#leadership

Calhoun was Boeing’s CEO up in Seattle. Old Dave put Boeing in a deep hole which they are still in and about put Boeing up on the blocks for good. You know with Calhoun running Nike he will have Nike in the biggest train wreck ever that old Casey Jones the railroad man would have been impressed with.

Isn't interesting that HR just sent out a note today on this in advance of the Townhall tomorrow? Have not seen nor heard much from the CEO or any of the elites in many months. Can't wait to hear how great Gainwell is doing and that they are hiring lots of new people, just like the lies from last year.

What is happening right now is not just a restructuring on paper. It is something people are living through every day, with stress, sadness, confusion, and a growing sense of injustice.

Many of the engineers being impacted are not low performers. They are experienced people who carry years of product knowledge. They know the history, the logic, the complexity, the technical choices, and all the invisible work behind the product. They are the people others turn to when things get difficult. Seeing them leave is painful, and it is hard not to wonder what will be left when so much knowledge walks out the door.

And for those who stay, the situation is not better. They are left with uncertainty, heavier workloads, and the pressure to deliver more than before with fewer people. They are expected to keep moving faster, to build better releases, and to carry on as if nothing fundamental has changed. But something has changed. A lot has changed.

For the past two years, teams have been asking for support. More hiring. Better direction. Clearer product decisions. These concerns were raised again and again. People spoke up because they cared, because they wanted the product to succeed, because they could already see the risks ahead. Today, it feels deeply unfair to watch engineering carry the consequences while the deeper product and strategic issues remain untouched.

There is now a real sense of loss inside the teams. People feel lost. People feel demotivated. People are trying to stay professional, but the truth is that morale has been hit hard. When almost half of an R&D organization is affected, this is not a small adjustment. It changes everything. It changes the atmosphere, the trust, the energy, and the belief people had in what they were building together.

This is not written to attack anyone. It is written to say out loud what many are feeling quietly. You cannot remove so many of the people who know how to build, maintain, and improve a product, then expect the same product to become stronger overnight. You cannot ask the remaining teams to do more with less, with more pressure and less support, and pretend this is a normal situation.

Behind all of this, there are human beings. Engineers who gave years of effort, thought, and commitment. Teams who tried to raise concerns early. People who genuinely cared about the product and where it was going. That is why this hurts so much.

Sometimes the real damage is not visible in a headcount reduction. It is visible in the knowledge lost, the trust broken, and the people left wondering how they are supposed to keep going like this.

Just curious, what percentage of T employees respect and admire John Stankey? I would estimate less than 5%, what do you say?

Tata Consultancy Services faces high senior-level attrition. Exits from top ranks surged to about 16%. This is significantly higher than its historical 4-5% rate. Around 12,000 employees were impacted by workforce reduction. Senior leaders also received low variable pay.

https://www.ndtvprofit.com/business/tata-consultancy-services-faces-high-senior-level-attrition-amid-restructuring-and-compensation-challenges-report-11317142/amp/1

https://l.facebook.com/l.php?u=https%3A%2F%2Fhtv-prod-media.s3.amazonaws.com%2Ffiles%2Foracle-warn-kansas-city-69cd4b2e5582b.pdf%3Ffbclid%3DIwZXh0bgNhZW0CMTAAYnJpZBExTVBSU1c3MDVNMUp5RVZ5b3NydGMGYXBwX2lkEDIyMjAzOTE3ODgyMDA4OTIAAR4bFUAOGpOS5uZ4V3m4-MODvttg68T_Lc5h9nr-TmmYE7tLUMapEykX8I5vAQ_aem_ML1hYoOnP0b1b-2orRFoIA&h=AT4N2PUgrF0n5I8_6gMTTcM76L32IMvItqOanDIE9zG95RZvu3apWGUTdi9Ihan54cW2rtu7cgjuQ00nnEga7OCKQPK_nsblbVB8Ncv9zqDDBHH80KKyBlBB7iKXJId-J_e-VpkjW6YPMpen23B1uAWRtWhbbg&__tn__=-UK-R&c[0]=AT6gHLhORcv-Dq_76Y_Yl-nxRMKH4EhXiV65FCQI5gQlaQz1o3jhwFt0LB9GjyPsX4f3Id6EtJgk4hUvXxusxLgEP6hhaNp9IodonyF8-HQofwWqnKkP8-7ULBH0v_bfn0aGDc02H5Q8uq91ur-08wQkJxsKh6FmhI-qCfhgLuXgnEz7vzc

Think about this.

Most companies, when they see something causing unnecessary stress or friction for employees, try to fix it. Even small things. Shorter commutes, more flexibility, better alignment. It’s basic common sense because it improves morale and productivity.

Here it feels like the exact opposite.

Every decision somehow lands on the option that creates the most friction. The most inconvenience. The most disruption to people’s lives.

Live 10 miles from one office? Doesn’t matter. You’re required to drive 50 miles to another one.
Can do your job perfectly from home? Irrelevant. Be physically present anyway.
Teams are distributed across the country? Still sit in an office on Teams calls.

At some point it stops feeling accidental. It starts to feel like pain is being chosen on purpose.

And then leadership turns around and asks why there’s no culture. Why people aren’t going above the bare minimum anymore. Why morale is gone.

Morale didn’t just disappear. It was worn down decision by decision, policy by policy, until people stopped believing anything would actually improve.

Then you hear “there’s no loyalty anymore” while at the same time wondering why no one shows up to town halls, no one engages, no one cares.

It’s not confusing.

People don’t disengage for no reason. They disengage when they feel ignored, when feedback goes nowhere, and when every decision makes their day-to-day worse.

And yet somehow the expectation is that people should accept all of this, have bad policy shoved down their throats, and then turn around and be grateful for it. After surveys where honest feedback was ignored or worse, scolded.

That’s not just disconnected. It’s delusional.

This didn’t become a bottom-tier culture overnight. It got there because of decisions like this. Because of policies like this.

Culture and morale aren’t things you can slap on a PowerPoint and speak into existence. They’re built by listening, adjusting, and actually giving people a reason to care.

Right now, that reason is gone.

Well, that was fun, more value of the company obliterated in less time then you can chat the GPT. So many mistakes and fumbles...

Countless bad hires
Endless RIFs
Missed Quarters after Quarters (more like Y/Y misses)
Unlimited amount of Fuchsia bad fashion purchased
Mediocre acquisitions
Not retiring but got the BOOT
No longer the all female C-Suite bunchy bunch
Woke beyond belief
Endless RIFs (again... and again..) ± 1,000 people let go or MORE
Hustle in the Bustle
Off Shored Jobs - ±850 or so or MORE
6.2Bil of Value Reduced to 1.9Bil of Value
Precipitous Stock drop - 56% (or more) in two years
Endless more RIFs
Did I say terrible HIRES?

What a legacy, like a pinnacle of a legacy, like an empire of dirt or sand in the Sonoran desert.

At least she learnt how to spell AI

LOLOLOLOL..... Later!

Did Mike Wirth lose his soul before or after becoming CEO? Or was it just traded in for stock options? Asking for everyone currently dealing with the fallout of his 'leadership'. When did he make the deal with the bad dude downstairs?

We keep talking about employees needing to adopt AI tools, but what about the SVPs, VPs, and SDs? How are they being held accountable for adapting to a world powered by AI?

AI opens doors to speed, efficiency, and smarter decision-making. But it also exposes a problem: it lets poor leaders procrastinate, hide while solutions have been obvious for months.

AI can supercharge productivity, but it doesn’t fix leadership inertia. If senior leaders can’t act until forced, no amount of AI will save the organization.

It’s time we start asking: how are we upgrading their skills for the AI era?

The senior leadership in the U.S., particularly the VPs, routinely take credit for the work done by their Indian directors and senior directors. These VPs claim full ownership of projects that their Indian counterparts have actually planned and executed, with no acknowledgment of their efforts.
The VPs have no real understanding of how to effectively execute projects with resources in India and are completely dependent on their Indian directors and senior directors. Despite this reliance, they fail to give the credit where it's due, continuously taking the limelight for work they didn't do. The Indian leaders, who have built strong relationships with their counterparts and teams in India, know how to get the job done efficiently. The VPs, on the other hand, lack the necessary expertise and often sit back while others handle the real work.
Adding insult to injury, the VPs undermine their own directors and senior directors by pretending to be supportive of the India teams. They put on a show, claiming to protect these teams from exploitation, like avoiding late-night meetings, but in reality, they are the ones fostering a toxic environment where credit is stolen, and recognition is denied.
The directors and senior managers are too afraid to speak up, fearing retaliation or career damage. As a result, the VPs continue to bask in the glory of others' hard work, while the real contributors remain unnoticed and unappreciated.
This toxic culture of credit theft and the undermining of competent leadership is a long-standing issue that severely damages morale and fosters an environment of fear. If you’re considering a position here, be aware that your hard work will likely be stolen by those higher up the chain with no recognition for you.
Bottom Line: Look elsewhere if you want a workplace where your contributions are valued and credited, and where real leadership is respected.

The execs keep talking about the need to reduce expenses and are laying people off, yet they are paying over $120 million to get all the agents together in Las Vegas and spending an additional $15 million on incentive trips for said agents. Oh know gas prices increases costing us more…how about cancel the trip?!? Paying for Pink to entertain agents and executives…disgusting!

Most decisions are focused on immediate results. Long-term impact doesn’t seem to ever be a priority. It leads to the same problems coming up again later and more wasted time and resources. Imagine how different things would be if we actually focused on the future and long-term results.

Feels like five managers for every person actually doing anything. Someone told me when I started that one percent of people do ninety nine percent of the work. They were right.

Every time, it’s presented like something new but in reality, not much is actually changing. This is what you get when wrong people who know little about the actual work get into leadership positions. Then we pay for it with our jobs.

Anyone who tells you IBM cares about your career is lying. There's no interest in developing people. None. The only focus is the stock number and the people at the top getting wealthier. Everything else is noise.

What you're dealing with here isn't how it has to be. I went to another big bank and everything is better. Nicer people, working tech, and leaders who actually try.

Unique among banks, U.S. Bank measures success, merit, and performance using a singular metric: The duration employees remain seated for eight hours in non-ergonomic office chairs at hubs. This approach contrasts with traditional metrics such as:

• Business Process Improvements
• Innovation
• Project Management: Management of Scope, Time, Cost
• Reliability
• On-Time address of issues
• Net Profit Margin
• Customer Satisfaction Score (CSAT)
• Revenue Growth Rate

The Top leadership do not have to worry about Child Care, Elderly Parents, Family Members with Special needs as THEY (MC - Senior Leadership) are rewarded and compensated with lucrative packages, including child care, luxury travel, and high-end accommodations near Minneapolis HQ.

Unlike an average Indian, Fun-an’s other half was born in a privileged class (called IAS) with ivy league education and background in mechanical engineering (worked at Caterpillar in 1980’s where it requires physical in person collaboration to manufacture and assemble construction, mining, and other engineering equipment to measure performance), but Fun-an’s other half strategy is not going to attract/retain/resonate with the average employee's challenges at a financial institution like U.S.Bank in year 2026, unless Fun-an wants to turn U.S.Bank into Caterpillar to manufacture physical goods or turn the bank into a sweat shop.

There is no follow through. There is always a new initiative being introduced. Big kickoff meetings, lots of excitement, and then nothing really happens. Within a few weeks, attention shifts to something else. How can anybody take us seriously when things are so dysfunctional?

Per LK

Platforms like Indeed and Glassdoor no longer allow truly anonymous comments—corporate agreements behind the scenes have made open discussion nearly impossible. At this point, Layoffs.com is one of the few places where employees can honestly share what’s happening inside the company, especially since leadership keeps us in the dark as much as they can.

This topic is staying. Why is the CL TV leader allowed to nothing for years?

Too many people doing close to nothing on this team and horrible morale. How long can this last?

Ever since Darcie Henry, AT&T's HR leader, joined HR there has not been one male announced in a senior role. This makes me wonder, does she hate men?

Stock went down to 126, and this momentum should continue. QC will keep to be the shithole for the next 10 years.

Thanks to QPOET. Your toxic culture and disgusting leaders were contagious, and put this company into a TRUE shithole! Keep up doing your job!

BNY Mellon’s significance on this forum is clear: the forum has become a real‑time barometer of employee sentiment, revealing a workforce that perceives the bank’s strategy as dominated by cost‑cutting, stealth layoffs, cultural deterioration, and leadership distrust. The volume, tone, and consistency of posts signal reputational, operational, and talent‑retention risks that BNY cannot ignore.

1. Stealth Layoffs & WARN Avoidance
Numerous posts allege unannounced, rolling layoffs, often tied to:

RTO policy enforcement

Performance review manipulation

Site closures (e.g., Pennington)

Employees repeatedly claim BNY is circumventing WARN Act notifications by staggering terminations and using “performance” as a pretext.

2. Labor Arbitrage as Core Strategy
Threads explicitly describe BNY’s operating model as:
“If someone, somewhere, can do it cheaper, that’s where the work goes.”

Offshoring, contractor freezes, and AI‑driven job elimination are recurring themes.

Employees see this as systemic, not cyclical—a permanent shift in workforce philosophy.

3. Leadership Distrust & Cultural Breakdown
Robin Vince (RV) is a central figure in discussions, often portrayed as:

Detached from employee reality

Focused on cost‑savings and personal compensation

Culture is described as toxic, demoralizing, and psychologically unsafe, with morale at “historic lows.”

4. RTO We-ponization
RTO dashboards, “red periods,” and inconsistent enforcement are cited as:

Tools to push out employees

Methods to avoid severance

Many posts describe RTO as a layoff mechanism, not a business need.

5. Operational Instability
Reports of:

Unresponsive or dysfunctional teams

Leadership churn

Poor communication around relocations and site closures

Employees describe the environment as chaotic and directionless.

What This Means for BNY Mellon

1. Reputational Risk
TheLayoff.com is heavily trafficked by job seekers, analysts, and journalists.
The persistent negativity shapes external perception of BNY as a troubled employer.

2. Talent Flight
High performers openly discuss:

Practicing interviews on company time

Planning exits

Warning others away from applying
This accelerates brain drain and raises replacement costs.

3. Strategic Execution Risk
A demoralized workforce undermines:

AI transformation

Client service

Operational resilience

Regulatory compliance
BNY’s own employees describe the bank as “McKinsey’s magnum opus of misery.”

4. Legal & Regulatory Exposure
Frequent references to:

Wrongful termination

Forced ranking

WARN circumvention

Discriminatory practices
…suggest heightened class‑action and regulatory risk.

Bottom-Line
Discussion on this forum portrays BNY Mellon as an institution in cultural and operational decline, driven by aggressive cost‑cutting, offshoring, and leadership detachment.

For analysts, journalists, and job seekers, the site functions as a candid, unfiltered window into a workforce that feels expendable, unheard, and increasingly hostile toward senior leadership.

Jamie Dimon is a naracistic psycho that runs around speaking from both sides of mouth. He is hated by majority of the puppets that work there. He is a disgrace to society in multiple levels expect for the billionaire wackos he takes orders from!

Leader here, do not expect anything this cycle. We got peanuts in the name of budget, not sure how to manage with this much generosity by Cisco

In all my years in consulting i have come across multiple fake leaders (aka.. A fake leader is an individual who prioritizes personal image, power, and self-interest over the well-being of their team and organization) but nothing like IBM consulting. Per my experience apart from a handful of leaders every other leader i encountered at IBM consulting is very close to a fake leader. seems like its very much engrained into the culture what have you seen during your time ?

Yeah, not gonna make that mistake again, that's for sure.

They want 50k employees almost universally making less than 6 figures. That means everyone making more than that and over 40 years old need to be made as miserable as possible until they quit. Performance and knowledge DO NOT MATTER. Leadership believes all this work can be done for pennies by AI and offshore. There are plenty of H1Bs out there to replace you in their little slave commune in Frisco, TX, right next door to the new campus. The more of you that leave on your own, the less of you they have to fire. That is how they sleep at night - they think they are doing you a favor by letting you leave on your own terms instead of just firing you outright.

Exactly what @aj+1kn7ewyd6 said.

Filtering on Japan and Australia show 0 jobs. Great job tools team on getting the query working! Way to go, VZ leadership export those jobs! I see positions listed that could have been filled by people that were recently riff'd. What a BS company (leadership, that is). Bunch of greedy sociopaths and bootlickers willing to do anything to fill their own pockets.

just WOW! I hope she will fire current HR VPs as most are useless veterans with zero impact

Title says it all. Some areas are far worse than others.

Maybe it’s because I’m just new-ish to Verizon but reading this article is the first I’ve heard of some of these talent initiatives…? Culture OS? Transparent career growth? Personalized development? Making it sound it seem like we’re some A-list people developer employer.

Am I just living under a rock or is this BS?

Manager double, triple booked, late for meetings, no clear direction to team, rude and condescending. How does one get a skip level meeting.

The personalities of slack at Nike:

1. JR - responds to every and each question in COP and AI channels

2. DM - pretty much has her own store in Alt Class

3. JM - posts every shoe drop in sneaker channels, the good and the bad

4. Van - everyone getting heart broken over drops that have a lower win rate than SNKRs

5. EV - daily complaining that people aren’t charging their cars or stayed over time limit acting like it will make a difference

Can’t imagine the amount of time wasted in some of these channels.

What else?

Imagine if EH is reportedly tired with his salary how tired the employees are. I imagine designers have a hard time being creative and most others are not doing anything from what I see, expecting layoffs that won't push the needle or address the real issue.
I would challenge the ELT to send us an email saying how many VP we have down to senior manager and take massive cuts and NOT rehire. There is little value in the layers of leadership.
This would immediately make the actual doers feel heard and increase productivity without the (in many cases) micro management based on ego fear (particularly in tech).
Take a risk. Another useless layoff with all weak leaders and many layers of vp to vp to vp or dir to dir to dir remaining will make no difference.
We still dont have a clear plan except go out and create but its hard to do that tired and unheard.

Literally every downfall is directly connected to the CFO. Margins, inventory, discounting and horrible guidance.

How does this guy have a job?!

I am in IT, but I heard that the ELT is so upset with HR that the CHRO has to layoff 2 LT members by the end of they year. If they do that, expect other layoffs to be cover for it. Hunger games at its finest.

Not sure which group is worse to be a part of. IT or HR?