#leadership

I’ve been at Cisco for nearly two years, and it’s becoming very frustrating. Last year, CPF was cut to 0.61, and now they’ve split merits and promotions, basically halving the budget again. It feels really unfair. On top of that, whenever I bring up a raise conversation, my manager guilt-trips me into believing I haven’t done enough, completely overlooking my accomplishments. I’m seriously considering switching jobs, but I wonder- is it the same everywhere? Are most people this unsatisfied at their companies?

https://www.linkedin.com/pulse/atts-leadership-crisis-arrogance-financial-collapse-legacy-gnall-9qfoc/

Today, I’m feeling profoundly grateful.

Grateful for our firm’s relentless momentum. Grateful for the opportunity we all have to be part of something bigger than ourselves. And grateful—truly—that so many of you still have the privilege of calling Edward Jones your professional home.

As we continue to optimize our operating model and accelerate strategic priorities, we are making some difficult but necessary adjustments to our home-office footprint. Change is hard. But let’s remember: not everyone gets a seat on a rocket ship. If you’re still strapped in, that’s because your work, your attitude, and your resilience have earned it.

To those impacted by this redesign: thank you for your service mindset and the seasons you’ve invested in our purpose. You should leave with your heads high, knowing your contributions enabled this next chapter. I’m confident you’ll land on your feet quickly; after all, talent rises.

To those who remain: this is your moment. Lean in. Do more with less. Embrace the ambiguity that comes with growth. Our clients, communities, and colleagues are counting on your extreme ownership. Let’s turn this into a masterclass in execution—fewer silos, faster decisions, bigger outcomes.

We talk a lot about gratitude here. Let’s practice it. Be grateful for the work on your plate. Be grateful for the challenge in front of you. Be grateful for the chance to build what comes next. Opportunities like this don’t come often.

Onward—driven by purpose, powered by performance.

but when he needs someone to run something he hires all the old folks. He brought back Bonnie G out of retirement as a consultant, and has now move Sue J to run the transformation team.

What’s the point of skip-level meetings if only 'yes people' are chosen to speak, offering nothing but watered-down opinions?

Wonder why Ford is in it's present position.

He is going to go on another firing rampage.

Flashback... apologies if you already saw it and for posting something a bit old(ish), but I just remembered this one...

(FORTUNE MAGAZINE)

https://www.instagram.com/reel/CyEBnomL1RP/

IBM’s CEO thinks AI can do his job. Well, some of it.

“There are elements of repetitive, white-collar work in my job that AI could do,” Arvind Krishna told Fortune at the #CEOinitiative conference this week.

“But decision-making, creativity, collaboration with people, empathy—those are not things AI can do,” he said.

Krishna maintained that AI will create far more jobs that it will eliminate. “10-20% of job displacement may occur, but probably 30% new jobs will be created,” he said. AI is a “wonderful technology,” Krishna concludes.

The marketing person that came from Peloton. The new logo has been nothing short of spectacular and customer growth is at a record pace. Keep up the good work and don't ever leave.

https://www.aboutschwab.com/leadership

Look at all those smiling faces!! Happy, rich & convinced they work harder & deserve more than everyone else! So proud & accomplished as they send out surveys to support planned pay cuts for everyone but themselves & their club.

Let’s vote here (where our voices actually count just as much as they do at CS):

Which EC member deserves a pay cut the most??

Morale is so low that most people just do enough to get by. I used to care a lot, but now I wouldn’t even mind if they let me go. I’ve started applying elsewhere because this place doesn’t make you feel valued anymore.

I was hoping for more answers but it was good to see who our new CEO is and he seemed okay. Any other opinions?

1. America first - Shipment of jobs to the CEO's and CFO's is a conflict of interest.
2. Eliminate the prior regime's dross - The use of consultants at Waters has wreaked havoc.
3. Use qualified ppl. for leader roles - Rewarding the LT's cronies has NOT worked out well.

I'm watching the dumpster fire with me popcorn.

How is MW's relationship with sweet Daddy T? Is it good, and is it as good as his relationship with Jim Cramer?

Both ELT and now SLT appear focused on hiring primarily through Rogers Communications’ network of associates - aka, friends.

Simply reshaping the organizational structure will not drive real change that's needed. The company is not functioning as a truly international business, but rather as one directed by individuals whose decisions risk undermining its future while their personal connections receive disproportionate advancement.

A reporter asked a Marine. "Why are Marines so good at what they do?" The Marine replied, "Officers Eat Last."

Yes, it is a common practice and a widely held belief in the Marine Corps that officers should eat last. This isn't a strict rule, but rather a symbolic gesture and a practical demonstration of putting the needs of their subordinates (enlisted Marines) before their own. It emphasizes the principle of selfless leadership and prioritizing the well-being of the team.

Here's a more detailed explanation:

Symbolic gesture:
The act of eating last in the chow line reinforces the idea that leaders are responsible for the welfare of their Marines and that they prioritize their needs.

Practical application:
In the field, junior Marines are often the ones doing the most physically demanding work and need to be properly fed to maintain their energy and readiness.

Leadership principle:
This practice is deeply rooted in the Marine Corps' leadership philosophy, which emphasizes service, responsibility, and putting the needs of the team first.

Beyond the chow line:
While it's most visible in the chow line, the concept of "leaders eat last" extends to various aspects of Marine life, where leaders are expected to make sacrifices and ensure the well-being of their Marines.

Not just a saying:
While some might consider it a saying, it's a practice that many Marines take seriously and strive to uphold.

I never knew this but subscribed to this philosophy for some time now. Focus on serving other versus self-serving.

There is no Leadership here. Just Management and plenty of poor of it. They oughta start calling these aholes EMT and not insult what a leader should be

Heard a couple of Sr. Managers gone today.

Ulf’s org is the flavor of the week.

Wow what a bunch of useless fluff. They do not sound positive about the future at all. Pete is giving me bad vibes. He’s basically blaming everyone else for Carelon problems.

Well I expect zero useful information at the Townhall tomorrow. Anyone else agree?

Did Jacob just accepted that Roche is a serious competitor? Never seen he accept or agree about a competitor before and losing train of thought and not looking confident is not good. Does Roche have something that’s really a threat to Illumina? He had a plan for Ultima but nothing for Roche.

Usually have no experience managing people, are entitled, and just look out for themselves. Then, as soon as they get promoted, they leave AT&T and go elsewhere. The cycle repeats and a new LDP is promoted by manager. Hopefully my experience is unique but honestly I dislike working for them.

I was recently speaking with a friend who asked me about JD who she worked under at Bain. After listening to my rant, she expressed surprise that he was focused on DEI at Nike. She said that certainly wasn't the case at Bain as evidenced by the fact that once she became pregnant she quickly learned the company had no maternity policy. I thought JD was always singularly focused on serving his troops? When I mentioned that JD was now the AD at her alma mater Stanford, she just winced.

Every decision made, he’s the poison behind it. Guess you can keep a job while you’re getting revenge on Neustar

It's been almost two weeks and our group has heard nothing beside the Ellison town hall. We're not even sure who we all technically report to now. Wondering if it's the same in other parts of the company.

Fire GM will ya!

McKinsey’s strategy cycle is straightforward: design, mobilize, execute. It’s not rocket science. You decide what you are, you back it with resources, and you deliver with discipline.

Verizon had every chance to do this. The consultants were in the building. The frameworks were there. The slide decks were polished. But instead of running the cycle, the company cherry-picked the buzzwords and skipped the hard parts.

Design – What Are You, Really?

This is where the cracks showed first. Verizon never answered the basic question: are we a premium network, a media company, or a 5G pioneer? Instead of choosing, leadership tried to be all three. That’s how billions vanished into AOL and Yahoo while 5G was oversold as the silver bullet. A serious design step would have admitted the obvious — the real fight was with T-Mobile — and built around Verizon’s one true edge: the network.

Mobilize – Strategy Stuck in the Slides

Mobilization is about turning strategy into motion. Verizon never did. Money went into distractions instead of spectrum and customer value. Employees weren’t empowered. Decisions stayed locked in Basking Ridge PowerPoints. On paper, the strategy looked world-class. On the ground, nothing moved.

Execute – Where the Market Called the Bluff

Execution is the test, and Verizon failed it.
• The assumption that people would pay extra just for “5G” was never proven.
• T-Mobile stole the momentum and the growth narrative.
• Layoffs and outsourcing drained morale and capability.
Meanwhile, the “next big thing” — AI, fiber, customer experience — never got launched.

The Market’s Verdict

The stock says it all. Verizon hovers at $44 and might push $48, but that’s not growth — it’s dividend math. Wall Street treats it like a bond proxy because that’s what it has become. The growth stories — Oath, 5G, “the network of the future” — no longer convince anyone.

The Punchline

Verizon had the McKinsey playbook in hand. Hans and Sampath had the consultants, the frameworks, the binders. What they didn’t have was the discipline to use them.

And that’s why Verizon isn’t seen as a growth company anymore. It’s a dividend utility dressed up in strategy slides.

Associates no longer trust leadership because of their random layoffs. Hopefully those who are still there will remember the dynamics when the next associate satisfaction survey comes out. The typical cycle happens in that the Site Leader will bring in a modest lunch to give the impression of associate appreciation before they drag everyone thru the dirt for the following 11 months. For those who stay long enough to feel like you're being loyal, consider all of the holiday seasons you miss out on before they lay you off

Schwawesome Leaders, Where is the efficiency gained by AI? Whose head should roll?

These surveys are beyond RIDICULOUS…there is no REAL changes from them just more busy work!!! We as managers and Directors are not typically the issue but we have to fix it and create a goal..wtf?! The insanity in senior leadership is running wild. Employees want better raises/AIP, more PTO, TO WORK FROM HOME, to not need to use 6 platforms looking for pieces of information and for sh-t to just work in general. He-l I settled for not having too reach out to 20 people looking for simple answers. As line level manage and Directors we can tell our Staff VP’s til we are blue in face about raises and AIP needs but it doesn’t matter! That is if you have a Staff VP that will give you time to discuss anything!!!

This can't be normal, right? This is my first real corporate job, so I don't have much experience to go off. However, I've only been in this role for five, roughly 6 months. There have been multiple layoffs since I joined the company, is it always like this? I have had three different managers in the span of pretty much six months... what is going on?

Send a message. Do not attend. We have made clear what has to change and they have no intention of doing it. Do not give them any more of your valuable time to gaslight you into thinking everything is great. The only healthy way to handle an abusive partner is to go no-contact. Expressing your misery only makes them feel powerful.

Obviously MarkB is gone and James is interim.
BUT, not too long ago Madhu was ousted and Chad Westlake started and left in what seems like a quarter (maybe 6 months).
Is there a CFO?
Who is running the company?

Could have sworn that Bain would have kept him. Brutal. Wonder what his exit package is? Who is next?

Shweta Bhatia 7 month tenure as CTO.... what did she do?

Does anyone have any insight? Management has sent numerous emails encouraging the team to attend. Management has never cared in the past about Town Halls!

…and stay for more leader insights at EG Conference 2025.

Like, who in the F is clicking on that?

Seriously.

what culture changes have you noticed over the last 5 years?

A LinkedIn post that opens “this week was a good one”. Like, how about you GFY, Kelly?

Stop the personal gain and gutting the rest of the people that keep you where you are SC*M! Take your bucket list agenda somewhere else!

I find it shocking that after months of uncertainty and fear, leadership can't be bothered to (1) guarantee a phone call to discuss your fate or (2) loop in lower level managers to have that conversation.