#leadership

My group has been on the do more with less treadmill for two quarters. And it's not slowing down, it's speeding up. I've done a huge amount of work, delivered results, kept things running. But leadership doesn't support us. They never have. You can't treat people like rows in a spreadsheet and expect them to stay. We lose one more person, and I and a few others are also gone. This company deserves the bad leadership it has.

I am curios to see the responses. During my career at State Farm I had 6 managers. Honestly, out of 6 managers only 1 of them was a decent human being. The other 5 are horrible people.

Any thoughts or insights on the business deposits team under Chris Starr? I recently applied for a position. Pay range is great but I’m wondering what leadership is like.

If RTO policies are enforced with strict measurement, tracking, and compliance expectations across employees, why doesn’t the same rigor apply to Cloud leadership (Head of Cloud and his directs)?

GL17/GL18 leaders—many already significantly compensated from prior Amazon equity and long industry tenure—operate with materially less visible accountability, while execution is heavily dependent on engineering teams under them or contracting firms.

The pattern is consistent: delivery is externalized or engineering team , credit is cloud leadership , and accountability becomes diffused.

If operational discipline is the standard, it cannot be selective. It must apply uniformly across all levels—including senior leadership—based on measurable impact, not hierarchy.

Otherwise, it stops being governance and becomes structural protection of the top layer.

Morale at Cherry Point feels like it’s at a historic low. What was once considered a standout site in the Pacific Northwest, known for its strong culture and sense of family, feels very different today.

Many employees feel disconnected from leadership, and recent organizational changes have made the refinery feel unfamiliar to those who have been here for years. There’s a growing perception that leadership is not fully engaged with the workforce or the site’s legacy culture.

Recent safety concerns have only amplified these feelings. Employees want to feel heard, valued, and safe—and right now, there’s a noticeable gap between leadership decisions and workforce sentiment.

Cherry Point has always had the potential to be exceptional. The hope is that leadership will re-engage with the people on the ground and work to rebuild the trust and culture that once made this site so strong.

If you currently work here or have worked here recently, I’d be genuinely interested in hearing about your experience. Is this something others are seeing as well?

New mandate from my leader, no jeans, no hats, no tshirts, and no shorts (until after a certain date).

I wasn't aware we were going to be seeing customers in the office. Oh wait we aren't. It would be different if our building wasn't falling g apart, full of mold, constantly under construction, or the air/heat not working. Let's also not forget our desks are absolute garbage and falling apart. Maybe they should give their employees working equipment and a decent setup if they expect them to look like they are ready for a board meeting, let's not even talk about the massive pay cut. They expect us to go buy new wardrobes on 40k salary when people are struggling to fund our VPs lakehouse???

Wake the fu-k up Dell leadership and stop treating your people like garbage. You at least used to PRETEND that your employees were important, OR how about this, throw us all a nice dinner since you are so intent on constantly FU--ING us.

I’m at the skunkworks, and since the Doug news broke, the mood has shifted pretty noticeably. A lot of us feel like the clock is ticking. Once Farley’s out, we lose our last real advocate for keeping this operation in California, Alan Clarke aside, but Dearborn’s not going to fight for us. I’m expecting a mass exodus, and the wild part is they haven’t even finished the Long Beach construction. We all know what Blue Oval City represents, so nothing feels off the table right now.​​​​​​​​​​​​​​​​

When I first started working in tech many years ago, layoffs were something to be avoided at all costs due to worker impacts. Companies did everything possible to avoid them. I quickly learned the difference between layoffs and reduction in force. It seemed layoffs were temporary and you went back to the same job RIFs meant your job was gone mostly to changes in business versus offshoring. No leaders took joy or reward with either event. Of course, times are different now, but taking pride in how many consecutive quarters you can purge people is still wrong. I hope Charlie get karma for the manner in which he is conducting his CEO actions. God Bless Wells Fargro American workers.

That's my manager. Everything is burning around us, we have so many issues, don't even get me started on layoffs-related morale drop, and all he does is ignore everything and drinks his coffee. And these are the people that are considered leadership at this place?

EM takes action the way a broken vending machine takes your money. You put something in, you hear a noise, and absolutely nothing comes out.

Our group had an all-hands meeting recently where we spent 45 minutes witnessing managers patting themselves on the back and 5 minutes of dodging questions about backfilling roles, future layoffs or severance. So yeah, super useful and effective. I'm still trying to figure out what was the point.

How in the world could the BOD and leadership disrupt the entire transformation plan by letting DF leave and still think the plan can succeed? Asinine.

Managers, were you actually blindsided or is that just the line?

A senior manager recently left the company not because they were looking for a better position but they started looking for a better position when it was explained to them that it was better to have power point slides that showed everything was on target and budget and with green checkmarks than telling the truth.

The senior manger was working on some key project(s) that was integrating legacy systems between Xerox and Lexmark.


These are the type of leaders that we need to move forward with a healthy balance sheets — the ones that will speak truth to leadership but we have a leadership that isn’t interested in hearing and sharing up to the VP and EC levels.

It’s our lost as a company that this Senior Manager left. Hopefully this manager leaving will be a warning sign to leadership but somehow I doubt it.

I thought you would find this page interesting:

https://thewomenweadmire.com/2026/04/citi-chief-jane-fraser-takes-advisory-role-at-federal-reserve/

Reminds me of the movie "The Devils Advocate"

Truly fascinating how some people are able to identify every problem in the company with surgical precision, yet somehow remain here…contributing to all of them.

If we ever bottled the energy spent on complaining, predicting layoffs, and re-litigating leadership decisions from behind a keyboard, we’d probably solve margin pressure overnight.

It’s impressive really, how “culture” is always something management breaks, never something we all participate in.

And the confidence required to critique leadership while never having led anything beyond a Slack thread debate is honestly elite-level consistency.

At some point, you have to wonder if the issue isn’t the company…but the subscription.

Anyway, if all that energy got rotated into literally anything productive, $NKE would be at ATHs just off vibes alone

CES keeps adding VPs like it’s collecting failed resumes. This is yet another textbook DXC brownfield transformation: hard at work turning CES into a stinking CESS pool.

Does anyone else feel that ASI intentionally wants workers to quit? It seems as if leadership is forcing people out.

Does this mean Robbie "I look mahvelous in my hoodie and sneakers" Thomas soon takes over to be IBM CCO (Chief Cheerleading Officer)?

https://www.zillow.com/homedetails/96-Norrans-Ridge-Dr-Ridgefield-CT-06877/57345758_zpid/

Hearing 15-18 for managers and 7-9 for directors. Is that real across orgs or only in certain lines?

Highly encouraging everyone to ask the real questions during these "Ask me Anything" and "Purpose Corner Lives". Even if they don't acknowledge the questions, teammates see it. It means more than you know.

There’s a noticeable disconnect between leadership and the day-to-day reality for teammates. We hear about the company’s strong performance, major personal investments, leader's new homes, and international travel. At the same time, many employees are quietly struggling to keep up with basic expenses like groceries, gas, rent, and utilities.

People want to feel that the company’s success includes them, not just something they’re told about.

I wanted to share a concern that was recently brought to my attention. I spoke with someone who said they had conversations with people at Light & Wonder, and they described a perception that certain upper management employees are highly compensated while contributing very little on a day-to-day basis. Specifically, it was mentioned that some individuals in senior leadership roles allegedly come in only when they choose, spend a short amount of time socializing, then leave while earning substantial six-figure salaries.

As an employee working on the production line, I can say that many of us work extremely hard every day to support the company’s success. It is frustrating to hear these kinds of comments and perceptions, especially when frontline employees are putting in consistent effort.

I hope leadership takes a close look at management structure, accountability, and whether certain high-level positions are truly adding value. In particular, it may be worth reviewing legacy Bally Gaming leadership roles to ensure fairness, efficiency, and alignment with the work being done across the company.

TLDR: It’s not one problem. It’s a broken culture, recycled leadership, slow everything, and no real accountability. Nothing changes until the people at the top do.

It’s the culture. It’s the nepotism. It’s the same insular leadership group playing musical chairs and calling it progress. Your reward for poor performance is getting moved to run another department.

It’s the fact that half the people on campus on any given day are contractors. It’s hard to build anything real when so much of the workforce is temporary and disconnected.

It’s us still working like it’s 2006 while most of corporate America is in 2026. Outdated systems, outdated processes, and no urgency to fix them. Ten year “transformations” that take one year at any competent company.

It’s the consultants who latch on and never leave. Endless decks, endless frameworks, no real accountability. Just more layers between the problem and anyone willing to actually solve it.

It’s a tech org that still acts surprised that global talent exists. It’s marketing that talks about the consumer like it only fits into narrow boxes instead of understanding how broad the audience actually is.

Too many people with “creative” in their title, not enough actual creative thinking. Safe ideas, recycled ideas, nothing that really pushes.

And all these posts about going back to some golden age miss the point. Those same problems existed back then. People just didn’t care as much because the company was winning and everyone had a job. The s-xism, the favoritism, all of it was there. It just got ignored. Then the company tried to correct course with DEI but a lot of that turned into people taking care of their own under a different label. Still no one said anything. Not really. Not until layoffs started hitting.

There is no course correcting this with the same people making the same decisions. It needs new leadership and a genuinely fresh perspective. That’s not impossible. Look at Abercrombie, Gap, Levi’s. Even Adidas managed to steady itself after the Kanye mess in a couple of years.

Culture starts at the top. Always has.

Classic Drum "We know we have been doing badly in pre sales. Strange he kept on saying we are doing good. Finally admits losing customers to other clients, re org of the GIS Sales team.

Looks like his on his way out this his last chance. Dave K has been made the new Sales leader, eventually primed to take over Drums job.

RYAM held a company wide meeting on Wednesday April 15th titled “RYAM Uplift” with goal of uplifting employees hearts and minds. The meeting quickly jumped off the rails when it was clear that leadership had no plans on actually taking questions via the provided Slido app. Employees grew concerned over the poor leadership under former CEO DeLyle Bloomquist who was outwardly hostile to employees on numerous occasions. Questions around the third in a string of fires at RYAM largest facility in Jesup, GA was a hot topic as it impacted spending coming out of their annual outage. Overall sentiment among employees is that leadership is out of touch with employees at the plant levels.

Nike stock up 40 cents today. Adidas stock up over 3 dollars today.
Every leader should be embarrassed as they take months to fumble another layoff execution.
Fing ridiculous…..
Tech is a joke.
3soles not cutting it….

Infecting healthy people, meaning more people will have to ask for PTO to recover and less and less people will be available to do the job. Well done corporate! Going back to square 1. Great leadership, very smart!

Could Elcio have been more of a condescending a-s? I am just so done with him, he doesn’t listen. He is completely tone deaf. Anyone else?

Never seen an entire organization all check out at the same time in my career like this. Nobody has confidence in leadership and I would estimate over 80% of people are looking for new jobs. Even new hires are skeptical, turn over the leadership team before it’s too late.

Does anyone know what CL chiefs are? Is it the pinnacle of the technical ladder?

Given all the cuts, do we really need two chief network officers (wireless and wireline)?

Seems like they created a job for someone who was complaining. Just saying.

What are your thoughts ?

The situation at Verizon perfectly encapsulates a bitter reality of the corporate ecosystem: when leadership miscalculates, the workforce absorbs the shock.

The executives who championed the failed pricing strategies of the past are rarely the ones standing in the unemployment line. Instead, the everyday workers pay the price for those executive missteps so that the institutional investors can recoup their money.

​Schulman’s strategy may very well succeed in bouncing Verizon's stock price back to a respectable valuation. The math might start working again.

But what the brand truly stands for when its financial resurrection requires the systematic dismantling of its own culture and the displacement of the very people who trusted the company with their careers.

It is a financial victory achieved through a human loss.

Why are there so many new Vice President's, we can layoff 1000 employees to hire more and more VPs at 200k a pop.

He’s gonna shake it like bry noem

https://www.coworker.org/petitions/sign-on-1

Not sure if anyone else has seen the petition

Does anybody actually believe Shobhit found another role outside of citi and decided to leave on his own? Dude has only been at Citi for 8 months and was supposed to revolutionize AI at the bank with those amazing IBM insights (as if IBM knows anything about AI).

William Traylor head of 5G Ecosystems?

Got the email today, looks like 40 ish prone across business development and advisor practice growth etc.

What the he-l is going on? Some leaders who I know and I like. If we are trying to grow the wealth management business, this seems short sighted.

I joined a while back from a competitor to escape their layoffs and now it’s happening here. Seems pretty dispassionate.

Maybe the era of doing nothing and raking in massive bonuses is finally winding down. The only problem is, where do you find executives who actually understand how to run a business properly?