#leadership

What are your thoughts on today's webcast?

For all those who use the word, what is the definition?

I ask because the spirit of your callout is just, but you further yourself as an id--t and follower (entertaining) by consistently demonstrating you don't know the definition nor have a desire to seek it and the accurate term for what you describe.

Welcome home, Artemis II.

Watching these astronauts travel more than 252,000 miles and return safely to Earth is a powerful reminder of what humans can achieve when we push beyond what’s known.

I’m proud of the role AT&T and FirstNet, Built with AT&T played—supporting NASA and helping keep teams and crew connected from launch through splashdown. When the connection matters, it has to be AT&T.

Congratulations to NASA - National Aeronautics and Space Administration, and welcome home to the crew. Your courage to go farther than any human has gone before inspires discovery, possibility, and the belief that when we aim higher, we can go farther—together.

Simply put: thank you.

(Originally posted by Jeff McElfresh on 4/10. Not kidding. Look it up)

Or has he not noticed those gems yet ?

The nightmare that is Google!

It is alarming when senior people are leaving TRP and they are leaving because the culture is dying. It started when they brought in Kimberly Johnson (COO) and it has gone progressively worse with leaders like Ramon Richards and Chris LePre. The culture has been replaced with what employees in Tech called the FNMA culture (which is where Kimberly and Ramon have come from). These leaders have no regard for associates and have brought in a culture of divisiness and toxicity. Associates are fearful of losing their jobs and so do not bring up concerns. Bringing up any concerns brands and tarnishes you as a naysayer by these leaders with fragile egos. What is concerning is that the most senior leaders at TRP are aware of this toxic culture but have done nothing about it, most likely because everyone is just too worried about negative outflows. What they need to realize is that if they don't fix the culture (and soon) they will continue to lose talent and the ship will continue to sink and by then it will be too late. There needs to be leadership changes in order to fix this issue.

https://www.quiverquant.com/news/AT%26T+falls+3.2%25+as+analyst+downgrade+and+telecom+rotation+pressure+shares+ahead+of+earnings

Another slump in the stock price and another downgrade. I’d ask when will the BoD see the light that this dude is clueless and asleep at the wheel. However, we all know they are complacent!

Nonetheless, given we are now market based, the market clearly has no faith in the company and thus the !diot at the top REALLY needs to be the very next person laid off!

Agonizing listening to new CIO talk about every minute job history, signing his temporary lease, how to say his last name, where Wales is located?????

Ole SB got $2.2m severance paid out equally over 24 months, plus cash cash ABP bonus and family healthcare for the 24 months. Not too shabby for running a company in the ground.

Good governance says companies need an independent Chairman of the Board to keep the leadership accountable.

Bank leaders are all in San Antonio this week for strategy sessions. Could be a good or bad thing…anyone have insights?

I’ve never seen a company that is so top heavy. And notice how every VP is always in the same meetings with other VPs. What decision autonomy you have when everyone is in everyone’s business always.

There are meetings in random cities all over the world that everyone flocks to. And these “strategy sessions” do not drive anything other than poor decisions which require future pivots (and more Strat sessions).

What is going on with Honeywell?

i got cut by oracle in 2018... it was the textboo way to do it... there were rumors of layoffs for a few weeks (then a one to one with my manager)!

a month’s notice, time for handover meetings, plus sh-t trainings for finding a new job or setting up as a consultant. there was also the option of a redundancy pool, along with 6 months of redundancy pay. about 3K of us were cut at that time.

now it seems like when it’s 30K, oracle threw all that good practice out the window and told everyone to f off via email overnight, with all access immediately revoked.

i guess clay magouyrk is a sh-----d who models himself on the musk school of management, whatever that means. safra katz seemed like a decent person who had helped rehabilitate oracle’s corporate reputation to an extant (i have reservations abouth her too) only for it to go down the sh-t-drain again.

Since internal feedback is gone head to glass door and leave your feedback for the leadership to read. They do read all this out here!

When will grandpa Dan be replaced? Will the board pick a European, or Indian to lead lil red?

Who the FK hired JW into Nike? Classic do-nothing consultant who only got the gig because another all-talk-no-substance “leader” (shoutout CG) got promoted. We are so fing tired of working for him.

He has delivered exactly jack sh-t in NAO, and now he struts around like he’s the godda-n CEO while contributing the productivity of a houseplant. EM needs to stop playing nice and just fire his useless a-s already.

Kyndryl has become top heavy. Each week, some new executive joins to “transform” and bring “thought leadership” while laying off highly technical hands on keyboard skills.
@115+1kn7fxr2v

Came here to check for layoff updates, ran into this post. Bumping it up for visibility.

"Do more with less" and "we're all in this together." I don't want to hear any pep talk. None of us are here to clean up leadership's mess, only to be dismissed with a generic email. I'm staying until they show me the door. For now, it's about what I take from this job, not what they squeeze out of me.

There is a significant concern across the teams regarding the lack of bottom-up input in this new structure. From the conversations I’m having, there is near-zero buy-in because the workload and structure don't seem to reflect our operational reality. How does leadership plan to address the fact that the people expected to execute this plan believe it is fundamentally set up for failure?

Who is hiring these unqualified window dressing only store managers?
This is becoming a serious problem at Belk.

Is Mr. "Everything's Computer!" really just that much smarter than all the Intel PhD's, MBA's and "Rockstars" combined? These so called businessmen were all scrapping Intel for parts when Trump basically handed them their as--s and said "You are going to make computer chips like you are supposed to or go to jail." Now Intel is at ATH in less than a year. I guess he really is a VERY STABLE GENIUS and everyone one working at Intel owes him a giant debt of gratitude.

Educated at Ivy League universities vs no-name college

Worked at prestigious organizations like Bain, Paypal, Service now vs Nike only experience ( that too which he got by literally begging for it)

$170 share price and $52 billion revenue vs comedy that we are seeing now

Has PHK made a mistake by replacing a highly educated, intelligent leader with Shoe salesman? The results are for everyone to see, even if JD continued I am sure that share prices wouldn't have dipped this low.

I am not saying JD would have been the best person to continue on the job, but he would be as aweful as EH. EH got free hand in literally replacing JD's handpicked team, and all the freedom to reshape company's strategy but the outcomes have been the worst.

What do you guys think, how much time does EH have before he is shown the door?

GK’s brand reputation clearly stands for doing what’s best for the stock and not for the employees.
It’s time to show her again, like we did after the first townhall, that we do have a say.
Go on Glassdoor, indeed, etc. and tell those looking for work at USB that this place su-ks and she, along with her MC, are a bunch of knuckleheads with no care for the employees.

Ask the tough questions on the townhall. Vote up the questions about trust, transparency and lack of care for employees. Call out the head of HR for being such a terrible leader and policy maker and reach out to your local news and let them know about this last RTO mess they created.

I’ve been in R&D long enough to think I’d seen every organizational oddity, but lately I look at my reporting chain and just… sigh. I’m a Principal Engineer, the most technical person on my team, and yet there are seven layers of management between me and the top. Seven. At this point it feels like performance art.

And the part that blows my mind? We’re a software company. We really only need three groups to function: developers who ship code, sales/AEs who bring in revenue, and top leadership who set direction. Everything else should be supporting those three — not ballooning into a management ecosystem that needs its own food chain.

Comments on recent IT leadership announcement? How was the newly promoted GM?

Why is leadership teams so unnecessarily large? What real value do they actually add? They hold fancy titles but contribute nothing to product strategy or execution. Most seem obsessed with impressive job titles, posting on LinkedIn, and organizing pointless town halls that drain everyone's energy. These aren't leaders,they're overpaid parasites feeding off the work of G5/G6 employees.

Leadership stays busy, just with all the wrong things. Great way to use resources efficiently, right? It'd be hilarious if it weren't crushing us in the process.

A lot of people who were not here ask how was EJ different pre-2019. A few callouts:

• JW cut $100M+ out of the budget to avoid layoffs during the ‘08-‘09 crisis. PP wants to layoff home office associates to capture millions in what she sees as “expenses”.

• JW’s agenda was the field, home office, and client. PP’s agenda was her legacy but now that she has bitten the hand that feeds her (the field) and has bitten the hand that pet her (the home office/CSTs) now her agenda is retribution.

Besides her animosity geared towards associates who did not fit her political and social beliefs, she now despises everyone.

Pre 2019 there was a saying, “You think and act different when you’re a partner”. I haven’t heard that mantra in 7 years as it went out the window with her mandates and the people she has brought in along with the leaders hired in the lower ranks. The reason her door mimics her FA door from Michigan is because the name on the door is the only name that matters to her.

Looking at new directors and senior directors for consumer, direct, and channel for Kinetic.

6 out of 7 are an easy find on LinkedIn from Frontier.

It's shocking at how much new upper management folks are from Frontier.

At this point, it makes the most sense to file CH11 now and start a planned slide into restructuring, ensuring the best possible outcome and odds for survival. Save the company, and as many jobs as you can.

They will not do that.

As bad as things are, life is still pretty good in the command bunker. The EC is paid well and treated like royalty. They go to their F1 races, and attend sporting events in skyboxes with vendors they will eventually default on their line of credit with. It's nice, they run things, and have a comfortable standard of living; it is ideal.

What is not ideal is giving up control, giving up the perks, giving up the excessive compensation to drive the company into a ditch.

Actually saving the company would require sacrifice from the EC. They have chosen not to do that. Instead, they attend F1 races, spend lavishly (on themselves) and run out the clock on a company that could be saved. The company is an end to their means - nothing else. Whatever happens will be a lot worse that it needed to be, because they want to go to one more race, sit in one more skybox for a hockey game, lord over you for one more day, before a mandated bankruptcy trustee reined them in, and put an end to it.

Remember that when they say WE have to make sacrifices, WE have to do difficult things. WE, isn't we, it's YOU.

Leadership needs to get their act together.

Shouting, pressure, and creating a climate of fear in engineering won’t fix anything: in fact, it only makes things worse. Right now, people are acting out of fear instead of making rational decisions aligned with actual goals.

That’s how you end up with poor outcomes, short-term thinking, and teams that stop taking ownership.

If the goal is better performance, this approach is doing the opposite.

Share price still falling, revenues down SLT terrible from the top to bottom, especially corporates. Not even in the top 3 legal AI, CoCounsel not had the right vision, stand alone product the trying to link it with everything, clients just not buying it literally. When wil the board step in and purge the lot of them?

I was just told that Rick Fleisher and Anne-Marie Pepi left suddenly yesterday. No word if it was voluntary or not. Anyone know why?

This stupid company is always organic meaning, all the Execs are long timers (CEO, CTO, CFO..), so they have the same narrow minded mentality.
The company needs some people from outside who have vision and know how to do business. The current mo--ns do not fit for their positions and will only get worse...

Where is NIke's destination eventurally, that is the question that has been floating around a lot in this platform.

As long as EH and upper management maintains this death march to the Death Valley, it will be in the teens.

Quite frankly, I was extremely disappointed that EH was not able to come out with new, clear direction after 18 months in the throne. Yeah, JD left sh-t load cr-p around but with EH's pay scale that is task that is included.

I resigned two months ago for a new opportunity and I was really nervous about how it would feel to leave Target. Losing “opportunity”, the chance to work on things at Target scale, the benefits of Target’s brand on my resume.

Honestly, all of those concerns faded a few days in to my new position. Not because my new job is just like Target, but because I didn’t realize how poor the leadership truly is at Target until I worked with people who get along with one another and understand the goal of their work.

People have been welcoming and collaborative. I haven’t been stonewalled in a turf war. Communication is simple and clear. I get what we’re doing and so does everyone else.

The compensation is also par and so is my opportunity.

If you feel like target isn’t firing on all cylinders for you, leave. There are jobs out there.

In most organizations, you will typically find two groups of people. Those that are desperate to lead and those that are not interested in leading. Most times, your best leaders are in the latter group. The question is, how do you convince the latter group to want to lead?

Anyone know why Tom Liguori was replaced as CFO all of a sudden?

I once heard PP say in private that one of the the firm's biggest problem is over retention of underperforning associates. Did ER solve this? A lot of talent has walked out the door and im still surrounded by id--ts.