#leadership

The very fact that they are holding a Townhall today is completely tone deaf, but if you are able to listen to it, what a terrible attempt at a cheerleading session this is, it actually makes me sick to my stomach.

Truly sad how incompetent the middle management is here at Oracle. Especially in the US Government / Education space. Also quite spineless that the layoff is communicated via email - true leadership at its best!

I havent had a team meeting or skip level in the last 3 months while being told to work 12 hours a day coz "Business team wants something urgently".
But suddenly I have 3 different meeting invites this week to "Go through the Pulse questions".
Absolutely pathetic people are the so called "leaders". Shame on you. I wish they get axed first. No way im giving anything more than a 1/5 to these a--holes.

Who is running the ship here? The SVP is clueless on the day to day, the VP is the SVPs buddy, the directors are a majority of the SVPs pawns from his years moving up the chain. Account Managers are doing nothing but collecting orders and being paid $500K+ doing so. When you talk about doing a shake up, this leadership team needs to be separated, laid off or deployed to other parts of the business.

As stated previously, senior/executive leadership care more about participation rate than actual scores. They believe low scores with a 100% participation is actually an indicator of high engagement since it means workers still believe their voices are being heard. It’s obvious nobody has been listening to us for a few years now and the participation rate has been dropping as a result. Make it PLUMMET.

This week you will probably start receiving emails from leadership at all levels asking you to complete the engagement survey. These emails aren’t sent if initial participation rates are high. Senior/executive leadership realize what low participation means and it reflects poorly on them if participation is low. Ignore these emails and don’t take the survey.

I don't see much leadership here that makes people want to give extra effort, like it was 20 years ago. Some of the newer leaders even struggle to communicate what they actually want, so we barely have any sense of where we're going. No wonder things have deteriorated so much.

Layoffs are going to come in waves. First a general headcount reduction and a focus on simplifying systems and documentation as we go, then more and more layoffs as they bring on more and more Indians to hopefully maintain what shell is left hoping the company doesn't go under.

And of course by the time Kroger realizes their mistake and the future of work is going towards AI with competent leadership both in the business and in tech guiding it, not hordes of offshore Indians who couldn't manage a childrens soccer tournament, it will already be too late.

Bumping from an older thread for info. The OP is @bj+1ky4x9xft.

Any idea what exactly F5 means when it calls itself "Human first approach". This must be "Leadership first approach". The layoffs happened just to shift the investments to AI, basically they can direct good employees who are laid off to the AI work with minimal training.

On a scale of 1 to 10, how would you rate our workplace culture in terms of toxicity?
(1 = not toxic at all, 10 = extremely toxic)

For those who’ve been around long enough to see BD at its best, do you think a change in leadership could bring those good days back? Does anyone think the incoming CXO can shake things up, cut unnecessary VP positions, save money, and get this organization functioning again?

Has anyone heard anything about the bonus / IPF info? I keep hearing things about new guidance from “leadership” but not sure.

The Executives continue to underperform and the middle managers get the bullet. They are firing the subject matter experts with legacy knowledge. Meanwhile, new VPs are brought in and are creating chaos. Where is this going? How is this company going to continue to function? Also, who is going to train the entry level staff? Someone needs to turn this around before it's too late. Can we take a vote on replacing Mark K?

The executivs do not care about employees as individuals. Everything happening right now seems focused on reducing the American workforce at every level. All the talk about culture and corp. values feels like fu--ing boxchecking designed to keep employees engaged and productive....

In the end, none of it matters when layoffs come.

Your contributions, loyalty and years of service carry little weight.

You become the proverbial number on a spreadsheet and one of the biggest numbers they care about is your salary.

Its so laughable when Pearson.jobs site has this on its home page. The very first line is a big fat lie. They don't value their people. In fact, they removed their entire DEI page when the new administration came to power.
My advise to Pearson management - Don't claim what you cannot stand by, its not hard lest you are labelled as a RAT.

Our Culture
We value the well-being of our people. That's why, for most roles, we offer flexibility in how and where we work—be it from home, an office, or during non-traditional hours. You can help us build a culture where everyone—regardless of what they look like, where they come from, or what they believe—has the capability to unlock new skills and claim new opportunities.

Takis says one thing about retaining SMEs and HR does the opposite.

This place is toxic. Signals sent from the MC should actually mean something. They don’t.

Source: C. Simpson

Plenty of leaders point to an open door, a caring one-on-one, and a policy that says people can come to them with anything.

But none of that tells you what happens when someone is genuinely struggling.

What someone experiences when things go wrong tells you more about your support
than anything you say when things are going fine.

A lot of leaders never find this out until it is too late.

So here is what that looks like, so you can spot it in your own team before it costs you someone good:

1️⃣ You say your door is always open.

→ But people only come to you with good news.
→ You have built a culture where problems get hidden until they are too big to fix easily.

2️⃣ You say people can come to you with anything.

→ But the last person who did got told to figure it out themselves.
→ You have taught your team that asking for help costs more than it is worth.

3️⃣ You say work-life balance matters.

→ But you answer emails at 1 am and reply fastest to whoever works the latest.
→ You have shown your team that visibility matters more than boundaries.

The gap between what you say and what your team experiences day to day
is the truest measure of how supported they feel.

Close that gap, and everything changes.

Because a lot of retention problems come down to people feeling alone in the workload, instead of the workload itself.

To genuinely support your team, provide:

✅ Someone who notices before they have to ask.
✅ Permission to say "I'm behind" without it costing them.
✅ Coverage when life happens, instead of just when it is convenient.
✅ A leader who has their back before they need to ask for it.
✅ Feedback that helps them grow and challenge their thinking.
✅ Time protected, as well as time offered.

Get that right, and people stop looking for the exit and start staying on purpose.

New Executive Vice President ,could not even understand him .Video had to have this brother under subtitles .Lowe's future is bright .boogaloo ja bo

Curious to know

A colleague in my group, with Shell 3-4 years, has a knack for ingratiating himself with our Team Lead and other more senior leaders. The guy’s sharp but so are a lot of others who just don’t seem to have that connecting charm.
And it works. He seems to be the fair haired child above the anxiety and worry of layoffs and being side-lined. Already been promoted in grade.
I guess whatever works but is that really what it takes to get ahead at Shell?

Can’t say I’m surprised. LDP quality has gone downhill so much that the businesses are taking development into their own hands

Athina repeatedly says she has PepsiCo’s best interests in mind. But at some point, employees should be able to ask whether the actions and results support that statement.

When she led Strategy & Transformation (legacy before IT was combined) , significant amounts of money were spent on transformation efforts that did not deliver the expected results, with accountability seemingly landing elsewhere. Millions more have been spent on McKinsey and other external consultant this year and last year/ sometimes with very junior consultants advising experienced PepsiCo leaders.

Now Athina appears not to trust her own leadership organization and wants visibility into virtually every contract and decision. Is that really about PepsiCo’s best interests, or has decision-making become too centralized around one leader’s view of what is best?

Having PepsiCo’s best interests in mind does not mean that every decision is automatically the right one. Strong leadership means trusting capable leaders, challenging decisions with facts, acknowledging when investments have not delivered, and holding yourself to the same accountability you expect from everyone else.

Power and good intentions are not substitutes for results.

Perfectly said, @ke+1m28zmvnw.

leaders who cant take feedback should be fired immediately. these are the AD and above who are scared of pulse and send pre-pulse surveys their entire team is afraid to fill out.

these leaders hire other leaders who cant take feedback which makes for a TOXIC culture.

most of these “people” (if you want to call them that), have smiling faces and dont hold bad workers accountable

Please raise your right hand.

I pledge to the greatest CEO in the history of the United States. That loves us so much he can’t even breathe.

That I will go out with my family, my friends, I’ll do it any way — I don’t care if I’m registered or not, I’m going to try to cheat like he-l like they do. There’s never been bigger cheaters. They don’t care.

I am going to go out and I’m going to get my friends, my family. And we are going to worship Hock on Nov. 3, or we are going to worship Hock before that.

They agree with each other, defend each other, and somehow always seem to land on the same side of every decision. If you're outside that group, getting anyone to seriously consider your idea is a different story. I've seen genuinely useful suggestions get dismissed without much discussion. Then someone from the inner circle says something similar later and suddenly everyone thinks it's a great idea.

After seeing that happen enough times, you start wondering why you bother speaking up. It's not that there aren't smart people here with good ideas. It's that the right people aren't always the ones being listened to. Eventually people get tired of fighting that battle and just keep their thoughts to themselves. And that's how things continue going in the wrong direction.

The people who get promoted fastest are the ones who know how to impress their bosses. Actual expertise and the ability to lead people don't matter much. Sad but very true.

Leadership seemed convinced that getting rid of expensive senior employees would give the company a fresh start. Then they started bringing in younger workers and to nobody's shock, they didn't magically fix the bigger problems inside the company. Instead, they made it worse because so much institutional knowledge was lost. And now they want to do it again. Id--ts.

This time mainly targeting Executives (VP, Snr D, D, Snr Mgrs).

What would Mr. Z do as CFO when guaranteed to be the CEO next spring?

Anybody else getting distinct whiff of ammonia that indicates rising panic among the T2’s ?
Customer feedback must be brutal.

The long credit-card binge bill of leaner-faster-cheaper-ship at all cost ….
must be finally coming due.

Our HR leader’s 30+ strategy deck makes no sense. Gibberish. No wonder employees are not valued or recognized. There is no strategy.

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For record keeping going forward in history.

And we need them yesterday.

There are plenty of opportunities here if you count favoritism, being used, and watching other people get ahead. Leadership can lie or retaliate and somehow never seems to face any consequences.

Lululemon’s new CEO inherits a mess that looks like the one she left at Nike

https://fortune.com/2026/09/12/lululemon-new-ceo-heidi-oneill-leggings-sales-decline-nike-mess/

I wasn't aware until recently that severance is not law-mandated. What's to stop this leadership from offering it? It's not something that would surprise me at this point.

The funny thing is that the one thing we all seem to agree on is that we'd rather not be here. That's probably not the kind of teamwork leadership was hoping for.

It feels like there are more people managing meetings and reports than actually getting things done. Newer employees are especially sc--wed because they don't have many real leaders left to learn from.

Executives publicly say Guyana is a once in a life opportunity and then beat up teams internally and compare everything against Guyana. It makes zero sense.

https://www.ogj.com/general-interest/companies/news/55404137/barclays-conference-chevron-sees-venezuela-as-a-factory-development-exxon-says-operators-matter-more-than-ever