#leadership

https://www.linkedin.com/posts/jamieschorr_xerox-has-lost-75-of-its-market-value-in-share-7440843685967323138-DQww?utm_source=share&utm_medium=member_ios&rcm=ACoAAAfaElsBwXinezoJMaXHkbihsRTojWhnJRU

How confidence inducing

Occidental CEO’s Tenure May Be Over. It Hasn’t Been Good for the Stock.

Only a company that doesnt care a bit hospitality would bring Bridget back into the fold. There were parties when she left! O well glad im gone. Good luck to those still at macys. Watch your back.

Seems like an ego maniac ---- since he has been on board as ceo the stock has gone 50%. Said he was friends with Apple founder - again at best an exaggerator at worst a lier.

There is no doubt that some leaders are driven by ego, and we all know such people. They may seem to be propelled by “legitimate” goals such as building or expanding an organization, but what is foremost in their minds and emotions is making a success for themselves, gaining fame, fortune, influence, and personal power. They are also driven to a great extent by fear and self-protection, which is reflected in the pessimism that many of them exhibit, as well as inflexibility because they feel they have to hold on to positions, ideas, and ways of doing things that have worked in the past. In short: they are afraid of change. They are motivated to try to control change rather than embrace it.

The egotistic leader is self-centered, self-righteous and self-congratulatory. This leads to criticism of others’ ideas, actions, and abilities in order to prove one’s superiority.

Genuine, justified confidence inspires and builds followership; egotism drives followers away. For egotistic leaders, the game is about themselves, protecting their image, winning every argument, feeling entitled and defending and justifying their decisions. Egotists don’t learn from their mistakes, they defend them. They are afraid to be wrong, to show vulnerability, to listen to other’ views, and they resent having to do work they consider beneath them. They focus on personal ambition, power, status, and inflating and promoting an image. As T.S. Eliot put it, “Half the harm that is done in the world is due to people who want to feel important. “

Their Narcissism

They believe they’re the smartest people in the room. They assume they are always right, don’t listen to others’ opinions and ideas, don’t trust others, and end up trying to do everything themselves.

Narcissism is an extreme form of over-confidence that is actually quite common in leaders. Narcissistic leaders use their self-confidence and charisma to draw others and initially inspire them to follow. Dr. Berit Brogaard is both a physician and professor of philosophy at the University of Miami. She has spelled out some of the main characteristics of people who have a narcissistic, exaggerated sense of their own worthiness.

They have a grandiose sense of self-importance, tend to exaggerate their achievements and talents, and expect to be recognized by others as superior — even if their achievements don’t warrant it.

They are preoccupied with fantasies of unlimited success, power, brilliance.

They believe they are “special” and unique, and can only be understood by other special, high-status individuals. Thus they require excessive admiration and have a sense of entitlement.

They are interpersonally exploitative, and tend to take advantage of others to achieve their own ends.

They lack empathy, and are unable to recognize or identify with the feelings and needs of others.

They are often envious of others or believe that others are envious of them.

They are arrogant and haughty, these are all signs of an ego that has run amok.

They talk but don’t listen. Or if they appear to listen, they don’t actually act on the advice or information given.

They don’t acknowledge the contributions of others. Many great leaders find a way to praise team members and give them all the credit for success. Ego-driven people seek out the praise and gladly take all the credit.

They don’t train others, and won’t give up control and their teams never live up to their full potential.

They have excessive confidence in their own judgment and contempt for the advice or criticisms of others, as well as exaggerated belief, bordering on a sense of omnipotence, in what they personally can achieve. Sunflower bias, confirmation bias, over-confidence bias can lead to not considering what might go wrong, or that one’s own judgment might be flawed. A big ego and arrogance lead to bad decisions.

They are prone to recklessness and impulsiveness. Daniel Kahneman, who won the Nobel Prize winner for his research on decision-making, has cautioned that, “The brain is a machine for jumping to conclusions.” If you think you are the smartest person in the room and possess unique abilities and intuitive judgment, you probably won’t consider what might go wrong, what you may have overlooked, what information is missing, what assumptions need to be questioned or what might be the consequences of taking a risk.

They feel entitled and have a distorted sense of their own omnipotence. Thus they don’t plan and don’t handle the things that need to be done. They just assume things will work out for them and don’t think about the details or the difficulties of implementation.

It feels like the people making decisions no longer have a clue what our work actually involves. We tell them what's broken and they just ignore it. They acknowledge our concerns and then do absolutely nothing about them. Why should I trust anything they say at this point?

I see some groups had engineering cut heavily. This is typically a very bad sign especially when the 'process' professionals who mostly bring no value and simply get in the way of innovation (at this company) remained unscathed. The budget cut requirements could have been serviced by dealing with those groups while giving innovation in engineering a chance going forward. There was a belief this was a Mark B. policy but clearly that is not the case as this goes right to the board and IS the business model. Time to accept that.

I can't keep track of who I report to anymore or what I'm supposed to be working on. Projects constantly get started and then abandoned mid stream. Can somebody explain to me how this complete chaos benefits anybody, including Nike?

Meta, led by CEO Mark Zuckerberg, is continuing to shrink its workforce, like many of its peers in the tech industry. After laying off hundreds of employees earlier this week, a leaked document revealed the tech giant’s bizarre plan for several of its remaining staff as it shifts in a new direction.

https://www.thestreet.com/technology/leaked-meta-memo-reveals-companys-bizarre-plan-after-layoffs

Profits all go upstairs. We'll just keep getting cut like always.

Another week with almost no communication from leadership, just nonstop guessing and speculation about what’s coming next. I’m so tired of this. I’d honestly pay good money for leadership that respects its people enough to just tell the truth, even when it’s not what we want to hear.

The painful and sad truth is that Cisco has become a company run by financial managers and lawyers. Such a company has no chance of growing and being competitive at the crazy growth rate of the AI ​​market. The facts are that there has been no innovation at Cisco for a very long time, the company has been operating conservatively and cautiously, resting on its laurels, there is no risk-taking, no innovation, but rather maintaining the status quo. This is the truth that all need to understand and know about Cisco. All the other talks of the ELT are worthless.

The direction here changes every few months, so how are you supposed to feel confident about anything long term? Teams keep starting initiatives that never go anywhere before the next priority shift. That lack of consistency is ki-ling morale more than leadership realizes.

First time in many many years where the ALL HANDS WEB CAST was not posted on Bridge .... From what employees are saying the CEO was crying during the webcast and the company has disclosed any infomration stating that there is no recording for such . Can anyone confirm and or comment on this?

What is going on over there?? Constant back and forth on plans and resourcing. Even requirements above the 4 days/wk corporate standard to please BB. Sure seems like a lot of people leaving.

How the company plans to address its mounting liabilities remains unclear. At this point, only a dramatic shift in strategy (or perhaps a moment of radical clarity fueled by either opi--ds or OK homegrown ayahuasca ) seems capable of turning things around.

Jensen Huang runs Nvidia with 60 direct reports, how many does Sassine have?

ExxonMobil will be a case study for how not to do strategic workforce planning. All of the HR Talent management programs are being put together to deliver the lowest cost organization for the long term which is very different to an organization that can continue to deliver. Give it 5years and the organization will be unable to deliver. The HR Leadership team don’t realize the impact of losing our friends in Canada, Australia, UK, Malaysia, Europe and there’s more to come. India is the future but not going to deliver what the organization needs or wants. BIg bet is a gamble for the future. Get our now

What is likely to happen in the first 90 days of when the perm CEO arrives, big or small splash with a big webcast call or just a e-mail to all staff, any changes expected at the top or the way we work, as now only a few days away

I was reading the WSJ about Elon Musk and found this interesting:

“For Musk, that (his management philosophy) means latching on to one or two existential issues and riding them week after week.

“I used to sit in those meetings, saying I’m pretty dang sure that our competitors’ CEOs are not sitting in these weekly engineering reviews and not driving their companies as fast,” McNeill said. “Therefore we’re compounding an advantage against them.”

This is one of our issues: the most senior leaders at PSX show little to no interest in the existential issues that result in our underperformance. And they certainly are not willing to sit through meetings to help ensure that the issues are being worked. In fact, they struggle to stay awake during 30 and 60 minute meetings on issues of performance and ensuring priorities are being worked. Instead, they spend time having dinner with investors and the board.

If accurate there is a Big Payday headed for Bill and crew. It has just been leaked that Citi corp is considering buying Truist or PNC. My money is on Truist at a discount. Of course, executive leadership will be well compensated. That is not likely the case for the remainder of Bill’s “teammates.”

Or when the next round will hit, or how many they think it makes sense to cut. Leadership overextended. AI is a black hole they all fell into, and now they're operating on pure sunk cost fallacy. They may end up shooting themselves in the leg to save the arm. Basically, anything can happen in the near future, and none of it will be good for us.

All you need is charisma to lead when things are good. Things are not good and need to be led with tough decisions and swiftly.
For tech he needs to cut at least 2/3 of employees and give the remaining a 5% raise to get folks out of slump. Cut all the new or recently promoted leaders as well. They are not smart and useless. Run it on bare bones until things turn around.
I’m in tech so can’t speak for other areas.
Will be a big mistake with the stock so low if we come out of layoffs with only 500-1k gone.

Conestoga College recently laid off nearly 400 employees. This included 181 faculty members and 197 support staff. Some staff were also forced into part-time roles. Declining international student enrollment is a primary cause. The college is also undergoing a leadership transition.

Kitchener, Ontario

https://www.seekyoursounds.com/news/kitchener/another-round-of-layoffs-conestoga-college-400-full-time-staff-cut

WHEN WILL HE COME OUT NEW STYLE OF SHOES THAT REGISTER WITH PEOPLE!!!

Where is next AF1, AJ1, Cortez? Next Air technology or Air Max technology?

What is upper management doing? Other than figuring out how to cut the company and retreat!!!

If EH cannot provided any significant answer then he should go or PK should let him go

YETI now has a track record of annual layoffs around the February timeframe in the hopes of propping up the stock price, along with a revolving door of leadership for those unable to constantly be a "yes" person for a CEO, who has a constant fear of losing control while repeatedly implementing negatively disruptive changes and holding others to account for those decisions.

After riding out the usual industry cycles, one thing that keeps standing out is how the "We Lead" behaviors aren't just words on a slide deck. they actually shape how things get done day to day.

Even during last year's necessary adjustments, you could see it in action: leaders at every level stepping up with clear direction, owning outcomes, and keeping teams focused on what matters most. No panic, no mixed messages .. just steady, confident guidance that helped everyone stay aligned and move forward. It's the kind of strong leadership culture that turns tough moments into proof that the system works.
What's been especially noticeable since then is how things have sharpened and improved. The focus feels even tighter, collaboration is smoother, and there's a renewed energy around delivering results. Teams are moving faster with clearer priorities, and that consistent "We Lead" mindset: taking initiative, holding ourselves accountable, and supporting one another has really taken root in the day-to-day. It creates this quiet confidence and sense of shared purpose that makes the work feel more purposeful than ever.

Definitely one of the biggest reasons the Chevron culture feels special and worth staying for. Curious if others see the "We Lead" principles showing up the same way, especially in how the organization has come through stronger on the other side.

An all hands invitation was sent out this morning for April 1
GP and WP leaders on it and I hope that they have some information to share instead of an hour of word salad slop.

Dan’s story time is great for the stock price. I can’t wait to tell us more about AI and the future. Hopefully he gives out lolly pops.

I KNOW the marketing team sht a brick when the Aven Hospitality rebrand came out weeks before the Sabre rebrand...with the same color scheme, imagery, and style. What's funny, is they used the same agency, so they can't all play d-mb, right? The fact that millions went to an agency that just copied and pasted a different company's project and said "good enough" is insane. Once you add the similar logo from Sabre Industries - nothing is unique about the Sabre rebrand. In fact, just this morning I saw the Sabre Industries logo with a blue background and thought, "I don't remember blue being in the color palette with the burnt orange" cough* excuse me, terracotta.

Did we really bring in a CMO who thinks her sh*t doesn't stink to look like an amalgamation of other companies? It's time for her and her high and mighty constituents she brought over from TP to get going.

To get an idea for how far behind Intel is in AI, they still employ hundreds of secretaries. These are status symbols. They are so old fashioned on the inside. The leaders don't know how to schedule Outlook or create ai agent.

Oracle employees always seem to conveniently forget that Oracle is run by a malignant narcisist. Narcisists enjoy the chaos created by pitting their underlings against one another. This is a behavioural fact.

So stop with all the questions of why management does this or that. The answer is that this is Oracle's company culture; derived directly from the sick individual at the top.

Furthermore, it isn't just the hand-wringing of the poor ICs that he enjoys, but the same reaction is taking place through all ranks of management, with almost no exception.

Many big, successful companies take feedback from employees regarding their leaders.

Verizon has only a one-way survey—from manager to employee—and never from employees to managers or leadership.

Like Amazon runs frequent surveys to get:
• Team health
• Leadership effectiveness
• Workplace satisfaction

They make sure that if someone is polluting the culture, they weed them out. Verizon needs this urgently if Dan is dreaming of any transformation.

I'm considering a leadership position (band 9) at Lenovo in the LATC org.

Variable bonus target is 14% for this position, but I'm told the org performed well in the past and the bonus has been more like 20% for employees that meet expectations in the past few years. Given LATC was formed only a year ago, I'm guessing this stat is referring to the bigger org (perhaps the CTO org which LATC is under)

Can anyone at Lenovo confirm this stat? Can anyone confirm they got ~20% bonus for meeting or slightly exceeding expectations?

It is my understanding that the company is planning to lay off a significant number of employees who are directly responsible for day-to-day execution. In light of this, it would be advisable to also evaluate the structure and effectiveness of the senior management team.

A thorough assessment of management layers and their contribution to operational efficiency may help identify meaningful cost-saving opportunities. In some instances, organizations develop multiple layers of leadership that are not closely aligned with core business functions, which can introduce inefficiencies. Additionally, certain senior-level appointments made under prior leadership may warrant review to ensure alignment with current organizational needs and performance expectations.

It is also important to evaluate whether the addition of high-ranking, high-cost roles is delivering the intended improvements in efficiency and execution. A balanced approach that considers both leadership structure and frontline resources is critical to sustaining operational effectiveness.

From a customer perspective, there are growing concerns regarding execution timelines. Based on ongoing engagement with financial institutions across both the East and West Coasts, a consistent theme is that projects are taking longer than expected to launch. This may reflect an overreliance on layered management and delegation, rather than a streamlined, execution-focused approach.

Given the competitive landscape, these concerns are increasingly significant. Industry discussions indicate that organizations are actively evaluating alternative providers, making it essential to address efficiency, accountability, and delivery performance to maintain strong client relationships l,

Just because we were spared this time doesn’t mean we are out of the clear. Once this WB + Paramount merger happens we are ALL on the chopping block. This can’t be helped. Allow yourself to breathe a sigh of relief then start looking again. The battle has been won but the war rages on.

Clearly, David had no idea how widespread our network is and how crucial some remote workers are. Like literally frameworks, codebases, etc would fail overnight. This gives leadership some time to figure out Plan B.

Plan B will be what will happen in 2027. Buckle up.

Is ELT paying attention? Too much id--ts at leadership. Politics and favor is all their game torturing technically IC.

There is a fundamental disconnect between Dan’s stated ambition around AI-led transformation and the behavior being driven by current leadership.

Leaders are not just failing to prioritize upskilling—they are actively deprioritizing and, in many cases, dismissing learning initiatives as non-essential.
Immediate operational demands are consistently positioned above capability building, effectively preventing employees from investing in AI and future-ready skills.

I want to provide this feedback. Where can I provide that?

There is a pattern of behavior where the individual keeps project teams siloed and separated, while expecting everyone to remain aware of all activities. At the same time, information is selectively hidden within teams, creating confusion and lack of transparency.

Communication is often done in Hindi, which can exclude some team members from fully understanding discussions. The individual also appears to influence people to report directly to him, positioning himself as a central point of control. When status updates are requested, he tends to protect those who report to him, which encourages more people to align with him for safety.

Conversely, those who do not report to him are often put in a negative light—either blamed, overlooked, or set up in ways that impact their performance or perception. There are instances where opinions are shaped against certain individuals, affecting their growth, ratings, and opportunities. Senior leadership responsibilities such as supporting, mentoring, and enabling team success are not being fulfilled consistently.

This environment has led to decreased trust, lack of collaboration, and has been a contributing factor in multiple team members choosing to leave.

What if the board had chosen a qualified ceo instead of BDB?