#leadership

If I worked there I'd be angry at how many top admins make twice the salary of similar admins at other regional colleges. No way should they be doing layoffs of lower paid staff when they have 8 people making $200K-300K at a college of only 1600 students.

Expect there to be layoffs June/July in Member Protection aka Fraud, Disputes, and AML first like operations.

Rumor has it most will be in the Fraud space as they over hired when the old guard went out and the new guard came in 2023/2024. I imagine it won’t be the overpaid cronies they brought with them from BofA, Citi and the like.

The senior leadership team (Bashore and his directs) is very clique-y. There is no loyalty if you aren’t part of their in crowd.

This trimester update shows how pathetic she is. She is literally just reading off of an ipad. She sounds like a teenager reading a story book to a toddler. I just can't with this...

Wells Fargo is quietly rebranding some Senior Manager titles to Senior Leads, possibly signaling middle-management elimination. Let's use this thread to consolidate what we know and what expect. Please be polite as the mods tend to nuke threads that go bananas.

The first 18 years, working as part of VUE, were great. I was valued, respected, and my contributions meant something. The along comes Omar, and VUE largely gets absorbed into corporate, the Azure migration occurred, and the culture changed dramatically. Dave Treat really likes to listen to himself talk, Omar and the rest of senior leadership are too busy jet-setting to set a clear strategy. The cherry on top came in May when I was unexpectedly laid off after 20 years, with a whopping 8 weeks of severance. Hello early retirement, goodbye toxic workplace.

After 6.5 years of successful remote and hybrid work, leadership decided employees must return to the office more than half the time. Despite years of strong performance, increased productivity, and record results, management couldn't even provide a basic explanation for the decision.

The announcement itself perfectly reflected the company's culture. After months of rumors and speculation, employees were informed through a Teams meeting while many of us were already sitting in the office. Cameras were off. Employees were muted. Questions were not answered. Instead, we were told to ask our managers for information that leadership should have communicated directly.

The return-to-office rollout has been just as poorly executed. Some employees have been separated from their managers, collaboration has become more difficult, and basic equipment and workspace issues remain unresolved. Apparently, requiring people to commute was a higher priority than ensuring they had functional tools to do their jobs.
What makes this especially frustrating is that employees spent years proving that remote and hybrid work could be successful. The company benefited from our flexibility, commitment, and results. Now we're expected to accept a major change without transparency, accountability, or even the courtesy of a meaningful conversation.

This experience has made it clear that employees are viewed as resources to manage, not people to respect!

Leadership seems to need a decoder to comprehend the results, so here it is.

The negative survey results are not about healthcare perks or wellness programs no one uses, they are only about RTO and the lack of flexibility.

“I am proud to work at AT&T”


Once true. No longer. Public perception has deteriorated, and when people outside the company hear about the five-day RTO policy, the lack of any real collaboration, and the absence of assigned seating or co-located teams, the reaction is disbelief. Pride erodes when policies feel performative instead of purposeful.

“I would recommend AT&T as a great place to work”


That answer is now clearly no. A mandatory five-day RTO policy for roles that historically had been remote before COVID and can be done more effectively remotely is an immediate dealbreaker for modern workers. The policy alone makes the company undesirable and uncompetitive as an employer.

“We trust the leadership decisions”


Trust is broken. Loyalty is dead. Employees do not support the financial decisions that destroyed value, nor the RTO mandate that ignored clear employee feedback. Trust cannot survive when leadership consistently doubles down instead of course-correcting.

“The company provides opportunities to support career growth”


Opportunities are narrowly concentrated in Dallas, with limited mobility elsewhere. For a national company, that is a self-inflicted constraint that unnecessarily caps growth and retention.

“Our policies and systems support me doing my best work”


They do the opposite. The five-day RTO policy actively reduces productivity, and many internal systems remain outdated and inefficient. Physical presence does not compensate for structural friction.

“The company cares about my health and well-being”


Employees feel burned out, mentally and physically, largely due to excessive commuting and rigid mandates that add stress without any benefit to the company or the employees. Well-being is not addressed by pushing unused benefits or wellness messaging while ignoring the root cause repeatedly identified in feedback.

“Do you feel changes have been made as a result of prior surveys”


No. In fact, the opposite. Employees explicitly opposed three-day RTO in the last survey, and leadership responded by increasing it to five. Feedback was not just ignored, it was contradicted. The disappearance of the prior third-party McKinsey survey results only reinforces that perception.

Did I miss anything else?

The pattern is now set and clear. Instead of addressing the core RTO issue employees are raising, leadership deflects with ancillary benefits and BS messaging. That approach feels like gaslighting, and not listening. So why should I even bother taking this next one?

If leadership truly wants different survey results, the solution is not another email, benefit rollout, or talking point. It is addressing the one issue employees are consistently, overwhelmingly, and clearly raising.

Flexibility. Trust. Results over “presence”.

That is the message of the survey, whether leadership wants to hear it or not.

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.

I've been doing this work for a very, very long time, and the best managers I ever had were the ones who listened more than they talked. They cared about their people and helped us succeed. These days, it's all talk and no substance. I don't even bother with all hands meetings anymore because there's never any real information or direction.

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).

When I say I'm drowning in work, everyone tells me to work smarter instead of harder, but how can I do that when nobody here actually removes the obstacles that make work harder than it needs to be? Until leadership starts fixing the broken processes, smarter isn't really an option.

PEP stock is sitting right in the middle of 2021's range - well below 2021's year-end close of ~$159 - Can doomed PepsiCo turn things around? How much Ramon has left in the role? Is this a real business value of our Strategy & Transformation over the last 5 years?

Chief Transformation Officer - gone. Head of Future Forward rollout - gone.

No doubt Stephanie will tell us that future forward has been a roaring success and the transformation of our business is complete - so nothing left to do for the bold leaders of the future forward program as they ride triumphantly into the sunset.

Our CRO spent way to long in the meeting this morning talking about the courting period between him and Sassine Ghazi when he was recruited from Siemens EDA. The jokes seemed edgy, with Mike Ellow joking about their bromance.

Yes, that is correct. Since we got stuck with Enrique only a few months ago Hewlett Packard has more than DOUBLED in value in just a few months. DOUBLED!!! Meanwhile we’re stuck with numbnuts dragging us to all time lows. I truly wish this was a lie. This id--t was a worse hire than Alex and that’s saying a lot.

For years I have watched my shares dwindle down to practically nothing. Day after day it’s just lower and lower. The CEO and CFO never address anything about the deteriorating wealth of its employees. It’s just exhausting and hard to work at a company that could care less about the value. The market is at ALL TIME HIGHS and we are at ALL TIME LOWS. It’s just ridiculous at this point.

Product SVP allegedly laid off. What’s the future for VCG?

CAS + CRM = Electrophysiology therapies (EPT)

Rebecca Seidel to lead.

The new COO came to NS in 2024 from UP, after years with CSX. UP will definitely make NS operate under the UP plan, expect major cuts.
Just saying!!!!!

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.

Finally we are recovering, i think this is a great long term hold with our pivot to AI

Thank you to our fearless leaders

BP will need to remove existing detrimental management and simplify its operations.

Pretty impressive reduction in leadership recently. Who is next? Will our favorite Bette Noir be shown the door? KD is a survivor and worthy player

Psychobabble email from the "dealers" i mean...leaders this morning.

Blah blah blah, we have no money. Please dont quit.

F*cking deadbeats.

Companies are no longer here for the good of their staff. It's all about the execs pay and share price. It's all illusion and spin. Everyone for themselves.

Sadly, this is how things are now and people need to accept it. Whenever I see posts that bemoan how the leadership doesn't care about us, I just shake my head. Of course they don't. They care about money. And they get more money by sc--wing the rest of us over. That's our new reality and people should accept it if they don't want to drive themselves crazy thinking how those at the top should "care about us." That's a child's way of thinking.

How much lower can the BMT leadership stoop? I’ve worked there for years and haven’t seen the DH level so incompetent, and the Management level so disconnected from the bottom. This place keeps getting worse.

Been here for 19 yrs & the nepo babies just keep being hired !!! W/O naming names, there is this RVP who hired his best friend who became RVP. Then, the first RVP hired his nephew who was a disaster that lasted 4 yrs then hired his next door neighbor & she lasted 9 months. I believe RVPs are still there & the second one is incompentent. Lacks basic skills. Terrible hiring manager. Turnover under them is like 200%. But keeps getting pay increases and raises b/c they are best buddies.

Nepotism* is the practice of giving preferential treatment to relatives or close personal connections, especially when it comes to jobs, promotions or other opportunities. In a workplace setting, nepotism occurs when personal relationships influence hiring, advancement or day-to-day decisions, often at the expense of fairness and business transparency.

That favoritism can take many forms, including:

Bypassing formal hiring processes
Awarding promotions or raises without clear justification
Assigning desirable projects to favored employees
Offering preferred schedules and flexibility
Erica Salmon Byrne, chief strategy officer and executive chair at Ethisphere, shared a straightforward example: If a hiring manager fills an open role by quietly hiring a family member — without posting the job or considering other candidates — that’s a clear case of nepotism.

Research shows just how common — and impactful — these dynamics can be. Opportunity Insights, Harvard’s economic mobility research group, found that nearly one in three Americans will work for a parent’s employer at least once by age 30. In those cases, young workers earn about 20 percent higher wages than their peers without the same connections.

Types of nepotism

Nepotism doesn’t always look the same. In most workplaces, it tends to fall into a few common patterns. Understanding those differences can help you identify what’s actually happening and why it may be causing problems.

1. Reciprocal nepotism

Reciprocal nepotism occurs when a family member or close connection is offered a role and accepts it because of personal obligations rather than qualifications. This often stems from cultural expectations, loyalty to family or a desire to preserve relationships. When favoritism goes unchecked, reciprocal nepotism can become “just the way things work,” making it harder to draw clear lines around hiring and promotion decisions.

1. Entitlement nepotism

Entitlement nepotism happens when someone believes they deserve a job, promotion or special treatment simply because of their relationship to someone in power. This form is most common in family-owned or closely held businesses, where lines between ownership and management can overlap. Employees affected by entitlement nepotism may assume advancement is guaranteed, regardless of performance, which can be particularly damaging to morale and accountability.

1. Cronyism

Cronyism looks a lot like nepotism, even if family isn’t involved. It shows up when leaders keep hiring or promoting people they already know, such as former colleagues, friends or longtime contacts, instead of looking for the most skilled candidate and the strongest company culture fit. Over time, those choices can close off opportunities for everyone else.

1. Organizational nepotism

Organizational nepotism is a quieter form of favoritism rooted in internal loyalty. Leaders turn to the same familiar people, often former colleagues, and the same names appear again and again when new roles open up. Over time, employees notice when opportunities for advancement slow — or stop altogether.

1. Reverse nepotism

Reverse nepotism describes situations where power dynamics are distorted by external relationships. For example, if a manager supervises the CEO’s child, they may hesitate to give honest feedback or enforce standards out of concern for retaliation or job security.

Advise Gateway is a J O K E! Craven is a joke. SG is a joke. Let’s push MLI’s, which will blow up at sone point , because we make more money on them. Oh yeah, let’s push Alternative Investments because we make more money on them. REG BI and KYC be damned. Jimmy you are the master at national sales.

Hate this leadership and hate how even your own leaders are su-king up to them just to save themselves instead of protecting their team

I wish her the best and appreciate what she did for all us employees during Covid and the tough times we went through. She could have laid off many of us, and most kept their jobs, or took a generous VSP. I say this as an employee and not an investor, and I will always think she is one of the best, if not the best CEO for employees. Thank you again Vicki and enjoy your retirement. From a personal standpoint you made my retirement much easier with the VSP, and I know it could of been different.

For my second assignment rotation, I scheduled a meeting with the manager of the proposed team to understand their work. He repeatedly said he was not technical and redirected me to a senior team member for any meaningful discussion. Once I joined the team, the actual dynamics became clear.
The team was composed of a handful of senior employees who had been in the same roles for many years, and a large group of junior employees. The senior members were effectively running the team: assigning projects, controlling opportunities, and shaping the juniors’ career paths. They were doing this largely unchecked because the manager's lack of capability .An unhealthy power structure. The senior employees had formed small internal cults and were actively recruiting juniors into their groups. Their influence came not from leadership ability but from the manager’s incompetence and dependence on them. When evaluating his own team members, he relied entirely on the same senior employees who were controlling the work and saving top ranks for themselves.

LC is speaking at the conference this week. Will he be man enough to address the extreme dysfunction and unhappiness in the IT function? Its absolutely miserable and most people are burned out.

Hospitals Streamline Management to Address Budget Gaps

Hospitals are increasingly cutting administrative and leadership positions. This trend aims to reduce overhead and address financial challenges. Clinical staff remain scarce and costly, making nonclinical roles targets. Care New England, Washington Regional Medical System, and Intermountain Health recently announced such reductions. These restructurings seek efficiency but may strain remaining staff.

Providence, Rhode Island

https://www.healthleadersmedia.com/ceo/why-hospitals-are-targeting-leadership-administrative-jobs-latest-layoffs

MGO spent millions on their conference a couple of weeks back. The L4 and up crew gets paid trips each year to have fancy retreats. We have people flying in for some stupid Leadership summit, and spend so much on things that do not really matter.

Redirect these kumbaya events into actual products and services, Mr. Stankey.. or just use that to pay / keep people instead of firing them in the name of AI savings.

No more layoff warning ahead !!!

Another shitTel id--t CEO after another one

Serious threats to fire anyone for chip bugs from a guy that never know how do design a CPU.

One the famous news

https://www.tomshardware.com/pc-components/cpus/intel-ceo-lip-bu-tan-stamps-out-chip-bugs-with-aggressive-new-quality-standards-says-major-validation-errors-can-result-in-termination-b0-you-keep-your-job-anything-above-that-you-are-fired

While Microsoft offers 4 millions dollars to find bugs for its ai & cloud bug bounties

https://www.zdnet.com/article/microsoft-offers-4-million-in-ai-and-cloud-bug-bounties-how-to-qualify/

Here are some new sheet ideas for those workbooks that guide leaderships decisions. I know that our country and our citizens welfare will not be factored in.

1. Plot visa sponsorship against recalls
2. Plot cumulative layoffs against recalls
3. Plot them both against labor cost per dollar earned.
4. Plot visa sponsorship growth in groups, I bet it's exponential.

Talked to a few hiring managers on Friday and they all echoed the same thing , the last few weeks were the toughest they’ve ever had to maneuver. Every open position was flooded with applications . multiple leaders recommending and putting referees for their own people , non stop calls and emails for referrals all against a deadline to hire before the end of May. Managers were grinding through 8 to 10 interviews a day, trying to balance candidate situations like urgent visa situations and ongoing medical treatments. So people who found internal roles during this time was due to strongest leadership push rather than the best skills. glad May is wrapped up so everyone can take a breath and move on. I am sure there is better way to do this ..

Standard Chartered CEO Bill Winters is facing backlash after telling reporters the bank plans to replace "lower value human capital" with AI.

The phrase immediately sparked criticism, with many interpreting it as a reference to employees whose jobs may be automated. While Winters later apologized and said he was referring to workplace transformation rather than the value of workers, the comment has continued to circulate widely on social media.

The controversy highlights a growing tension across industries as companies accelerate AI adoption. Workers are increasingly concerned that executives view AI primarily as a cost-cutting tool, while leaders argue that automation will improve efficiency and reshape job responsibilities.

Regardless of intent, the phrase "lower value human capital" struck a nerve. For many employees already worried about AI-driven job displacement, hearing senior leadership discuss workforce changes in those terms reinforces concerns about how companies view their people.

As banks and other large employers continue investing heavily in AI, expect greater scrutiny of both workforce reduction plans and the language executives use when discussing them.

Was this simply a poor choice of words, or an honest glimpse into how some executives view employees in the AI era?

Zebra became very hierarchical at the Director and VP level several years ago. It’s an acute problem now.

Seems to be deep reluctance to cull the herd of ineffective Directors and VPs, or do away with layers.

For a $6 B company Zebra is ridiculously hierarchical and top heavy these days. It didn’t use to be this way.

Part of the issue is that Zebra leadership felt compelled to promote hordes of the best and brightest, and to promote women and minorities to make a declarative statement as an unapologetic liberal leaning and DEI embracing company.

All well and good but look around today.

It’s about time these fu--ing millionaires in the C-suite open up a town hall for real questions.

Do it, cowards.

In a particular work group this morning, a detailed email was sent out instructing team members on how to handle complicated work inquiries. There were bullet points and seven different email points to use. This was done, allegedly to improve efficiency. That afternoon, with no notice at all, the name of the Teams Channel used for the entire group to communicate was changed without notice. Staff searched emails to find the notice. There was none. Finally, a team member posted the obvious question. Why? What happened? Had a notice been missed? A senior leader posted back, "No, there was no notice." Nowadays, it's easy to incite a mild panic. WTF? About an hour later, the senior leader posted again, the name change was to bring it into alliance with other name changes. And yet, no one showed the team the respect that a brief email would have provided. Employees remain an afterthought.