#leadership

Sales has been given some great products & tools since 2001. Them & Capital Management has largely been insulated from the changes. Yet, year after year, they dramatically underperform. Time to get close & get a microscope & do a colonoscopy w/o the sedation.

The function I work in hasn’t communicated anything about the reorg. Leaders did one initial communication that gave no information, and they said more will be communicated when information is available. It’s now August and still NOTHING. So now we’re all stressed and anxious, which isn't good for focus, productivity or safety. And we’re wondering: Do our leaders even know what their fate is let alone what ours is? Or does leadership even realize the affect that their lack of communication is causing? This lack of communication feels so disrespectful and manipulative. Just giving us a timeline would make people feel better.

BNY has perfected a new corporate art form: mid level managers who treat LinkedIn like an audition stage and themselves like a microphone.

Every leadership post, every transformation slogan, every intern’s “growth moment” gets amplified instantly — not because it means anything, but because it might be noticed by someone above them.

It’s all about personal branding and no backbone.

On this forum, employees describe a culture where honesty is a liability and silence is survival. Yet on LinkedIn, these same managers gush about leadership, culture, and “the journey,” as if repeating the script might magically make it true.

PLEASE STOP! These are not emerging leaders. They offer no insight, no action, no original thought — just a chorus of upward aimed applause designed to look like emerging leadership.

Come on. You know exactly who I’m talking about – the typical brown nosers and chapped lips sympathizers always rushing to amplify every leadership quote, transformation slogan, or intern level “growth moment.” Call it “personal branding by echo chamber.”

The reality is that the louder the amplifiers cheer online, the quieter they are when it matters — especially in rooms where truth would actually help people. It’s not leadership. It’s survival theater.

Everywhere you look there’s a constant stream of BNY human amplifiers performing relentless positivity, endorsing perspectives they never practice and celebrating changes they privately fear.

I wonder why this has become the fabric of our current culture. Perhaps because at BNY, the safest leadership move isn’t speaking up. It’s saying nothing original and applauding everything.

Echoing power is the only growth strategy that actually works. And as far as the backbone part — Authenticity isn’t rewarded. Agreement is.

There are 14 people at TIAA on the culture team...10 of which are Sr Directors or VP. I had no idea we had such an emphasis on building positive culture here.

The title says it all

I’m a former TDP. I’m exactly the kind of employee this company should be doing everything it can to keep.

I like the work. I like my team. I like my role. If it weren’t for RTO, I’d probably be here for a long time.

Instead, everyday I spend more and more time wondering if it’s time to leave. Not because of the work, but because of what the pisspoor leadership has turned this place into.

The morale is the worst I’ve ever seen. It feels like an “us vs. them” culture now. People aren’t motivated to go above and beyond anymore. They’re burned out, frustrated, and just trying to get through the day. Everyone is doing the bare minimum, checking the box, and says “who cares?” when a problem or a challenge arises. Nobody here feels valued anymore.

I’m burned out from a long commute that adds no value. I now work fewer hours than I used to because the time I spent getting ahead is now spent sitting in traffic. I’m less productive, less motivated, and honestly just exhausted. I’m worried if I stay here much longer it will destroy my work ethic.

We tell customers they can connect from anywhere, yet internally we act like our own technology isn’t good enough for us to use ourselves. How does that make any sense to anyone?

What frustrates me most is that I want to stay. I enjoy the work. I have a great team. I don’t want to start over somewhere else even though I know I could. But every day this RTO policy makes that decision to leave a little easier.

If leadership is wondering why the younger employees aren’t staying, maybe stop asking why they’re leaving and start asking why you’re giving them reasons to. The job isn’t pushing us away. Leadership’s decisions, RTO policy, and resulting toxic culture and rock bottom morale are.

John Harrobin is a total charlatan. Knows nothing except how to cut prices to gain volume. A Monkey could do that. Zero marketing skills and a nepotist to boot. He will be the undoing of.our company.

We keep having surplus actions yet, ATS/Legg keep hiring Rodgers+Canadians leadership.. Help me make sense of this.. Atlanta is turning I to Toronto

Interesting to see a new kid on the block taking on CTO role from a smaller company. Good luck to him. The last guy lasted 3 years and I thought he was good.

​If Verizon ran the Yellowstone Dutton Ranch, quarterly earnings calls would sound like land-war council meetings, and price hikes would be enforced at the train station.

​Comparing Verizon's leadership landscape, navigating subscriber churn, massive debt, price inflation, and fierce 5G competition, to the flawed, ruthless cast of Yellowstone reveals striking parallels in how both protect their respective empires.

​Dan as John

​The Shared Flaw: Entrenched stubbornness and forced transition.

​The Parallels: Just as John Dutton fights tooth and nail to defend the boundaries of the ranch against modern shifts, Dan took the reins to salvage an aging telecommunications titan facing subscriber erosion and fierce price wars. Both act as heavy-handed patriarchs brought in to enforce discipline, consolidate power, and demand total compliance across all business units, often viewing changing market dynamics as something to be subdued rather than adaptively embraced.

The more participation, the more information that they don't want us to have. Spill it.

With DT “resigning” and RA interviewing what are we thinking for next leaders? The turnover and churn is exhausting.

Seems earnings call moved to afternoon , GN&T changed to N&T, most leadership calls moved to afternoon.. is it obvious??

How is it possible to continue with an organization Senior Director staffed with zero revenues going on 2+ years?

Use that budget to support Customers and grow real revenues.

Competiton is real. DEI is not.

Thanks to the foundation laid by ML in his short tenure, the stock rebounded today. Than you ML. 🙏 Let us hope this new leadership does not wreck it.

Has anyone had a restructure meeting with their team/leadership?

to tell the truth when lowell mcadam's made all these bad aqusitions and cause a incredible amt of debt to this company,you know what im talking about,the arrogance of the wireless side of the company,nickel and diming the customers for 30 years.lowell pitting non-union against union workers,do you really think that you can come back from all that B.S also you think that most of the employees in verizon give two craps anymore,maybe at one time most did,but i dont think so anymore.most people here are just making end meat in these times .so you think hip hip horray go Vteam means anything,wake up and smell the coffee

Heh-heh. Did you see these guys this morning?

Fiserv drops at the open and suddenly the Lyons Widows are dancing around like they just inherited Webistics. “It’s collapsing!” “Takis is finished!” One stunad was probably pricing a commemorative plaque.

Then the stock claws almost the entire dip back and finishes in the same general neighborhood as the Dow and FIS.

Now, suddenly, everybody’s quiet.

These people don’t understand stocks, fundamentals, or companies. They understand refreshing a red number and becoming emotionally aro--ed. The market gives them fifteen bad minutes and they think they’re Warren Buffett. Heh-heh.

And this obsession with Lyons? Madonn’. The man leaves behind a crater and they defend him like he personally tucked them in at night. Takis inherits the mess, the stock fights back after bad guidance, and they’re disappointed it didn’t go bankrupt before lunch.

They’re not investors. They’re hecklers with Yahoo Finance open.

Commendatori, Takis. As for the glorified Lyons fan club, next time wait until the closing bell before you start licking the frosting off the bankruptcy cake.

Historical look how VZ management chaned, whatwere thesignals everyone missed.Using Verizon as a case study, there were several governance signals that, in hindsight, suggested the board was becoming more active before the October 6, 2025 CEO change. Here are the key items professional investors often watch:

1. Lead Independent Director gains prominence. Daniel Schulman was elected Lead Independent Director in December 2024, replacing Clarence Otis Jr. The lead independent director often becomes the board's principal counterweight to a combined Chairman/CEO. By itself this is not unusual, but it can indicate the board wants stronger oversight.
2. Board succession language. Read the proxy's Corporate Governance and Compensation sections for discussion of CEO succession planning. Boards rarely say a change is coming, but expanded discussion of succession planning can signal increased focus.
3. Executive compensation versus performance. Look for:declining customer growth,missed financial targets,reduced incentive payouts,
   changes in long-term performance metrics. When compensation committees alter incentive plans, they may be responding to business underperformance.
4. Sell-side conference messaging. In September 2025, Verizon executives continued presenting strategy to investors. If management's messaging remains optimistic while operating metrics continue deteriorating, boards sometimes conclude a different leadership approach is needed. This is more meaningful when combined with board actions rather than viewed alone.
5. Sudden leadership change. On October 4, 2025, Verizon's board immediately replaced Hans Vestberg with Daniel Schulman as CEO. Vestberg became Special Advisor, while Schulman moved directly from Lead Independent Director to CEO. The board later disclosed these changes in an 8-K.
   For Verizon specifically, one sequence that stands out in hindsight is:
   December 2024: Schulman becomes Lead Independent Director.
   2025: Continued competitive pressure and market-share concerns.
   October 2025: Schulman is elevated directly from Lead Independent Director to CEO, replacing Vestberg immediately.

The next All Employee Meeting is at a CEC so they can turn the hype-meter up to 1,000 and not take any tough questions from people at HQ who actually know what they’re up to.

What happened?

As a long time WF employee and working in CAO for past two years, I have never witnessed so much workplace dysfunction and nepotism. I felt the need to urgently bring to your attention a severe and accelerating crisis within the Chief Administrative Office (CAO), led by Chief Administrative Officer Executive (EE).

The CAO organization is experiencing an unacceptable moral decay and operational drain, directly caused by the volatile and autocratic leadership style of its executive. What was once a high-performing division is now defined by a hostile work environment, blatant nepotism, and a systematic erosion of trust. Senior leadership intervention is no longer just recommended, it is immediately necessary to halt the departure of our top talent and protect the institution.

Key Issues Requiring Immediate HR and COO Action

Systemic Nepotism and Incompetence: Individuals with pre-existing personal relationships with the CAO are consistently fast-tracked into senior positions despite a demonstrable lack of competence or qualification. Qualified internal candidates are routinely bypassed in favor of personal acquaintances, undermining meritocracy and operational integrity. Some of these folks are located in UK and not qualified to run a program at a local credit union.

Volatile and Toxic Work Environment: The CAO repeatedly exhibits disrespectful, abrupt, and hostile behavior toward staff. This high-stress atmosphere creates a culture of fear where employees are discouraged from raising legitimate concerns or offering constructive feedback.

Severe Talent Drain: High-performing, long-tenured employees are leaving Wells Fargo in alarming numbers specifically to escape this volatile management. The constant loss of critical institutional knowledge poses a direct operational and strategic risk to the enterprise.Poor decisions are being made.

Required Actions:
To restore integrity, morale, and productivity within the Chief Administrative Office, we call on Executive Leadership and Human Resources to take the following steps:
Independent Leadership Review: Initiate an immediate, anonymous 360-degree review and climate assessment of the CAO organization, conducted by a neutral third party or dedicated HR task force, to evaluate leadership behavior and psychological safety.
Audit of Recent Hiring and Promotion Practices: Conduct a thorough audit of all lateral hires, promotions, and senior appointments made within the CAO division over the past 12 to 18 months to ensure compliance with Wells Fargo’s equal opportunity, merit-based hiring standards and anti-nepotism policies.
COO Governance Intervention: We request that the COO's office establish direct oversight metrics for CAO attrition, employee feedback, and organizational management until stability and professional standards are restored.
Wells Fargo cannot afford to lose talented, dedicated professionals due to unchecked personal misconduct at the executive level. We urge HR and COO leadership to act swiftly to protect our people and our organization.

Is there a more pretentious and annoying group of people than Sr. Principals? I swear every single person in that role, male or female, are kind of dou--e bags. It’s all the worst qualities of a someone who’s a director but didn’t have the people and leadership skills to become a director.

https://www.conocophillips.com/news-media/story/conocophillips-announces-planned-leadership-succession-andy-obrien-named-president-and-ceo-ryan-lance-to-assume-transitional-executive-chair-role-konnie-haynes-welsh-appointed-cfo/

The worst that ever led a Fortune 50 company

There appear to be further layoffs underway, with additional restructuring anticipated. Has anyone heard any credible information about the scope, timing, or areas likely to be affected?

Pembina has become an increasingly difficult place to work, particularly regarding leadership, organizational direction, and opportunities for professional fulfillment. The company’s recent performance also raises questions about whether its strategy is sustainable. Its reliance on commodity hedging and expansion into areas where it may lack sufficient expertise creates concern about long-term planning and execution.

From an ownership perspective, the organization appears increasingly driven by short-term financial priorities rather than talent development, effective planning, operational discipline, or a clear strategic vision. Stronger leadership, transparency, and organizational focus are urgently needed, perhaps something that JS and his gang is missing.

Anyone catch that LA mansion trip

Nike Budget Meeting:

'Sorry everyone, we're in really tough times. No raises. No team lunches. No travel. No new hires. Please share a stapler with three departments.'

Meanwhile...

'Book the 37-bedroom Beverly Hills mansion, fly in the athletes, reserve the Michelin-star restaurants, add a private chef, hire a DJ, extend the trip into a family vacation, upgrade everyone to first class, and if the infinity pool doesn't overlook the Hollywood sign, we'll need another mansion.'

Leadership:
'We're all making sacrifices'

Some leaders are remarkably skilled at standing near innovation and taking credit for the temperature.

They wander through the work, ask carefully rehearsed questions, nod with executive concern, repeat whatever language is currently fashionable, and then disappear before anything difficult requires courage, judgment, or accountability.

Their greatest innovation is turning self-promotion into a full-time position.

While talented people build, test, fail, solve, and push through resistance, these leaders focus on the truly important work: remaining visible, politically protected, and conveniently adjacent to every success.

No meaningful decisions. No barriers removed. No risks taken. Just endless positioning dressed up as leadership.

It is an impressive performance, really.

To contribute so little while appearing so important requires a very specific kind of talent. Real innovators leave behind better products, stronger teams, and meaningful progress.

Performers leave behind meeting invites, talking points, and the lingering question of what exactly they do all day.

It seems like a lot of managers and executives are taking their time.

I'm not sure if people really know what AI is and how it can help

We have it but are limited to how much we can use it for.

Elon announces he wants to have mobile service via Starlink, and the TMUS stock drops to $172 a share. This POS is down $50 a share over it high in March of $221 a share. That's some awesome executiving.

https://finance.yahoo.com/markets/stocks/articles/spacex-starlink-threat-sends-t-110144114.html

Where is the acknowledgment? Everyone is posting open roles… “join an amazing team at an amazing brand!” Is this a joke? $11K less on average? Seriously? Many of us felt it, but were assured the “2x yearly” salary check caught and fixed these things. They even declared pay equity across the spectrum at one point. How does DEI leadership even sleep at night? How does anyone stay in these roles? Money? Stock? What’s your soul and integrity worth? Not much, apparently.

Why are people so chicken shiiit scared to post names, initials, products, groups, or orgs on an anonymous site? These FCKRS have destroyed 10s of thousands of lives. They should be called out. Call them out!!

The amount of work getting dumped on people after the layoffs is honestly ridiculous. They’re putting new supervisors into roles they don’t even know yet, then expecting the people who’ve been around forever to basically train them and keep everything afloat… all with no extra pay. Leadership really sc--wed over both the new sups and the employees they’re now relying on.

Lambert leaving L3H was not a significant surprise. No need to dive deeper on that, we all know why.

Chris Melito is in now. Are we just checking boxes and filling roles? WTF!

My boss keeps making consequential statements in supervisor calls, allowing people to react to them, and then later reframing or correcting what she originally said. It’s maddening.

The whole team then misunderstands or panics over her statements badly enough that she has repeatedly needed to issue corrections.

For Gods sake please leave John. Nothing you will do will brighten AT&T’s future. The damage you are doing will lead to the company being bought out. Your ego has you frozen in place. You are the reason not the employees that the company is going nowhere. Your leadership is the worst I have ever witnessed. Take your shiny slick dome and ride off into the sunset forever!

Someone in the ELT is probably raising a glass while shareholders are staring at a 20% post-market collapse and another 52-week low.
Green day? "Look at the value we've created."
Red day? "The market is overreacting."
No. The market is keeping score.
You can't win the AI race with a legacy mindset. While competitors reinvent themselves, Teradata still feels like it's trying to bolt AI onto yesterday's business.
The stock isn't the problem.

It's the scoreboard.

Hello everyone - came in to get some laughs and get caught up on the BS I left behind. Life is better after 17+ years with CVX and recently hitting a one year anniversary with the new company and new leadership/team. Sorry to gloat but greener grass is attainable!! Hope you all can get out of the misery, backstabbing and nightmare and find something more fulfilling that does not drain the life out of you everyday. Wishing the best to all my former CVX family I left behind...................xoxoxo

Shame on you guys. I recently happened to interview a person from Oracle. He was a director in Oracle and was laid off last September. I initially rejected the resume saying big NO for Oracle but had to pick the resume due to strong recommendation.

He claimed to possess tech skills on paper and was able communicate clearly on his projects. Tech gap is ok. The real gap was his financial and strategical thinking. He doesn't seems to have futuristic vision and seems maintained his project in status quo. He doesn't have clear budgeting knowledge. Later figured out he was just running the show with his India team and some engineers which was taken over by his another peer.

Seems lots of managers and directors are hanging around in Oracle like this without basic management skills and a set of people. btw I am an ex-oracle pmts but in senior position now.

Dear ex members of the ELT,
It has now been proven that you were completely remiss and liable for the total destruction of this once great company. You placed personal ambition above fiduciary duty, personal gain and opulence above shareholder value and introduced a culture where sycophants were promoted and prudent employees dismissed. It is time you put your hands up and explained and took account for this. You have hurt a great many people, their families and loved ones along the way. Whilst at least one of you is a known narcissist, the silence is deafening. Where is this empathy that you all so dearly told us we must have?