfect information, being explicit about the assumptions behind it, and remaining prepared to adjust as better evidence emerges.

Your opportunity is to become more comfortable exercising that judgment.

People do not expect certainty where certainty does not exist. They do expect leaders to synthesize the available evidence, state a position and help the organization move forward.

Disciplined conviction is often preferable to prolonged ambiguity.

**Develop the confidence to take a position when the evidence is sufficient, even when it is not complete.**

What is the rationale behind the upcoming four-hour DDAT training session?

Dedicating a four-hour block to topics like "DDAT Iteration Planning" is highly impractical for teams managing heavy daily workloads. Furthermore, the schedule allows for only two 10-minute breaks over the entire duration, and scheduling this block for 7:00 AM creates an unnecessary burden on participants.

The session features three presenters speaking at length without offering clear, actionable insights, raising serious doubts about whether the instructors fully understand the material they are attempting to teach. We need a major overhaul of how these professional development sessions are structured, timed, and delivered.

Nothing against guest speakers, but dedicating 50 minutes of an hour-long HR town hall to one when there are so many business priorities that need attention feels misaligned

Good morning, team. 😊

First of all, I want to thank everyone for being here today, especially those of you who managed to arrive without turning a minor scheduling conflict into a full-blown emotional support emergency.

Truly inspiring.

Today, I want to talk about leadership. Specifically, how we lead a team of people who apparently believe that every task is unreasonable, every change is a personal attack, and every expectation is something that should have been discussed in a committee.

Because here’s the thing: leadership is not the art of making sure nobody is ever uncomfortable. It’s the art of getting things done while everyone involved develops the resilience to survive an email.

I know change is hard. I know accountability can feel uncomfortable. And I fully understand that sometimes, things don’t go exactly the way we wanted.

But at some point, we have to ask ourselves: are we facing a genuine obstacle, or are we simply experiencing the consequences of being asked to do our jobs?

Because those are two very different things.

Imagine if, instead of responding to every new responsibility with a 14-part explanation of why it’s inconvenient, we simply assessed the situation and figured out what needed to happen.

And imagine if we could receive constructive feedback without behaving like someone had just revoked our streaming subscriptions and canceled our three day weekend.

I am not asking anyone to be perfect. We all make mistakes. We all get frustrated. We all have days when the last thing we want to do is deal with another person’s nonsense.

The difference is that SOME people manage their frustration, while OTHERS apparently believe it is a team-building exercise to make sure everyone else experiences it with them.

And respectfully, we ARE going to GET TO WORK on that.

I realize that may be a difficult message to receive. Please take whatever time you need to process it. I’ll give you a moment.

Because I know that complaining is easy. Criticizing is easy. Name calling is easy. Let's stop confusing resistance with constant negativity.

Until then, I remain committed to supporting your growth.

Because apparently, we still have some growing to do.

Thank you. Let's get to work. 🙂

Employees have concluded that withholding feedback is safer than providing it.

Any feedback for outgoing Group leaders on what they could have done better?

I am one of the employees newly eligible for the Surest plan provided by United. I’ve taken the training and read the provided documents and can see the cost savings provided by the Surest plan on paper, my question is reality, that reality being the potential to have care or claims denied.

I’ve had the Anthem provided plan for close to a decade and have used it. I’ve had little to no issue with claims being denied or procedures/surgeries being delayed.

Can anyone who truly utilizes the Surest United plan provide insight on their willingness to cover what your doctor orders? I’ve heard horror stories from friends who have insurance through other providers, I’ve been happy with Anthem all things considered, but I’d love to save the money if the United plan is going to cover what I need it to.

I don’t want to switch providers if United is going to su-k. Verizon switching from Express Scripts to CVS for our prescription insurance a couple years ago was eye opening, CVS truly su-ks in comparison if a PA is required for a medication. One response would satisfy Express Scripts, CVS will go back and forth for weeks with my doctors over a medication I have been taking for several years. I don’t want to deal with the same for my heath insurance or for anyone else here to have to deal with that.

I hate to ask this on a layoff board but this is a good place to ask for real world feedback

Why would we have Friends and Family start immediately after the last LPOS FALL SALE. That sale was much better than F&F. The sales plan for our first day was ridiculously impossible for a Monday. Who the he-l is not thinking these things through

This time of year, during AEP, Humana seeks to stifle anything negative on here, on LinkedIn, on Reddit, and even the news Media

They shamefully pay off all sources that could make them look bad.

If it could be proven we could probably sue some of these organizations for censorship by means of being bribed.

Why? Why in the world would you do that? Are folks really that desperate after being shown the door? What do you think is going to happen if you do it? They'll invite you back? I just don't get it.

Thoughts/prayers?

I just read somebody mention an active button in one of the threads, and I realized there's a way to sort posts by the ones with latest comment on the main page. Posting this just in case others might have missed the obvious "Active" button like I did for months.

Thank you Andre for a sh*tload of indigestible incomprehensible marketing dribble.

How T-Mix works...the customer looks at the plans and then moves their accounts to Verizon.

Thoughts…..I’m pretty sure the first speaker spoke in one word sentences and I’m not sure what he even said.

How many of you actually drive a Ford?

Is it a bad idea to use copilot to creat your resume? Given that it has visibility to all your work and accomplishments it would be much better or impactful to use Copilot instead of starting something from scratch?

Any upside to not using Copilot? Appreciate any feedback.

Results seem pretty subpar. Or maybe normal for 3M? I haven't been here that long

will this what is happening make them tank to the very bottom 0

https://www.reddit.com/r/IBM/s/jiVDOv3eE8