#leadership

Ric........gone

Seems SKAN is giving leadership more than just process level data. Results seem to be getting fed to leaders. Has anyone seen impacts so far or been communicated with about not being on your machine long enough etc. or personal impacts.

Source: Fuel Your Growth

The Boss Hawk
Over-Communicate. Flood their inbox with updates until they back off or tap out.

The Control Freak
Stay in control. Make them think they're in charge. Psychological jiu-jitsu.

The Endless Checker
Set firm deadlines. If they ask early, point to the schedule.

The Task Interrupter
Ask politely; "Should I delay other projects for this?" They will think twice.

The Meeting Phanatic
Push for agendas and short meetings. Treat them like speed-dating.

The Nitpicker
Ask for a style guide. Either they back off or create one.

The Ideal Thief
Document everything. CC others to protect your work.

The Trust Phobic
Rack up small wins to build trust. Start small, deliver big.

The Insecure Boss
Stroke their ego a bit. Easier to manage than fight.

The Credit Hound
Praise the team first. Beat them to the punch.

Dear Takis,

Many hardworking knowledgeable employees have quit due to remote work options. Some of the “special” people are allowed to work remote and move all over the country. So much for one Fiserv. The rest of the knowledge base is being laid off. Why don’t you remove some of the layers of VPs instead?
You are replacing qualified Americans with lower cost H1Bs. We are getting what you paid for… no knowledge garbage.

Please clean up the mess and make Fiserv great again.

Sincerely,

Your humble fiservants

https://www.discerningreaders.com/martin-schroeter-best-choice-ceo-kyndryl-newco.html

THIS AUTUMN…
THE WAIT IS ALMOST OVER.
THE SEARCH. THE SPECULATION. THE SUSPENSE.
WHO WILL BE THE NEXT CMO?
COMING SOON
Only at NetApp.

I don’t think he can read the room and see how he’s destroying PayPal. I’m sure he is looking for a quick sale but the company is worth less every day.

Previously, we had a Manager who failed to manage effectively and merely offered praise to the 'assistant' manager on the team, who contributed very little. Now, we have a manager who focuses on overseeing the fonts we use in our emails. Wells Fargo really knows what they are doing.

Following its emergence from Chapter 11, the home shopping company is grappling with significant leadership changes. Several executives are reportedly departing as part of an ongoing C-suite overhaul. These departures raise questions about the company's future strategic direction. The stability of its leadership team will be crucial for its post-reorganization success. Investors and stakeholders will be watching closely for clarity on these matters.

West Chester, Pennsylvania

https://www.bizjournals.com/philadelphia/news/2026/09/06/whats-ahead-after-qvc-group-exited-bankruptcy.html

So Enrique bypasses his own CTO who is supposed to lead AI transformation in the company and hires another woman with the same profile to create a parallel AI transformation org . Both the CTO and this woman are not AI specialists and both are drawing millions in salary while thousands await layoff of their only source of livelihood. Same story repeated across departments where unqualified people parachuted from outside drawing huge salaries while tenured professionals on verge of loosing their jobs. Make that make sense to me please

I have credible knowledge from 2 hire ups that MO will be retiring (or forced out) before the end of the year.

I have 2 words to this new: THANK GOODNESS

If anyone has any knowledge on his planned replacement please share.

If we had layoffs later this week. For no other reason but to fu-k with us. That's how low my opinion is of this leadership. I honestly believe them capable of that.

He didn't use those exact words, of course, but that was the gist of it. How do you even respond to something like that other than quitting? (Which I now fully intend to do as soon as I can find something else - and I wasn't planning on leaving any time soon.)

I've been here six years and had three managers, each worse than the previous one. Is it mandatory to be an a--hole with barely any knowledge of your job to become a manager here?

Kicked out of S&P is disgraceful.
Only plan is to layoff more workers and outsource.
Continuing to hire leaders.
Tech leaders are clueless. ITC is a do nothing disaster. New vendor contracts make no sense and robbing us.
No hot products.
Leaders pointing fingers at each others teams.
Hard to see a path out of this sh-t show….
Leadership is terrible at all levels and across all areas but nothing has changed for years now.
Nothing changes if nothing changes.
AB in tech, you su-k more than AC at this point.

Source: C. Simpson
Globally Ranked Executive Coach

Some leaders are the same person on a good day and a bad one. A lot are just convincing until you catch them on an off day.

Most team members can name their leader's job title. Few can name what actually makes them worth working for.

Here are 9 signs a great leader consistently does, and 9 signs worth measuring yourself against too:

1️⃣ Makes Room For People To Outgrow Their Role
↳ Names someone's next step before they have to ask for it.
↳ Never treats another person's growth as a threat.

2️⃣ Asks Before Deciding
↳ Brings people into the decision instead of just the announcement.
↳ Would rather be slowed down by input than move fast without it.

3️⃣ Tells The Truth Before Being Asked
↳ Flags the problem before anyone has to go looking for it.
↳ Never lets someone be the last to know something that affects them.

4️⃣ Welcomes Disagreement
↳ Does not punish pushback with distance or coldness.
↳ Sees being challenged as a sign the team trusts them enough to speak up.

5️⃣ Notices Before Anything Is Said
↳ Catches a shift in someone's energy before it needs explaining.
↳ Checks in without waiting for a scheduled 1:1.

6️⃣ Protects Everyone's Time, Including Their Own
↳ Never treats evenings as a backup meeting slot.
↳ Models the exact boundaries they expect from the team.

7️⃣ Holds The Standard First
↳ Does the hard thing before asking anyone else to.
↳ Never demands something they would not do themselves.

8️⃣ Gives Credit Publicly
↳ Says the win out loud, in the room where it counts.
↳ Never lets someone else's work become their own without saying so.

9️⃣ Delivers Hard News Clearly
↳ Leaves no room for confusion, even when the news is bad.
↳ Values clarity over being liked in the moment.

If your leader does even half of this, you are working with someone genuinely rare.

If you do even half of this, your team already knows it.

Which of these 9 shows up the most in your own leadership?

A couple of the leaders that “retired” have been near the top of the wireless organization pyramid for a long time. Does anyone know whether this is the just the usual game of leadership musical chairs or whether effective change is coming?

I know discussions are ongoing but when will they end? Leadership rushing to put icing on the cake to get T-Mobile ready but will there be bidding war from Elon or others?

We haven’t had an all hands meeting for years and years. Executives are too afraid to face us. Cowards. They know they can’t defend their actions and that they have zero support from the employees they “lead”. They truely are legends in their own minds. Pathetic.

This guy was a loser at HP, loser on the BOD’s, and now a loser running the whole company. What was the plan here? This guy is an id--t with zero ideas and the negotiation skills of Trump. He will 100% accept a lowball offer for this company after he spends the next few months sending our share price back into the $42-$45 a share range. He has no plan and ruined productivity throughout the company.

So rumor has it that people’s lives will change again on 9/14.

It is OK for you to be mad if you’re caught up in this and you lose your job. Not one person will be terminated next week because of your performance, dedication or hard work. You’re going to be RIF’d because of other decisions that are being made way above you. I have watched this company for years, make bad decisions and then clean them up via layoff.

And if your name and or your team ends up on the short end of this, it is going to be directly because someone, some human being made a determination about the value of your work. And I think it’s OK to channel that anger.

Because I’ve been on the other side of putting these lists together and it is way less scientific than people want to believe. Gender, race, age, and whether or not leadership likes you has more to do with this than anyone here would want to believe.

I’m sorry that everyone has to go through this now has to experience this. But my guess is you’ve been there long enough to have seen this and survive these. So no one should really be surprised that eventually they come for everyone.

And the only person that matters at Oracle is Larry. And what that means is that eventually all of these SVP’s who constantly survived the chaos one day too will be asked to leave the company. How different the leadership team books from but it was just 18 months ago and what it will look like 18 months from now.

For my money, it’s OK to think that the senior people in someway or sociopathic monsters because they’re so easily capable of creating these situations.

And after you get through your anger, things will be fine, but don’t suppress your emotion and or talk yourself out of feeling the disappointment that this will create.

And for the love of God, do not post a Moore message on LinkedIn about thanking Oracle for all the great years.

Good luck in the next week.

Since we were told to expect another round of layoffs in 6-8 weeks time, morale and motivation has collapsed. Don't know which is worse- spending Christmas with family without a job or staying on and watch a clueless leadership sink the company even further and get laid off next year. Thank You EL.

What is going on with Honeywell Life Sciences and the Sparta Systems acquisition? Seems like a merry go round of leader change. Almost recognize no one anymore.

They are paid the big bucks to fix these problems.

Fidelity is a very successful profitable, but I do not think it is a very well-managed company.

People see trillions of dollars in assets, huge revenues, a prominent brand, and decades of survival and assume that the people running it must be exceptionally capable or the business is well wrong. That conclusion is wrong.

Of course Fidelity has enormous structural advantages. It has scale, customer relationships, brand recognition, distribution, infrastructure, regulatory barriers, and the economics that come from operating at enormous scale. Those advantages create a substantial moat. But while a moat protects helps protect a business, it t does not prove that the people inside the business are intelligent, creative, or competent.

In fact, Fidelity has a serious problem with managerial mediocrity. This starts with the head, Abby, who if you've interacted with her you notice isnt the brightest.

Nevertheless Fidelity proves that a firm can make enormous amounts of money while still having weak decision-making, bureaucratic processes, mediocre technology management, and an excessive dependence on H1B1 labor.

Fidelity's senior leadership is surrounded by consultants who make this problem worse. Large companies are constantly sold fashionable management ideas wrapped in impressive language: “digital transformation,” “Agile transformation,” “AI-enabled operating models,” etc.

Consultants can take a straightforward problem, invent a complicated framework around it, give the framework a name, and convince executives that they have received sophisticated strategic insight.

That is not necessarily deception in the Executives start believing that because they are discussing sophisticated terminology, they are doing sophisticated management.

Fidelity's technology organization is where I find things especially troubling. Outsourcing software development is not inherently stupid. The problem is becoming dependent on contractors and third-party organizations for core technical capabilities. If the company does not maintain deep internal engineering expertise, its executives can end up depending on H1B1 to explain their own systems to them. That creates exactly the kind of agency and information problems that organizational theory warns about. You cannot effectively manage technology that you do not understand.

Returning to leadership: My assessment of Abigail Johnson is that she does not demonstrate the creative or strategic imagination I would expect from the leader of an institution of this size. I regard her leadership as fundamentally unremarkable. Calling her a “mo--n” is obviously an opinion rather than a measurable fact, but it captures the level of intellectual confidence I have in the leadership.

Fidelity is what i would call a wealthy mediocrity: an organization with enormous resources that does not appear to use those resources with corresponding intelligence. That model can work for a very long time.

But that does not mean the model is sustainable forever.

In fact I think Fidelity is sc--wed.

(More on this later)

Penny said (and I’m paraphrasing) “We are in the business of serving clients, and trust is our currency.” Well, guess what? That applies in the Field as it does in the Home Office. And the thing about trust is… it’s hard to gain, easy to lose. How does one lose trust? By over promising, under delivering, by saying you will do something and don’t do it, by putting your faith in things that aren’t real. And we are in a critical point in the firm’s history, where this currency matters more than ever. Don’t be dazzled by pretty slides. There’s a common saying in the consulting world … “death by a thousand slides”. Why does this phrase exist? Slides will not bring you the clarity you need. Nor CoPilot. Only by asking the right questions to trustworthy people, who love you and the firm enough to tell you the truth, not necessarily what you want to hear. Go and see how work is actually being done. Don’t assume your (implicit) assumptions are right. That’s how initiatives fail and organizations walk off a cliff. Read the book “Confronting Reality”. I don’t want us to end up in that book in a future edition. Learn how organizations fail in their transformational efforts…. Blockbuster, Kmart, BlackBerry… In some cases, the fall came swiftly. Blockbuster was successfully, until suddenly it’s not. In other cases, these organizations are a shadow of their formal self. Think BlackBerry. Not because they don’t have smart people. They all do, incredibly smart people. It’s because the smart people assume they’re right, and they stopped listening to the people closest to the work. It’s because they’re planning in ivory towers, completely ignoring the battlefield below. And the people bringing them the “news” so they can make adjustments to their strategies are n steps removed from the field. Watered down intel, like the telephone game we played as a kid. And guess what? It’s all entirely predictable.

Didn’t take long for Humana’s new CMO to go from zero Humana stock shares to now having 2,500+ shares.

They now own him and he will do whatever immoral, unethical thing they ask of him, even if it totally goes against the hippocratic oath he promised to adhere to.

Humana's Chief Medical Officer Awarded 2,549 Restricted Stock Units Under 2026 Incentive Plan

https://kalkinemedia.com/us/news/announcements/humanas-chief-medical-officer-awarded-2549-restricted-stock-units-under-2026-incentive-plan

I think I just witnessed corporate amnesia in real time. 😂
Last year, our 🐭 Associate VP went on a full-blown rant about nurses transferring members to Pharmacy without first telling the member what was happening.
We were essentially told:
“You need to explain the transfer and give the member a choice!”
Okay. Message received. We followed the guidance.
Fast-forward to 2026… 🍿
Apparently, that guidance has been deleted from the corporate memory.
Now we're being told we are expected to transfer EVERY member to Pharmacy. No asking if they'd like to be transferred. No giving them an option. Just… transfer them.
And if you don't?
Coaching.
Keep not doing it?
PIP.
So I'm a little confused.
🐭 Associate VP — 2025:
“Why are nurses transferring members without telling them?! They need to KNOW and have a CHOICE!” 😡
🐭 Associate VP — 2026:
“Why aren't you transferring every member?! Don't ask them—just transfer them!” 😡
Nurses:
“Wait… 🐭, didn't YOU literally spend last year telling us NOT to do this?” 🤔
Management:
“That was then. This is now.”
Nurses:
“So what changed?”
Management:
“Our metrics.” 📈
But wait… there's more! 😂
No raises for existing employees this year.
Meanwhile, we're hiring new people into the same positions at salaries higher than what current employees are making.
So apparently the message to the people who have been here, doing the job, taking on more work and meeting the metrics is:
“Thanks for your loyalty. Here's your $0 raise.” 💰
And the message to new hires is:
“Welcome! Here's more money than we're willing to give the people already doing the job!” 🤡
Nothing says “we value our employees” quite like paying new hires more while telling existing employees there isn't money for raises.
So we've got:
🐭 Contradictory leadership
📞 Mandatory transfers that used to be frowned upon
📋 Coaching/PIPs if you don't comply
💰 $0 raises
👋 New hires making more than existing employees
But wait… the Associate Engagement Survey is coming up in a few weeks! 🎉
So when that survey lands, please take the opportunity to let management know what you actually think.
If you're frustrated with the constant changes, lack of raises, pay compression, unrealistic expectations, or the threat of coaching/PIPs for not following the latest directive, say it.
Because apparently the only thing management hasn't changed yet is the survey. 😂
Maybe this year's employee engagement score will finally tell them what the employees have been trying to tell them all along
peak up. Be honest. Use the survey.
And remember:
Your 🐭 Associate VP may have corporate amnesia… but hopefully the engagement survey has a memory. 🤣

Remember all the Leadership videos stated (or at least implied) that “we’ll figure out the mapping, redundancy and needs” withing the next 120 days.

Sadly it could happen at any time.

New employees from Cox – Charter does not care about you
Old employees from Charter – Charter never cared about you

Take care of yourself.

Our corporate overlords have decided 4th quarter earnings need a boost and they need bigger bonuses, nothing new.
The leadership meeting last week contained a horrifying slide. They voted on cutting 50% of human “assets” by the end of the year.

Long story short, defending cuts and layoffs, bragging about people who can't be employed after getting laid off, and the next round of layoffs which might happen around Dec. After huge backlash, the post was taken down.

I currently work in retention, and our job is mostly on the phone conducting outreach to members, my VSP apparently is not 9/4/2026, and instead it’a in 2027. I didn’t think my job was that important that they needed me to stay until next year? Who/what determines your VSP date? I am curious because I genuinely suspect my sup and director had a say in this.

Some of the leaders on here are insecure enough to work extra hard to have it taken down. I did not say anything that was beneath the belt, but sure admin… burry the truth

New ceo said he wants to save 500M in labor cost, 6,000 jobs expected to move to new india office in next 12 months.

I know everyone works differently and has their own preference for how they’re most productive—whether that’s remote, in-office, or a hybrid of the two.

I’m one of those people who genuinely thrives working remotely, and I’ve proven that I can do my job well that way. Requiring everyone to come into the office four days a week for more “collaboration” moments feels unnecessary to me. My role realistically requires one or two days in person, and I’m happy to come in for those.

And when we have a New York office and team members who are still working remotely, what’s really the difference between being at home or sitting in an office for a Zoom call?

Target has done an excellent job silencing its employees, and almost everyone I’ve talked to is miserable. People are being asked to come back to the office without additional compensation, while many haven’t seen meaningful raises in years. There’s a growing disconnect between what leadership thinks is happening internally and what employees are actually experiencing.

And unfortunately, I think the guest is starting to notice that disconnect, too.

Happy employees = better work = better products.

some of the SVPs so long with the company makes So much money & the new ones hired recently in tyber kelurity or dinfo jack are m
M plus assets. All they tout & show arrogance on diedentity & sacess dmanagement or drought dmanagement. in private these so called dooders are nothing but unprofessional, arrogant unhumans.

Does he not realize that the only reason he has billions laying around is us, his employees? The least he could do while soaking up all this praise is thank us for making him so wealthy. I mean good leaders know it’s their teams that do it,

“As we continue Forging the Modern Mutual, this meeting will provide leaders with an update on the company's enterprise transformation efforts, including key milestones, insights, and what you should know as we continue to shape our future operating model and ways of working.
Note: Given the topic, we've opened this meeting to include assistant directors senior directors, and vice presidents, regardless of people leader responsibilities. We are also inviting the Elevate cohort-including SLT, ELG, vice presidents, and managing directors-for awareness and the opportunity to participate.
While in-person attendance is encouraged, given the larger group, seating will be on a first come, first served basis. More details will be shared closer to the event.“

Snap. Snap.

Leadership lies to protect themselves, blames anyone nearby when things go wrong, and then does layoffs with zero communication. I'm waiting for the day when the job market improves, because I think we'll see a major exodus of the best people.