#leadership

Let’s use this thread to discuss how many layers of management are between you and the CEO. Then also mention how many direct reports each manager has.

I will start. There are 7 layers of management between me and the CEO. My manager has 3-4 direct reports. His boss has 3 direct reports. His bosses boss has 2-3 direct reports. His bosses bosses boss has 2 direct reports. Above that guy? 3-4 reports again. If we use simple Graph Theory with rooted trees, and stochastic branching processes. We can extrapolate that no level of management is doing much. If you cannot understand what I’m talking about. Well that will tell you where this company is going.

Let’s discuss rebadging and layoffs here exclusively.

Ideally we would keep discussions about layoffs and rebadges right here. Discussions get pushed down as new posts come in. However your own interactions with posts are recorded. If you comment on this post this site will continue to alert you about other comments on that thread. It’s still effectively anonymous unless Verizon knows someone that owns this domain. Which given how tone deaf leadership is around anything discussed here. It’s unlikely that is the case.

In the name of ai, he brought his stooges and now ki-ling actual working groups in verizon. He is super biased toward enterprise ai group led by hi* no respect for other groups who have shown millions of actual saving on ground. 0 fair chance for others to even present their work.

Curious, does anyone else feel like there’s a “Club” for Directors and above and then there’s everyone else. Our Sr Leadership is so completely out of touch with the reality of this company and have no clue what the groups they “lead” actually do, Managers just don’t care anymore to the point that they’re absolutely useless, and then there’s those trying to get the work done in completely broken systems. Is it the state of the current workforce and corporates, or is it just Enbridge that is COMPLETELY F’ING BROKEN!?!

It isn't to get insight into ideas to improve the business and employee relations. It's about trying to figure out who is posting confidential information here. They want to know who is leaking.

https://en.wikipedia.org/wiki/Lions_led_by_donkeys

Thank you for coming to my TED talk!

The Commercial Central Area did not show up in FY26. New Area and Operation Leaders are needed. The other areas have their act together based on all the accolades they received.

This place is a f'n joke! Surplusing employees while vendors (his vendor) are adding complete unnecessary teams (and they are boasting about having him in their pocket and the promises he has made to them). This vendor rep was boasting about it this week right in the center of 7th floor. Many of us heard it! Our CIO is pushing his agenda while long term good employees getting sc--wed. When does it stop? Mark my word- we will all be gone soon. I have over two decades with T and I have never seen anything like this mess. It is not strategic, it is self motivated by our "leader".

They’ve hired another PayPal leader, and I’m honestly very happy about it. At this point, anyone would be an improvement over Tanya J. and Nancy C.

I just hope the new leader recognizes how much of the old leadership culture is still holding us back—and how slowly some teams in the digital space move.

I also hope they take a hard look at the ridiculous structure we have today, where it takes 5–6 stakeholders just to get a single button added to a digital page.

I’m really hoping this brings a meaningful cultural shift, with more accountability, faster decision-making, and a lot less bureaucracy.

Pretty wild that we have to take a quiz on the company strategy. The same strategy that took 4 hours to even explain. Does he really think we are that stupid? 😆

Had an inside talk with a supervisor from CRU and things aren’t looking good they are feeding us lies on top of lies our leaders aren’t for us

Mandate from management to ensure BTC expats in the US rank well as “these are the future leaders of the company” which means you will not be ranked well.

Most of the people working here today probably won’t be here three years from now. That’s the part “leadership” seems to be completely missing.

There are huge numbers of employees already past Rule of 75 who are just waiting for the right severance offer or their retirement date, whichever comes first. Add in everyone without a pension who is already looking for the exit, and AT&T is about to lose an enormous amount of institutional knowledge. And who’s replacing them?

AT&T has spent years cutting, freezing, consolidating and making the place less attractive to the exact people who are supposed to become the next generation of experts. You can’t keep gutting the workforce and then act surprised when there’s nobody left who knows how to do the work.

Stankey is right that demographics are a problem. He’s just looking at the wrong side of the equation.

The answer isn’t simply squeezing more work out of fewer people. It’s retaining the people under 55, developing replacements before the experienced workforce walks out the door, and actually giving talented people a reason to build a career here.

Instead, we’re making the job less attractive with 5x RTO, cutting benefits, cutting headcount and watching experienced people walk. You can’t retire decades of knowledge and replace it with a PowerPoint and a new hire.

AT&T is going to find out very quickly that you can’t cut your way through a talent shortage.

Everything is a scheme for these guys. But is not happening here according to our trusted, reliable and honest leaders!

www.justice.gov/usao-ma/pr/eleven-indian-nationals-charged-visa-fraud-conspiracy

Does anyone know when the news of Evicore selling out would be public? There are a lot of rumors around. And leadership is useless: no clarity, no announcement.

are employees seeing any improvements in the work environment with the new leadership?

In my experience, sales leadership at Dell has become heavily weighted toward internal compliance, forecasting, quota enforcement, and protecting the company’s financial objectives, rather than developing and advocating for the people responsible for generating revenue. There is limited understanding of the individual seller’s business, customers, pipeline dynamics, or long-term career goals.

Effective sales leadership should add value by coaching, removing obstacles, advocating for appropriate compensation and advancement, challenging unrealistic quotas, helping resolve compensation issues, and developing talent. Too often, those responsibilities are secondary to simply managing the number and enforcing corporate direction.

The result is a management structure that can feel more administrative than leadership oriented. When managers are unable or unwilling to advocate for their people whether around promotions, compensation, quota fairness, career development, or legitimate business challenges it raises a fundamental question about what incremental value that layer of management is providing to experienced sellers.

Strong sales organizations need leaders who develop people, understand the business, advocate upward, remove barriers, and lead by example not simply communicate decisions downward and hold sellers accountable for the outcome.

Although I generally agree with the sentiment towards Sarah London, this would not have happened if our elected officials had crossed party lines to solve the issues with the cost of health insurance. Thanks to our friends in DC, people lost health coverage because it is unaffordable resulting in businesses losing business, resulting in the workers long jobs.

After reading so many posts about toxicity, internal politics, work culture, terminating good employees and demotivation. I am curious as to what is the leadership mindset? Have the good leader beed fired too?

Sentara Health is laying off approximately 220 employees due to operational needs. This reduction is part of a larger elimination of 400 positions, with many already vacant. The company is discontinuing certain Medicare Advantage Prescription Dr-g plans at the end of the year. A third of the affected workforce held leadership roles. Impacted employees were notified and will receive at least 60 days' notice.

Virginia Beach, Virginia

https://www.wtkr.com/news/in-the-community/virginia-beach/sentara-health-announces-plan-to-lay-off-200-employees

When the Storm Hits, Stand Tall

I know there is anger. I know there is confusion. I know there are people walking into this week carrying disappointment, fear, and a whole lot of unanswered questions.

Layoffs hurt. Watching positions disappear and seeing people you respect suddenly face uncertainty is hard. And honestly, it is hard not to want to lash out.

But as we walk through this storm, remember something: you are bigger than this moment.

Take the knowledge you gained. Take the experience. Take every challenge you overcame and every lesson you learned, and use it to build what comes next.

It is okay to be angry. It is okay to be hurt. Acknowledge those feelings, but don’t let bitterness become the thing that carries you forward.

Because bitterness doesn’t hurt the company. It doesn’t change the decisions that were made. It only weighs down you.

So show the world what you are made of.

Be the leader. Be the supervisor. Be the mentor. Be the coworker who reaches back and helps someone else stand up. Be the strength that so many of us have already seen in you.

Hold onto something during this difficult time. Your experience. Your character. Your family. Your faith. Your dreams. Your next opportunity. Whatever gives you a reason to keep moving forward.

And remember: sometimes a company’s loss becomes the beginning of your greatest opportunity.

They may have made a decision about a position, but they do not get to decide your worth, your future, or what you are capable of becoming.

We are stronger than the anger.
We are stronger than the disappointment.
We are stronger than this storm.

Let them have the corporate game. We’ll take the lessons, keep our integrity, and build something better.

Hold your head high. Keep moving forward. And when you come out on the other side of this, make sure you recognize the person who refused to let a difficult chapter define the rest of the story. ❤️

Fear tactics, low morale, revolving door, broken trust... All of which BNY leadership has hit, and then some. We need a completely new leadership if things are ever going to improve.

They could have added a zero to the six and nobody would have batted an eye. We have so many completely useless VPs who are somehow always safe. Not hard to figure out why. (hint: nepotism/cronyism)

When I first joined, there was a real sense that people cared about the work and about each other. That's mostly disappeared now. Years of changes have completely stripped away whatever it was that made the place special, and we're now at the point where loyalty and experience don't count for much. It's depressing watching a company lose the culture that made people want to stay.

I've seen people move to positions with more money and more prestige, and most regretted it because in the end, it cost them their families. Fiserv is not kind to anybody, and the higher you are (outside of the C-suite, of course) the more you're expected to do. I'd rather have my time than their paycheck.

Mehta couldn’t even be bothered to attend the Town Hall in Camden today. Left Nino swinging in the wind…

No president's club this year!

Apparently everything is going great blah blah blah. Not one mention of the stock imploding in July and $70B of IBM market value evaporating. My take away is that these "leaders" are professional liars and con-men/women.

Why so many executives and team members from Network moved under Vivek?
What’s the end goal ? There is Network SVP reporting to Vivek. They used to be peers.

Any leaders willing to share info from the town hall later today???

For those of you who were asking for her departure your wish has come true. D. Fleming is “retiring” another EVP bites the dust. So when will Tom bite the dust?

I work as a nobody sitting on the SLT floor everyday. They don’t even like using your bathrooms and call people that don’t work on the SLT floor “the people down there”. Do you think they care about anything you write here? They are too busy group texting each other d-mb selfies from sports game suites.

If the buzz is true, a lot of SLs are facing a demotion to G7 or getting cut, but the group squad leads will probably keep their G8 status.

Thanks for attention to this matter!!!

I keep reading these posts about Verizon having once been a utopian workplace and a pure meritocracy. I joined in 2010 and it was anything but. It was more profitable and had a better network than its competitors but it was no meritocracy. There were lots of incompetent "leaders" and DEI had nothing to do with it because they were not minorities. It was also very cliquey.

So when was this mythical golden age that I missed out on?

Overworked teams, siloed decision making, two inept VPs. When will things change? These changes post re-org have made everyone feel miserable and the work has suffered.

Where to begin? Are you looking for a masterclass in how to turn a talented team into a dysfunctional organization? Congratulations, you found it in the L3Harris talent acquisition organization!

Talent Acquisition should be strategic and proactive arm of a successful company. Instead, this feels like a live demonstration of what happens when leadership has big ideas but no strategy, opinions but no expertise, and meetings (so many meetings) but somehow still doesn't understand basic communication.

There is a remarkable disconnect between what leadership thinks is happening and what is actually happening. Decisions are made without input from the people doing the work, priorities change without explanation, and initiatives appear with little strategy, ownership, or understanding of execution. Don't even get me started on the metrics they make up on a whim with 0 insight or strategy.

The most impressive part is the confidence these "leaders" have. They repeatedly demonstrate a fundamental misunderstanding of the problems they're responsible for solving and somehow remain completely convinced they're solving them.

Strategic planning seems to mean reacting to the latest fire or "urgent request from senior leaders" and then wondering why everyone isn't following a plan nobody actually understood.

Accountability? Apparently still in beta testing.

Communication isn't much better. Important information is unclear, inconsistent, delayed, or shared after decisions have already been made. Teams operate in silos, employees fill in the blanks, and knowledge sharing seems to depend on whether you happened to be invited to the right conversation.

For a TA organization, the lack of knowledge sharing is almost impressive and leadership is still at the helm, proudly steering a ship that has been sitting at the dock for years.

The frustrating part? There are genuinely talented people here. People who care about recruiting, candidates, the business, and doing great work.

Good luck

Doesn’t bode well for J2 when he wasn’t even invited to the call. Clear ego-rift forming.

Hans special advisor contract extended another year. I guess management feels it would be cruel to lay him off during a tough job market