#leadership

Seems so odd to see so much churn at the exec level 16 months post reorg. Have the LT class seen enough from this sh-tshow they they’re happy to cash in their stock? Or is this the quiet acknowledgement none of this is working and time for a change?

I just want you guys to know the state of everything. My management chain kept promising me promotions if I just "did x and accomplished y" for 3 years. I finally got fed up and forced an answer instead of staying polite and deferential. My manager told me "I keep bringing you up during calibration meetings, but people aren't convinced you're ready"

I had to escalate all the way to a meeting with my manager and their director-level boss. That's when the director told me straight up, in front of my manager, "I have never heard your name come up even once in a calibration meeting"

When I looked at my manager after learning this, they said "I never made any promises."

After that, my manager tried to give me an "off-track" rating on 2 behavioral categories. I questioned the ratings and asked for an explanation or guidance on how to improve, and I got nothing.

Again, I escalated to the director and then magically my ratings were changed a week later.

Then I escalated all this to the VP of our org. I told him how my manager always tries to hide issues, I told him how I wrote up an incident report because my coworkers were not doing their work correctly. My manager tried to hide the incident report but I told him I would not stay quiet. I sent the report to his skip-level who thanked me profusely. And then next thing I know, the coworkers who I reported ended up getting moved off my team and promoted. While I stayed in the same place. And I trained them. So the people who I trained got promoted past me while I stayed stuck.

The VP of our org said "this depresses me, but it's really hard to fire people" even though I never asked about firing anyone.

This company is a sh-t show and stole years of my life from me. But also taught me extremely valuable lessons about professionalism and advocating for myself. I'll be MUCH more aware of this kind of organizational dysfunction for the rest of my life. Now I know how to see the signs.

Anyone else excited for this years home for the holidays round? I’m looking forward to it like the Super Bowl. Hopefully we get rid of some of these clueless and lazy engineers and leaders that do nothing!

Why do they still have that useless guy that was kicked out of CIB in charge. SP if you are listening pls do it before you go.

We have an individual whose job title is Chief Culture and Philanthropy Officer. Oh and get this, she came from BOA where she was head of DEI and other inclusion led initiatives. You cannot make this up.

I see that they rearranged the deck and the person that used to be the head of the connectkee is now in some x foundri. Word to the wise the music will at some point stop and there will not be a seat for you - not because you weren't professional or your program wasn't profitable or had a metric ton of Clients using it, it's because x doesn't use logic. Cyber security is way better anyways they are hiring big time where I landed...

Anyone read this conversation with Paul Sanford on Iris? It’s like it was written by a corporate BS generator. It’s a really long winded way of telling us that there is going to be more layoffs and offshoring.

I think the guy deserves a bit of recognition for not doing his job. Barely visible but keeps asking the rest of the managers and others to come in the office and visits clients. When was the last time he went on a visit or traveled?

Heard from others he is either home or quietly leaves by 2PM at latest.

Maybe he could advocate for better compensation for consultants in high cost locations - set an example for others SS

Set an example for other SS.

“We did some work last year and saw a substantial reduction in headcount, but quite frankly, there’s more to be had, and you’ll see us taking aggressive action there in the next 12-18 months as well”.

Buckle up. “Aggressive action”

Meg will unveil new bp startegy on 15 Dec in New York. What can be be this new strategy?

Head of Midwest Small Business Banking steps down to be a Private Wealth Advisor. Make you go 🤔. Changes come to Small Business Banking?

How many times did Daniel "Danny" Seely say "uhhhhhhh", 'Ummmm" during his PI planning meeting today? What kind of leaders are these

Another reorganization is always lurking around the corner here. They shuffle reporting lines, rename teams, and announce a fresh direction as if nobody has tried it before. Then leadership congratulates itself while everyone else struggles to understand how the changes affect their work. I'd love to see them stick with one plan long enough to find out whether it actually works.

Jeff bezos had 300k loan and just himself, a computer and stack of old books, yet grew it into Amazon. DST had hundreds of millions of dollars, thousands of technical staff and huge data centers yet it missed the ball and failed. Dst couldn't assign 1 programmer to do what bezos did? If so DST would have been amazon. But dst is gone and layoffs took an emotional toll on its staff

It's like they don't care how bad things are. As long as they are getting paid, everything is perfectly fine in their world.

The people making the big decisions need to answer for where this company is headed. Employees shouldn't have to keep dealing with the fallout while leadership carries on untouched.

So remind me again why we Enrique Lores leading this company

After a long hiatus, this sh1t is coming back to the factories again. The senior leadersh1t is running our of ideas and restarting old programs.

Mentioned how hard covid times were because we were all wfh and he needs to see his people face to face. Does he not know we can look his org up and clearly see 90% of his team is at other sites. It feels like we are constantly being fed bullsh-t and they think we are buying it. This is why we can’t trust or believe anything these people say.

More lip service with no real plan while the entire environments are on fire. Clueless about AI, clueless about any real architecture, clueless about security. The only truth in the whole presentation is "consolidation". That's the whole plan, consolidate and cut while the entire digital organization has been left unfunded, neutered from the get go. Leaders have continued to fail over and over while sweeping under the rug the biggest issues and executive leadership leaving or running off to Enterprise without any accountability. Main technology leaders have left the organization while do boy yes men sit in positions and get dumped on without any real roadmap, plan, talent, or resources. It's amateur hour at its finest. If you're in Digital, get out.

We need more Verizon VP+ posting pictures of their teams and how we won a JD award. OR maybe, a public post from a particular VP giving praise to a particular team member.

The bubble Verizon lives in and the executives who think they are silicon valley CEO's is embarrassing - wake up call is needed.

And these empty-headed, self-serving, a-s-kissing executives, VPs, SDs, and ads all seem ignorant of what leadership actually means-or what it means to take care of your teammates. That's the first rule in sport.

Even the world's greatest individual athletes understand this.

Look at Carlos Alcaraz, Jannik Sinner, Rory McIlroy, Scottie Scheffler, or Vincent Luis. These are elite individual competitors, yet they understand that individual greatness is built on the strength of a team.

They surround themselves with talented subject-matter experts - coaches, trainers, strategists, and advisors. People who bring different perspectives, challenge their thinking, offer honest opinions, and contribute ideas that are DIFFERENT from their own.

And they're genuinely grateful for those people. They recognize that their success depends on the collective talent, commitment, and trust of the team around them.

They don't demand blind loyalty, surround themselves with yes-men, or confuse agreement with competence.

Imagine that. The world's best athletes understand something that Nike's senior leadership apparently doesn't.

Great leaders don't need to be the smartest person in the room. They build teams of exceptional people, listen to them, empower them, challenge them, and, above all, take care of them.

That's how you build trust. That's how you build winning teams. And that's how you build enduring organizations.

Leadership is not about being in charge. Leadership is about taking care of those in your charge.

Nike should understand that better than anyone.

It's sport. It's teamwork. It's leadership. And it's supposed to be in our DNA.

Beautifully said, @ew+1m4nvpzdx.

Let’s talk about Mike Cavanagh.

While employees are being told to believe in Comcast’s future, let’s take a look at how well that future is working out for Mike Cavanagh.

Mike received $71.8 million in reported compensation for 2025, more than double what Brian Roberts received. That’s a 154% increase from the previous year.

And then there are the stock sales:

• January 2024: $5.29 million
• November 2024: $5.66 million
• February 11, 2026: $1.89 million

That’s nearly $13 million in gross stock-sale proceeds across those transactions. His most recent reported sale came just over four months before Comcast announced the massive NBCUniversal/Sky separation. And now he’s positioned to become CEO of the newly independent NBCUniversal.

Of course, executives are entitled to sell stock. These were disclosed transactions, including option-related sales, and the timing alone doesn’t establish wrongdoing. But the optics are hard to ignore. We’re supposed to believe in Comcast, trust the transformation, return to the office, and prove our commitment while watching our colleagues lose their jobs, career opportunities disappear, and shareholder value erode.

Meanwhile, the executives responsible for the company’s direction are collecting extraordinary compensation, cashing in millions in stock, and lining themselves up for the next big payday.

So let me get this straight. Mike gets $71.8 million, nearly $13 million in stock-sale proceeds, and another CEO position. Employees get layoffs, uncertainty, and a lecture about commitment? At what point do we stop calling this a transformation and start asking who it’s actually benefiting?

Because from where employees are sitting, it sure looks like the company is being dismantled while the people at the top continue to line their pockets.

Maybe the problem isn’t that employees no longer believe in Comcast. Maybe it’s that leadership keeps giving us reasons not to.

Adam Ray (Chief Commercial Officer) and Sharon Peters (Chief Marketing Officer) are out.

COO Nick Jeffery getting to work! Likely many more to come.

Does anyone have an updates regarding preservice PSC positions and anticipated RIFs? What are your thoughts about our director leaving?

Just when it couldn’t get worse. Meanwhile, some in the C Suite have probably never been inside a Humana property.

I am currently working on an H-1B visa as a contractor in the Engineering and Innovation divisionTPX , and I have been extremely disappointed with the work culture, leadership, and lack of accountability within the organization.

The E4 employee I work with is also on an H-1B visa, yet his attitude toward contractors often comes across as dismissive and superior. Instead of promoting teamwork, knowledge sharing, and collaboration, his behavior creates unnecessary frustration and makes the working environment increasingly difficult.

Another major concern is what happened following the previous organizational restructuring. Several highly talented, experienced, and technically capable employees either left the organization or were laid off. These individuals were the backbone of the team and contributed significantly to its technical success.

What disappoints me the most is my own career progression. Despite working with the organization for more than six years, consistently taking ownership of critical engineering responsibilities, and contributing significantly to the team’s success, I have still not received an opportunity to transition into a full-time position.

What disappoints me the most is my own career progression. Despite working with the organization for more than six years, consistently taking ownership of critical engineering responsibilities, and contributing significantly to the team’s success, I have still not received an opportunity to transition into a full-time position.

Meanwhile, I have watched other employees receive full-time opportunities, promotions, and career advancement, even when their technical contributions and responsibilities appear to be considerably less than mine.

This situation has left me questioning whether hard work, technical expertise, dedication, and long-term commitment are genuinely valued within the organization.

I understand that being a contractor comes with certain limitations, but I strongly believe that employees and contractors should be treated with professional respect and that contributions should be recognized fairly.

Jersey City Mayor James Solomon announced the departure of three senior officials. This comes less than a year into his term and amid a significant budget deficit. The departing officials include the Finance Director, Deputy Mayor for Housing and Economic Development, and Digital Director. Solomon stated the city faces an affordability crisis requiring excellent leadership. He expressed appreciation for their service and is now focused on a new vision.

Jersey City, New Jersey

https://www.nj.com/hudson/2026/10/after-raising-taxes-to-plug-big-deficit-nj-mayor-announces-departure-of-3-key-staffers.html

What happened to that all that excess capital: How is this taking care of shareholders?

Why does Nike’s stock keep falling, and why does the company continue buying back shares at prices of $120, $100, $80, $50, and now around $30? We’ve spent billions buying back stock at progressively lower prices, only to watch shareholder value continue to decline. At what point do we question whether these buybacks are actually creating value for shareholders?

The Washington Post has appointed Alex Wallace as its new chief operating officer. Wallace is a former executive from NBC News and Yahoo. She will report directly to CEO Jeff D'Onofrio. Her role will focus on executing business strategy and coordinating operations. This move comes as the newspaper aims for profitability after recent financial challenges.

Washington, D.C.

https://www.editorandpublisher.com/stories/washington-post-taps-alex-wallace-as-coo-in-profitability-push,263955

The cookie company has closed 57 stores this year due to a significant drop in sales. August sales were down 70% compared to two years prior. The company also conducted layoffs at its headquarters. Leadership changes occurred earlier this year with the co-founders departing their roles. Approximately 1,000 Crumbl locations are still in operation.

Lindon, Utah

https://qz.com/crumbl-cookie-closures-sales-decline-layoffs-101226

I’m deeply concerned and disheartened as I look across the current landscape at Crown. My manager and director have each remained in their roles for more than 20 years, and I understand my immediate manager has been in the same position for over 25 years. From where many of us stand, there appears to be little to no opportunity for advancement or promotion. It is discouraging to see such long-standing stagnation while many of us continue to work hard with no clear path for growth or progression. I can’t help but wonder whether others share this same concern about what feels like a serious organizational issue.

I think culture can hurt the bottom line by making a large organization slower, more expensive, and less willing to challenge its own assumptions. I don’t think this is uniquely a Comcast problem, or necessarily anything nefarious. It is a natural challenge for any huge and complex organization. Successful companies accumulate processes, structures, and expertise that made sense at the time, but eventually those same things can become difficult to question or unwind.

There is also a huge disconnect between calling ourselves a “technology company” but operating with the risk tolerance of a behemoth/incumbent. Being a technology company means experimenting, taking calculated risks, failing fast when appropriate, and being willing to challenge established thinking. We obviously cannot operate like a Silicon Valley startup given the scale and critical nature of our network, but there is a difference between being appropriately cautious about operational risk and being culturally resistant to questioning the business itself - which is the single biggest culture issue we have now with tenured leaders who have been on a journey of building a media/distribution giant for a decade plus.

You can see the financial impact in our product strategy. We have built a premium, highly engineered product and cost structure in a market where many customers increasingly value simplicity, reliability, and price. Customers do not necessarily care how advanced the underlying technology is. They want internet that works, supports Netflix and FaceTime, and does not cost a fortune. That helps explain why fixed wireless, satellite, and other lower-cost options are gaining ground.

The result is ultimately an economics problem. Entrenched structures, long development cycles, territorial thinking, and a reluctance to challenge established assumptions can make us slower and more expensive while limiting our ability to respond to the market. There are probably opportunities to simplify the product and pricing strategy and rethink what we should build internally versus outsource, but doing that requires some uncomfortable examination of how and why we operate the way we do.

That is not an argument that Comcast has a uniquely bad culture or that everyone needs to start acting like a startup. It is an argument that organizational inertia has a real economic cost, even when it comes from reasonable decisions and nobody is acting with bad intent. If we want to compete as a technology company, we need more room for experimentation, calculated risk, and challenging the status quo/entrenched mindsets. Otherwise, the cost of the culture hits revenue, margin, and market share.

Perfectly said, @br+1m2dfa4bq.

The biggest obstacle in my team isn't the workload, it's the way our manager handles it. Priorities change without much explanation and decisions often create more problems than they solve. Then the employees are expected to figure everything out. It shouldn't be this difficult to get through a normal workday.

This is just the worst leadership team ever assembled.

It feels like team morale has been taking a hit lately. Even if projects are still moving, you can sense the drag and fatigue across the board.

​Has anyone heard if leadership is acknowledging this behind closed doors? At what point does a dip in morale start triggering real concerns about retention and delivery speed, or are they just hoping it passes?

After the initial messaging of the RTO a few months ago our VP effectively told our org that we would exempt from the RTO for now. He also said he couldn’t guarantee that wouldn’t change at some point in the future, but for now at least the end of year RTO (as it was phrased at the time) did not apply to us and we would be staying remote friendly. No clue how many other teams or orgs were told something similar, or if it even still holds (haven’t heard anything one way or the other since the all hands last Thursday). Anyone hearing if the RTO is truly a blanket policy after most recent announcement with the Jan date provided ?

Here’s a little survival tip for anyone working at Comcast: Keep your mouth shut, mind your own business, and never make the mistake of thinking technical knowledge, hard work, or competence will get you anywhere.

At least, that’s the impression I’ve gotten from what I’ve witnessed at the Bishop Gate office in Mount Laurel, New Jersey. I can’t speak firsthand about headquarters, but I wouldn’t be surprised if the same culture exists there.

There was a time when Comcast had genuinely brilliant technical professionals. People who understood the technology, took ownership of problems, challenged poor decisions, and actually cared about the company’s success.

Then came the layoffs after 2023, and everything seemed to change.

One by one, experienced and technically capable employees started disappearing. Some were affected by layoffs, while others chose to leave. What followed, from my perspective, was an embarrassing decline in technical leadership and workplace culture.

Instead of rebuilding teams with skilled professionals, certain leadership decisions appeared to prioritize personal loyalty over actual competence.

Apparently, knowing how to please your boss is more valuable than knowing how to do your job.

Why bother understanding complex networks, troubleshooting critical issues, or developing technical expertise when you can simply agree with everything your manager says?

Why challenge a terrible decision when smiling, nodding, and flattering leadership might get you further?

Why reward employees who solve problems when you can surround yourself with people who never question authority?

And the most disappointing part? The favoritism doesn’t appear to have stopped.

From what I’ve observed, workplace politics continue to overshadow merit. Employees who genuinely care about doing things correctly can feel discouraged from speaking up, while those who know how to stay on the right side of management seem to have an easier path.

The message this sends is devastating:

Technical excellence is optional. Blind loyalty is rewarded. Speaking up is a career risk.

And what are ordinary employees supposed to do?

Complain? To whom?

Challenge the leadership responsible for creating the environment?

Risk their jobs simply because they believe competence and fairness should matter?

Unfortunately, people have mortgages to pay, children to raise, and families to feed. Not everyone has the luxury of risking their livelihood to fight workplace politics.

So here’s the survival strategy:

Stay silent. Don’t challenge incompetence. Don’t expect fairness. Don’t assume hard work will be recognized. Collect your paycheck and protect your peace.

It’s deeply disappointing to watch an organization that once employed so many outstanding technical professionals seemingly allow its culture to deteriorate.

The saddest part isn’t just losing talented employees. It’s watching a workplace potentially become one where talented employees no longer want to stay.

When leadership values loyalty over competence, silence over honesty, and favoritism over performance, it shouldn’t be surprised when its best people walk away.

And if that culture continues, the long-term consequences could be serious.

Maybe the people making these decisions won’t recognize the damage until it’s too late.

Until then, employees will do what they have to do to survive.

Because at the end of the day, you have a family to feed. And no company is worth sacrificing your livelihood just to prove that its leadership is making terrible decisions.

Congratulations to the culture of corporate favoritism: where competence can become a liability, silence becomes a survival skill, and knowing how to flatter the right people seems more important than knowing how to do the actual work.

The nuance here is that political systems do work. However, political systems must be based on honor and principles - and A LOT of education and intellectual honesty. The moment you corrupt a political system, all bets are off. Good, healthy politics can go a long way.

Regarding the hiring of individuals who lack basic technical knowledge, I find it curious that software is the only engineering that allows someone to design infra structure without having a degree - or anything that resembles qualification. In any other engineering context, one must have not only a degree, but maintain a license in order to touch anything. If we were building airplanes or oil platforms, most of Comcast's "technical leaders" wouldn't be allowed anywhere near a job site, by law.

I agree the problem is not limited to engineering, it impacts all verticals - its a moral problem, so cross cutting. But, if we want to regard ourselves as a technology company, then we must accept that engineering is sacred. Everything else is built on top of it. If we lack the proper infrastructure to run our services and build our features, we are dead on arrival.

GPO spent the last few years paying PWC for advice on restructuring, lay offs and systems redesign - to no benefit. Since 2022, most of the stuff we designed is garbage. It looks great on a power point presentation, but it cant be delivered in production. We are currently in a broken state across the board, and even if McKinseys was to get the restructuring right this time, it would take us a couple of years at least to get our ducks in a row so we can at least go to market with something other that a rebranding.

Comcast cannot persuade potential customers to purchase internet and security that was designed by amateurs. Entertainment maybe, but not internet and security. This sh-t is serious. There is real liability in failure. Much less can we compete with real technology companies with sharp, intelligent, competent leadership.

The good news is that there is an abundance of technical talent at Comcast. What we lack is LEADERSHIP. Comcast's problem is exclusively unintelligent, unqualified, dishonest leadership - not engineering. And if we go ahead with massive scale lay offs before we fix leadership, Comcast doesn't stand a chance.