#leadership

https://x.com/ric_rtp/status/2034623376082284958?s=10

If you wanted less work done in the office, more communicating/chit chat/wasting time. That's what you'll get. Add on the added costs for employees, pets who will now be unattended after spending 6 years with their owners at home...I'm sure that will go great for everyone!

Can't wait for this to backfire like every other decision leadership seems to make lately.

We're #2! We're #2! We're #2!

There was a time when leadership here actually cared about people over profits. I was proud to be part of it. Then things shifted and the cuts started coming, one after another, cold and methodical. The message is clear now. People don't matter. Only the money does.

More frontier people started this week. Some of these people are downright id--ts. Why they’re here and how they have made it this far with titles like “senior director” make no sense. More vest wearing finance bros part of the chain.

Does anyone have insight into the new comp plan that’s rolling out? My leader is excited and says it’s good news but I’m hearing otherwise.

Since Charlie Scharf assumed command of Wells Fargo, the company has deteriorated both from a macro and micro perspective. He has laid off staff, the stock has collapsed, and he lacks leadership skills and clients have suffered. Therefore, at the next townhall meeting, a vote will be taken and Charlie should be asked to leave. Then, the firm should be broken up into separate parts and sold. Enough is enough.

Layoffs are not a strategy. They are a symptom of failed leadership. Layoffs impact millions of people annually, with approximately 19.2 million U.S. workers being laid off per year. Too often, are wrapped in fancy words like “realignment,” “rightsizing,” or “transformation.” But behind these words are real people, employees whose lives are tragically upended. Layoffs don’t just disrupt careers. They fracture trust, morale, and culture. People lose stability, relationships, and sometimes even hope. The real costs? Depression, anxiety, addiction, broken marriages, financial ruin, etc.
Leadership Accountability is missing. Rarely are leaders held accountable for the decisions that led to these outcomes. What about “Layoff Reform” to include mandatory post-layoff principles that prioritize dignity, transparency, and accountability?
1) Treat impacted employees with respect/dignity. Layoffs are personal…if you are laid off
2) Emotional/Psychological severance, like counseling for anxiety, depression, and trauma.
3) Rebuild morale with remaining employees who are survivors, scared, concerned and watching.
4) Public layoff disclosure: number of employees, age, tenure, gender, race, salary, and ethnicity.
5) No promotions during the layoff year. Employee advancement while others are discarded sends the wrong message.
6) Suspend bonuses, salary increases, incentive pay, and stock awards for senior and executive leadership during the layoff year. Leaders should not be rewarded and profit from failure.
7) Companies that conduct layoffs are disqualified/excluded from any “Best Employer” lists for that year. You can’t be the “greatest” while laying off employees.

https://www.propertycasualty360.com/amp/2026/03/17/usaa-execs-saw-hearty-compensation-growth-in-2025/

Well paid executive

I’ve been in a work environment where leadership is often framed as “shared,” with the message that everyone is leading. In reality, it doesn’t feel that way.

There’s a pattern of conversations being guided toward a preferred outcome, where input is less about open collaboration and more about aligning with what’s already been decided. It creates the impression of shared leadership, but often feels like managed agreement.

When someone has the authority to make decisions but avoids clearly owning them, it shifts responsibility onto others and creates confusion around accountability. Over time, it makes it harder to trust the process or feel that input is genuinely valued.

Strong leadership isn’t about telling people what they want to hear or steering them to a specific answer — it’s about transparency, ownership, and honest communication, even when it’s uncomfortable.

Curious if others have experienced similar

The newest CHRO’s Post-it wisdom says:

When we stop trying to be everywhere, we finally give our leaders the space to be innovative and quick. Speed doesn't come from more eyes on a project; it comes from fewer, more decisive ones.

Yet - we are drowning amidst all the things that have to get done - with a crippled team who does not know anything because the experts are gone. And she comes up with JOMO.

In what world she is living?

SMH

Senior leadership ought to know the 3-legged stool concept. PMPs are required to, it’s just called the “triple constraint”.

In light of this, we have the following text in the purposely delayed 10-k: “These efforts are expected to support structural cost improvements and higher service quality through continued technology-enabled productivity enhancements, outsourcing optimization, and process standardization.”

If we infer this means cheap and good, the concept tells us that this won’t be fast. Yet the money is running out in less than a year. Additionally when in the last 5 years has service quality been an objective? Have you surveyed internal or external customers?

All Sr Leader in Vegas offsite this week whats happening? Big decisions?

Gone are the days of corporate leaders like him. Sad

Put his a-s on a milk carton.

Did he retire again and forget to tell anyone?

Dan signed up for multi billion dollar transformation. 15k layoffs wasn't enough. More cuts def coming and it seems like execs are getting real with their teams and just flat out scrutinizing everything.

The Sr Directors are also lacking one of the two main key skills. 1) leadership 2) technical knowledge.

Only a handful around that can do both. Can't grow a company if u are just one.

Bumping this up for visibility. OP: @ap+1kkyyeqjg

Absolutely disgusting how detached these crooks are. While continuing to RA skilled resources to execute cheaper labor arbitrage and force rank 15-20% of the employees as poor performers to pay out ZERO GDP/Raises. The Execs all received 40-50% YoY Compensation increases ... let the peasants eat cake [pizza party] Source: 2025 Shareholder Proxy Stmnt:
Arvind: 2023 Comp $20.4M, 2024 - $25.1M, 2025 - $37.99M 51.4% YoY Raise
Kavanaugh: 2023 Comp $11.7M, 2024 - $13.0M, 2025 - $18.8M 44.6% YoY Raise
R. Thomas: 2023 Comp $10.3M, 2024 - $12.3M, 2025 - $17.5M 42.3% YoY Raise
G. Cohn: 2023 Comp $9.5M, 2024 - $10.8M, 2025 - $16.2M 50.0% YoY Raise

Pay ratio
The ratio of the Chairman, President and CEO’s annual total compensation to that of the median employee’s annual total compensation is 765:1 .

Healthcare org is in chronic structural decline with demoralized staff, opaque leadership, and a broken implementation pipeline. I'm getting the he-l out before layoffs hit.

Sound like they haven't hit puberty yet?

Adios Geoff! Reveal of new org structure.

For successfully navigating one of the hottest media M&A deals in years, Warner Bros. Discovery (WBD) CEO David Zaslav is set to be paid up to roughly $886.8 million if Paramount Skydance (PSKY) closes its acquisition of the storied film studio and streaming platform, according to regulatory filings published on Monday.

Can anyone share signs I should be seeing if I’m being targeted by my leader for a push out? I’ve been feeling like I’m receiving disparate treatment and I don’t know if it’s real or perceived because of the chaos in the company right now.

Heard that rumor

Crown Castle was something once beautiful and admired, now placed on a shelf with a price tag that no one bothers to read. The brightest jewels that once gave it life and purpose have long since been taken away and discarded, leaving only a dull, hollow relic behind of non-functional leadership. What remains is a picked over company run by desperate figures who claw at whatever crumbs they can find and cling to their pathetic power, each fighting not out of ambition, but out of fear of having nothing left.

The old guard still lingers, the good old boys those who once basked in power and comfort, now wandering the dim corridors in search of someone weaker to blame, someone to sacrifice so they can feel important for just a little longer. Each decision they make feels like another boot pressing down on another neck, another story ending before it ever had a chance.

Inside this fading Castle, the air is thick with disappointment and decay. Whispers of dishonesty echo through the halls, and trust is a forgotten language. It’s a place where hope packs its bags quietly, slipping out the side door while the last embers of dignity flicker and go dark.

I’m not being paid on accounts I work because I’m being told I wasn’t coded to the account. I asked if they could skate invoices and was told no.

Does anyone know what the 1/2 hr. fireside chat with Dan Schulman on the 24th is all about?

Tsunami of Layoffs w.r.t Principal Engineers, Directors, Senior Managers, Managers is on the way

Inspirational stuff from the 2026 Proxy Statement. Bill’s total compensation jumped from $22M to over $29M (32%) this year. Meanwhile, in the cubicles, we’re out here debating if our 1.5% merit raise covers the gas for the new 5-day RTO mandate. Truly a masterclass in 'Leading the Way.' Thanks for the motivation, Bill!

https://pex.broadridge.com/getdocument.asp?doc=4CC6BB74616CC807E06317289D0A6255&type=edgar#3547022_1074842_1074924

2025 executive pay was just published in Cigna’s annual proxy report. Here’s how much the visionary leaders who are running the company into the ground are making - while your pay doesn’t even keep up with inflation and thousands of us are being laid off or replaced by workers in India at HIH.

David Cordani- $22.9 million
And no doubt he’ll also be getting a huge retirement package when he steps down as CEO in July.

Brian Evanko- $10 million
And he’s poised to make a LOT more as CEO.

Nicole Jones- $6 million
She’s Cordani’s right hand person so that’s not surprising. Will she survive the Evanko era though?

Ann Dennison (CFO)- $4.7 million
She’ll probably make a lot more this year depending on how fast Cigna can get rid of dedicated employees

Everett Neville- $4.1 million
How does this guy make that much?? He doesn’t run any businesses or operations and seems to just be a talking head. His title is “EVP, Strategy and Business Development” but we don’t even have a real strategy and the last few business development deals have been total disasters - MDLIVE or VillageMD anyone?? Cigna lost between $1.5 and $1.8 BILLION on VillageMD alone. How does that justify being paid more than $4 million??

Two of our executives have recently announced they are departing PNC. One is our Corporate Responsibility Officer and the other is our Chief Information Security Officer. Though we may never know the real reason they are leaving, I find it very ironic that they have both put in their notice shortly before the mandatory five day return to office takes affect.

They are two very highly respected Individuals and it’s sad to see them both leaving. Great talent write out the door.

Thoughts or opinions??

so despite all receiving a welcome message from our top people person stating there will be a review it seems the UK has been cancelled.
You have not and will not hear this from your UK leader, youll be told there has been a review and it was not affordable, usual rubbish.
your bottom level manager who was not included in the review despite how hard they may work, how low they may be paid or even if they received a top rating in their PDR will have this extra stress added to them and will have to break this news to you.
I am nearing retirement after spending my many years having done the most i can do to look after people in this supposedly people first company and this is the worst i have known it to be and i feel i have been left with no choice for the sake of the wonderful people i work with some of which have to work 2 jobs to make ends meet.
I have my monthly meet with my customer next week and I will be sharing this news and I invite you all to join me in sharing this with yours too.

they need to know before they sign any further projects.
it may just make them think twice about who they give their money to and with any luck move some of their business in house or to somewhere that actually cares about people

Scene: Corporate office conference room. A banner reads “Forward Together.” It’s hanging slightly crooked.

⸻

EMPLOYEE:
Mr. Go-Go, thanks for sitting down with me. Employees have some questions about the company’s direction over the last few years.

GO-GO:
Of course. Transparency is very important to leadership. That’s why my office door has a window.

⸻

EMPLOYEE:
Some people feel like the company went from an industry leader to… well… struggling a bit.

GO-GO:
I wouldn’t say struggling. I’d say we’ve entered a period of strategic unpredictability.

⸻

EMPLOYEE:
Right. And some employees think leadership decisions might have played a role.

GO-GO:
Impossible. Leadership can’t cause problems. Leadership is what fixes problems. That’s basic leadership.

⸻

EMPLOYEE:
One concern I keep hearing about is the risk of employees talking about unionizing.

GO-GO:
Ah yes, unionization. We’ve studied that extensively.

EMPLOYEE:
What did you conclude?

GO-GO:
That employees tend to talk about unions when they’re unhappy.

EMPLOYEE:
That sounds… concerning.

GO-GO:
Not really. Our solution is simple.

EMPLOYEE:
What’s that?

GO-GO:
We encourage employees not to be unhappy.

⸻

EMPLOYEE:
Another topic people mention is moving operations away from places like Bartlesville, which some say has been keeping the company afloat.

GO-GO:
Yes, we’re very proud of our strategy there.

EMPLOYEE:
Could you explain it?

GO-GO:
Certainly. Bartlesville has been very reliable for decades. Which means it’s clearly time to move away from it.

EMPLOYEE:
Why would reliability be a problem?

GO-GO:
Complacency. If something works too well for too long, people start expecting it to keep working.

⸻

EMPLOYEE:
So the plan is to move resources away from places that are performing well?

GO-GO:
Exactly. Leadership is about bold moves.

EMPLOYEE:
Even if they don’t make sense?

GO-GO:
Especially then. Those are the moves people remember.

⸻

EMPLOYEE:
Some employees say the company culture has become dysfunctional.

GO-GO:
I disagree completely.

EMPLOYEE:
You do?

GO-GO:
Yes. Dysfunction requires coordination, and we have very little of that.

⸻

EMPLOYEE:
What about morale?

GO-GO:
Morale is very important. That’s why we measure it every year.

EMPLOYEE:
What happens after you measure it?

GO-GO:
We measure it again the next year.

⸻

EMPLOYEE:
So what’s your plan to turn things around?

GO-GO:
Simple. We’re forming a task force.

EMPLOYEE:
To fix the problems?

GO-GO:
No, to identify the appearance of problems.

⸻

EMPLOYEE:
And then what?

GO-GO:
Then we’ll form another task force to determine whether the first task force should have existed.

⸻

EMPLOYEE:
Well… that sounds thorough.

GO-GO:
Leadership always is.

⸻

EMPLOYEE:
One last question. Are you confident in the company’s future?

GO-GO:
Absolutely.

EMPLOYEE:
Why’s that?

GO-GO:
Because if things get any worse, expectations will be much easier to exceed.

⸻

EMPLOYEE:
That’s… surprisingly reassuring.

GO-GO:
Thank you. Confidence is the cornerstone of leadership.

⸻

EMPLOYEE:
Well Mr. Go-Go, I appreciate your time.

GO-GO:
Anytime. Now if you’ll excuse me, I have an important meeting.

EMPLOYEE:
About fixing the company?

GO-GO:
No. About changing the banner in this room to say “Strategic Excellence.”

I think it will really boost morale.

(Credit GBT) someone please make a short out of this!!! lol

In a stunning display of visionary leadership, Clearlake has decided to let two complete rookies role‑play as CEO and CTO of One Identity.
Their first genius move? Try to fire the entire Identity Manager team and replace decades of hard‑won expertise with an army of low‑cost code monkeys offshore.
Nothing says “strategic innovation” quite like dismantling one of the company’s last profitable products. But hey—let’s just hope the next buyer doesn’t notice the smell of burning cash just yet.

To all the directors whining and trying to make your case for know declared surpluses. GOOD LUCK! You’re not as important as you think you are. Dan will do what Dan wants to do. Change some of your ridiculous metrics and you’ll find you need far less personnel. Smarten up!

Seems like Impulse is taking advantage of all the property that Space Park is letting go for cost savings . They are growing fast and have a lot of frustrated NG alumni that have left who were always constantly brought down by status quo NG leadership. Hopefully they’re able to pick up anyone looking for coverage. Also I heard leadership here, at NG, is trying to stop them from recruiting 😂.

Good news M. Light-foot has been retired

We basically work for the mafia.

I'm hoping to get a big buyout, what's taking this new CEO so long to do something?

As many reiterate Dan was on the board for a number of years before being put in control. The question is why now? Who was responsible for holding him back or was it several on the board? Who has recently departed the board? Maybe those or that individual? Overall it is a shame it took so long as can be seen by his quick actions once CEO. Will Dan take out whoever else kept him back?

Anyone else see the stocks that all the execs got? It's crazy that they are laying people off in different BUs, changing the variable comp goal posts, and bringing in McKenzie over and over and they still get that bonus. Are we all just happy with a job and .9 VC instead of demanding better? Feels like they are asking for unions with this BS.