#leadership

The AHM Q&A is heavily moderated filtering out awkward/inconvenient questions (checked myself). It is literally impossible to get a realistic picture of the business out that hype without admitting the existing issues. The ultimate fact is the share price is stagnant/dwindling for a number of years now but everytime there are excuses from the people who must take strategic decisions and are allegedly a talent that nobody wants loosing at the very expensive price. The question needs to be asked - "Are these people (CA and the gung) even cut to lead anything/anyone?" What do you think, folks.

Yes as a member and an employee we see you. Thank you. Just a handful of these executives that are not worth the millions in salaries they are paid that toss and turn information and adding no value can go versus 100 to 200 of us who barely scratch the surface to hit that dollar amount. Don’t lay us off we do all the work day in and day out. Scratching our heads at these leaders who make our lives he-l and don’t care about the members. Keep it at the top and we will do the work all day!

Seems fishy that one would resign and the rumor mill has been going crazy that there was some shady things going on (theft, lying, etc.). Usually leadership at that level has more of a transition and sends a fair well note.
Just curious if anyone else knows more.

God forbid the powers-at-be consider taking a closer look at the top of the food chain to stop the bleeding. Management should cut those “leaders” who can check these boxes….

Regularly parks in a visitor spot out front because their car is too obnoxious to drive in a parking garage, exhibits superiority complex tendencies, won’t acknowledge individual contributors on their team and instead communicates through a bad game of telephone via their direct report supervisors, takes a questionable amount of PTO (not like their presence is missed anyways), prioritizes closing deals that benefit the green competitor boys across the street, and inexplicable career success that could only be due to being in the right place at the right time.

What will we be finding out 9/12-9/15? Leadership saying more to come but haven’t said what.

Halliburton just laid off several engineers at the Duncan Technology center 8/3/2025. No PSL was safe. The leadership at Halliburton has never and will never care about their employees.

Halliburton’s upper management motto is “faster & cheaper”

Chief Disruption Officer left today so she can spend more time with her family. Does anyone in leadership ever tell the truth about anything?
P.S. I feel bad for her family.

How did Moran not get fired? He is so much worse than those Juan let go. All he knows is to talk and pretend that he runs the bank, truth being his Uncle Brad is running it for him. He does not even know the industry or products or innovation or tech to grow the business, so HOW, is here he here? Sometimes stupidity and Mo--ns also get good times, it seems. He will keep cutting more people as he knows nothing more

Heard from a reliable source that mid level leadership and directors are being let go at value added services in droves. No direction for reports as to where the chips will fall.

Starting to see some senior level departures on LinkedIn the past 2 days. Just saw the Head of Paramount Research leaving. Saw another one related to Marketing. What are people hearing/seeing?

Please vote

https://www.theguardian.com/business/2025/sep/03/shell-scraps-construction-of-biofuels-plant-in-rotterdam

Right-sizing is not about cutting back. It’s not about loss. It’s about clarity, focus, and positioning ourselves for the future. Think of it as shaping a high-performance team where every role, every resource, every process is aligned with where we want to go.

We are at a point in our journey where the opportunities ahead are huge, but so are the challenges. The market is evolving, customer expectations are shifting, and innovation is relentless. To rise to this, we cannot afford to be carrying structures, systems, or habits that hold us back. Right-sizing is how we unlock agility, speed, and strength.

This is about creating an organisation that is fit for tomorrow, not just comfortable with yesterday. It’s about ensuring that every person here is in the right place, with the right tools, doing the right work that adds the most value. When we do this, we don’t just survive change—we drive it.

And here’s the inspiring part: right-sizing is not about reducing what we are; it’s about amplifying who we can be. It’s about freeing up energy, capital, and creativity to invest in growth, innovation, and the things that really matter to our customers and our future.

Together, we will become leaner, sharper, and more resilient. Together, we will build an organisation that is not only successful but significant.

So let us embrace right-sizing as a catalyst—not for less, but for more. More clarity. More opportunity. More impact. More future.

Because this is not the end of something—it is the beginning of our next level. And we are going there together.

Thank you.

What a joke this is. Not feeling it. Do better leadership team.

These Clown hall meetings , Dermie P-O-M eyesores, investor conferences etc. etc. etc. always seem to happen around two weeks after a ‘blood letting’ here? Jupiter sized head Dermie will have a complete waste of time agile p-o-m snooze fest on 9/25 apparently. Will RV and HR go scalping around 9/16-9/17?

I came here thinking it would open doors, but it’s been a grind with no real connection to leadership. Fear runs the place, and playing politics seems more important than doing good work. I’m already planning my next move out of here.

He's the best manager I've had since I started working here. I don't hold too much hope that somebody as competent is going to replace him. This makes me so angry.

Does anyone know what all these VPs actually do? Other than wasting money?

It seems my manager is intentionally shutting my contribution down, even after evidently doing more work than rest of the team.

I have received zero appreciation from my my manager, instead keep receiving same comments for Quarterly.

Is this normal?

AS of 3rd September Appointment of Stephen Tulenko as Chief Executive Officer. AJ to stay on in an advisory role for now...

There is a people leader meeting on 9/5 at noon. Any leaders care to share after the call?

It is insane how the so called " leader" burned billions in market cap but their bonus is whole and who gets fired is the little guy

Big news coming tommow. Please watch your emails

Good for the CEO — he made some bold choices about his directs.

Hopefully he will hire at least a few military veterans with banking and/or insurance industry experience as he reshapes the EVP cadre.

It’s surprising that in recent years, USAA didn’t have a single person who served in uniform on its top leadership team.

With so many EVP roles now open, this is an opportunity to find talent that truly knows what it means to serve.

Dell mgmt is lost. The leaders they have in place are the worst they have ever been. The BS charade of AI is finally being shown for what it is, which is nothing. The modern dev initiatives are falling apart. The stock is on a nose dive even though they had “record revenue”.

The employees are not happy, there is clearly a lack of strategy and the company is being driven into the ground.

MD only intention at this point is to su-k the company dry and sell pieces of it off.

https://www.inc.com/kit-eaton/this-trendy-management-structure-harms-workplace-communication-a-survey-says/91233834

Fully 38 percent of survey respondents said that since their company experienced layoffs, their manager had become less accessible. This has had consequences: 30 percent of people said they’d felt less support when things were disrupted or changed, 34 percent expected they’ll lose a sense of connection and 30 percent expected decreased or zero access for mentorship and career development options.

Employees also don’t trust senior leaders, with nearly 40 percent saying they can’t get mentorship or guidance from upper management, 37 percent saying they feel unheard by the top leaders, and only 47 percent agreeing that their company leadership is “somewhat” transparent.

This paints an interesting picture of how the average U.S. worker views their management, relying on their direct supervisors while apparently distrusting upper layers of company leadership. The report quotes Firstup CEO Bill Schuh, who explained that the data show workers see middle managers as critical for “translating organizational priorities into action, clarity, and connection for their direct report.”

As companies shed middle managers, they risk losing this vital link, which can leave frontline workers feeling lost and unsupported. That discontent will likely diminish their engagement with their work, and could reduce their productivity. Meanwhile Schuh also noted that stripping managers out adds strain on their remaining colleagues. That means companies are “asking fewer managers to do more, and that simply is not sustainable,” he said. While AI is useful for handling some mundane managerial tasks, it “won’t replace the human connection and leadership that great managers provide.”

Not a creature stirring on the 13th floor, unless you’re counting the McK consultants. Because pretty soon that’s all that will be left.

Stephanie in her ‘kerchief, and Bob in his cap, Had just sold their shares for a long winter’s nap…as lord knows there will be nobody around to answer any questions going forward.

And instead of eight tiny reindeer, they will be unharnessing about 450 VP’s and up.

Outlook/ Teams tomorrow will be all sent “Now dash away! dash away! dash away all”

So unfortunate to see such incredible and tenured domain expertise being pushed out. The vacuum effect is real- and the revolving door will continue to spin, far beyond what they are intending.

Anyone agrees with this ?
We thought Wayne was the monster.

Kicks off next week. I hear leadership is not going to be as stringent on hitting participation goal numbers. I wonder why! Layoffs, no focal. But don't worry folks, we listen, develop, and take care of our employees...

I was in a meeting with some senior managers last week. MDs and SVPs mostly.
I was reflecting on just how bad quality managers we have.
How could this happen so quickly in the last 5 years ?
A bunch of yes men/women with no courage or attributes

I joined the Elevate kickoff today and I was so very much inspired. It appears executive leadership is embracing the importance of career development for all associates. I am very excited about this.

I really mean this folks. Look at our HSE LT. Look at the ETC LT. Can this be more of a joke? We have no professionals left. We have no one that has any substantive amount of time in the field. We just have nepotism, DEI and C-Suite best friends that can't do anything else. There used to be a time where the pedigree meant something. Not anymore. As another poster said, just look at our SIFs. Embarrassing!

The EC sends out an email today reminding everyone about the principle of "Thrive Together."

Well, let's review the principle and how it is defined on paper vs. what it means in practice.

On paper: "Our culture is built by all of us, and we lead by example. Doing the right thing matters and trust is earned. Creating an environment where everyone belongs is essential - that's how we succeed."

BNY associates are not stupid and don't appreciate being lied to or kept in the dark. That's the quickest way to erode trust, confidence in leadership and culture. In fact, these are the main reasons why people are on this site and commenting about BNY workplace and deplorable people management behavior.

Not that it matters but The People Team (or EC) would be better off to communicate early and often throughout the change process. This means acting more intentionally with greater transparency, by showing receptiveness and responding to feedback on really important people concerns, and providing clear organizational direction on people management matters. So why all the secrecy? It only leads to more fear, uncertainty and doubt.

In practice: EC wants us to thrive together by working together in office 4 days per week. The only natural consequences of this mandate are to intentionally make work-life more difficult for those not living nearby a brick-and-mortar office location, to recapture corporate control and to increase work-life inflexibility.

The EC and HR communications, micromanagement, and the lack of collaboration by 'all of us' are in direct contradiction with the written definition of how we 'Thrive Together,' do the right thing and earn trust.

Where does this leadership by example come from? Come on man!

And Amala's out!

Did they bring in a new VP under RL and demote JB and GW?

Thoughts on Steve Hemsley email? … difficult challenges and decisions…be the leading AI-first healthcare company

Since we've Reimagined the values on which this firm stands, let's get rid of the Toast to Ted and Toast ELT:

You've truly discovered the secret inGREEDient to success.

The revolutionary way in which you've enriched yourselves and your friends while subcontracting to outside consultants and ChatGPT "deliver" on your work is quite innovative to the wealth management industry. Who needs partners to share the work when you and your homies can grab a greater share of the wealth while getting someone else to do that pesky work, right?!

May you never have to hear associates whine about job security, pay reductions or their 4th reorg in 3 years that did nothing to improve operating efficiency while enjoying the buzz of your buzzwords and $10k bottles of wine.

Cheers!

With Morton departing, TR has announced another reorg. I suppose in the absence of any real progress, reorgs and in-depth documentation is considered progress. Is this orginaization serious about anything?