#leadership

It doesn't matter in the end. If your number's up, you're gone, and the only reason is the bottom line. Don't ki-l yourself trying to prove your worth. You'll just regret the wasted effort later. Nobody's indispensable to leadership, especially when there's no growth strategy anyway.

Just when you think this man can’t get any more shallow, he blasts out the most cringe, self‑congratulatory “newsletter” ever written. It’s basically a shrine to himself, wall‑to‑wall “me, me, I, I, my, my.”
And then he has the nerve to act proud that he and his leadership team got “partially met.” Buddy, that’s not a mystery. That’s a mirror. Your team’s performance is a direct reflection of your leadership. Ask your smiling as-----n CHRO or maybe BarUp can help you lift your performance. OA’s leadership culture and that tired consulting‑playbook theater are the real anchors dragging the place down. He missed his management plan, maybe the plan was delusional from the start. He forced everyone into individual OKRs, hyper‑individualized, disconnected targets, then turns around and scolds people for not hitting his inflated management plan. A plan they didn’t set. He did. Based on his AI‑fantasy PowerPoint dreams, air‑game, strategy, and “leapfrog on a wing and a prayer” marketing nonsense with a Spineless Tech consultant who talks but can’t do and lives in a fantasy land wishing he was a Silicon Valley coder praying he doesn’t get fired. Now he’s laying off talent and skills that we actually took from cognisant to rebuild our own internal technology capability. Now he’s handing it all back out to same old vendors who have sc--wed us over for years paying more for cr-p quality and same old service because he promised them work in exchange for buying VG’s cr-p products. This regime ignore the loyalty hard work and service of all the hard working teams and lay them off giving work to his “partners” instead. Then has the audacity and mind blindness to realise that he’s two faced telling Davos he invests in people - what an empty suit!! Meanwhile, in the real world, the entire company is already paying for OA’s failure. The share price is in freefall, but he blames “external forces.” Bonuses are below target yet again, and he blames the staff for not delivering on his overblown plan. Employees get a raise barely big enough to buy a Happy Meal, while OA buys himself “garden shed time” at Davos, sipping champagne and pretending he’s a visionary, signing MOU with provinces no one heard of - all theatre ….And let’s be real, bet his “partially met” will still come with a ski trip, nice pile of cash in his bank and more first class flying luxuries the rest of us will never see in our lifetimes despite working all the hours God sends. Maybe that “partially met” is actually the most honest performance review he’s ever had. He can’t deliver on his own plan. The share price is the scoreboard, and everyone can see the score. This is what happens when you hand a real company to consultants who’ve never built anything, never run anything, never delivered anything - just recycled textbook jargon, “pivots,” and Microsoft copycat acting only made worse by their shameless LinkedIn self‑promotion. It’s embarrassing. Oh and let’s not forget he imported in his second‑hand‑car‑salesman sidekick, VG, to sell vapourware and popsicle products no one wants only hitting targets by strong‑arming suppliers into buying before they can even play and calling it “deals and partnerships” what a joke. That’s when you know the ship is sinking. And the final sign? When a CFO who’s served the company for 25 years decides she’s done. Just look at the numbers: under her six‑year CFO tenure, the share price went up 30%. Under his two‑year reign, it’s down 30%. No wonder SJ walked away. She can smell the BS from a mile off. Time to follow in her footsteps and exit this sinking ship.

So I am hearing tech leadership is moving up the ladder ?

Voting Instructions

For the annual meeting of Texas Instruments, please record the following votes:

Proposal 1 – Election of Directors: AGAINST
I am voting against the election of the board of directors, including CEO Haviv Ilan. In my view, current leadership decisions are negatively impacting the company’s culture and employee morale. Strong leadership and culture are critical for sustaining innovation and long-term performance at Texas Instruments.

Proposal 2 – Advisory Vote on Executive Compensation: AGAINST
I am voting against the executive compensation package because compensation decisions appear misaligned with employee outcomes, particularly the reduction of profit-sharing for employees beginning in 2027.

How to Submit Your Proxy Vote

1.  Go to the proxy voting site listed on your proxy card: https://www.proxyvote.com
2.  Enter the 16-digit control number from your proxy card or email.
3.  Select your voting choices for each proposal.
4.  Submit your vote electronically and confirm.

Key executives at Five9 have recently cashed out notable amounts of company stock. SVP & CAO Leena Mansharamani sold 1,926 shares for a total of $34,417. Chief Administrative & Legal Officer Tiffany N. Meriweather executed a larger sale of 5,942 shares, netting $106,183. Meanwhile, CRO Matthew E. Tuckness sold 5,164 shares, generating proceeds of $92,280. These insider transactions highlight a series of significant stock disposals by senior leadership at Five9

OVV has assembled the weakest and most incompetent Executive Team in the history of Oil and Gas! Doug, please come back and clean this mess up!

Considering they demoted the majority of sr managers last February... Which su-ks bc my manager was AMAZING! New manager/director is cool but he has no clue wtf we do on a daily basis and has no personal relationship with any of us.

I've never gotten below a 4% raise so hoping for a 6% this year at least.

I am noticing that threads about certain GTS leaders getting deleted. Just for asking if they are leaving or not.
I do not see threads getting deleted for any other leaders.

Directors that say yes to every request from VPs no matter how ridiculous or last minute the ask continue to survive. They have their head so far up the VPs a$$ hoping to advance their own career with no regard to their team. Truly a good ole boys club at that level. At the end of the day every employee is just a number with a salary that will be the deciding factor in the next round of layoffs. No amount of extra effort will be taken in to consideration, so take your PTO and enjoy time with friends and family.

Is the lack of managerial support a new Humana tactic to quiet fire employees? Have you noticed a lack of leadership? I have and I’m pretty sure Humana is using this new tactic to motivate you to leave.

What’s going on with the abrupt leadership change in AEP Texas?

Downvote for no.
Upvote for yes.

Well between RIF and worse strategic attempts to get people to quit with case loads being unreasonable ir putting people in work plans the oregon and WA teams are about dead and gone.

DCO is a soulless id--t. CSMs are pale images of what they had been in past, all the talent and integrity leadership is gone.
At least competitors are coming in

There’s a lot of negative sentiment here around Thrive Together. That reaction is completely rational. Many people are trying to rationalize the decision - commercial real estate exposure, leadership being out of touch, or executives undervaluing remote productivity. Those explanations miss the point. Thrive Together is a much larger slight against employees than most people realize.

It’s easy to assume the executive team is uninformed or making poorly thought-out decisions. That assumption is wrong. These are experienced business leaders who understand exactly what they are doing. Whether internal metrics show remote work to be more productive is irrelevant. If those metrics supported the narrative being pushed, employees would see them. They don’t, and they won’t. Leadership knows the data doesn’t support the story, and they don’t need it to.

Their only real objective is increasing the stock price.

Historically, one way companies accomplish that is by reducing headcount. The problem is layoffs come with costs - severance packages and payouts of accrued PTO. Thrive Together creates a mechanism to reduce the workforce without formally conducting layoffs and without paying those costs.

Instead of layoffs, the company now has a framework where employees who cannot comply with Thrive Together requirements can simply be labeled as low performers. That label leads to performance improvement plans and eventual termination. The end result is the same as a layoff, but without severance, without PTO payouts, and without triggering the procedures that normally accompany workforce reductions.

Flexible Time Off (FTO) reinforces this system.

FTO didn’t expand a benefit - it removed one. Under a traditional PTO system, employees accrued time off that the company was obligated to honor or pay out. Under FTO, nothing accrues. Time off is technically “unlimited,” but in practice none of it is guaranteed.

FTO can function in a truly flexible remote or hybrid environment where employees aren’t bound by strict office attendance quotas. That is not the environment being created here.

Under the current policy, time taken under FTO does not reduce in-office attendance expectations. For the average employee, that creates a clear disincentive to take vacation because office quotas remain unchanged regardless of time off.

Leadership recently increased the expectation to three days per week in the office. If an employee takes a week of vacation, they still owe those three in-office days somewhere else in the fiscal year. Two weeks of vacation doubles that deficit.

If the company eventually moves to four or five in-office days per week - as many suspect it will - the system becomes mathematically unsustainable. There will be no practical way for employees to take time off while still meeting attendance expectations within a quarter. FTO with Thrive Together is structurally incompatible with meaningful time off.

What’s happening here isn’t confusion or poor planning. It’s a gradual tightening of pressure on the workforce while removing the company’s obligations that typically accompany layoffs. Even better, some employees will leave on their own to avoid the mess.

The plan was always to make you work more while creating a system that results in less time off, lower performance reviews, and a convenient excuse to fire people without severance.

Let’s remind leadership who runs this company!

The company consistently advocates for metal health and talking to someone. Rip the bandaid off and just let everyone know where they stand within the new org chart. The anxiety and stress within our employees is at an extreme high right now. Come on OVV make your decisions already.

Once upon a time, the biggest concern was the lack of ‘good for you’ products in the portfolio. Today, the biggest concern is the lack of good leaders in the organization. How is each function holding up, is there any hope?

One of the most fascinating management models I’ve seen recently is the “mutual admiration club.”

A small leadership circle hires each other, promotes each other, and then gives each other outstanding performance ratings. Meanwhile, the people actually running operations and supporting customers suddenly become “underperformers.”

It’s a brilliant system if the goal is to protect the club and shift accountability elsewhere.

Unfortunately, it’s not a great system if the goal is to run a serious business.

In the long run, organizations usually discover that echo chambers are very good at protecting leadership, but not very good at running businesses.

Board numbers are being reduced https://www.reuters.com/sustainability/sustainable-finance-reporting/outgoing-bp-chief-auchincloss-earned-53-million-pounds-2025-2026-03-06/

They could probably reduce the board further but at least this is a start!

So, exploration will be gone entirely ? Even the VP is done. Is this the right move?

One leader is out and two new ones fill his spot. He stayed less than six months. Cost effective?

Check out this latest news!.

https://www.travelpress.com/sabre-unveils-once-in-a-generation-company-rebuild-ai-first-platform-at-itb-berlin/

Is this a joke?

Look at some of the lines in the article

"Over the last several years, under a refreshed executive leadership team, Sabre has executed a full modernization of its technology stack, moving to the cloud, rebuilding core systems, and unifying once fragmented capabilities under the new Sabre Mosaic™ platform"

"Sabre completed this rebuild while simultaneously strengthening its financial foundation. Disciplined debt management, portfolio actions, and operating rigor enabled the company to modernize without carrying forward legacy constraints.

A focused strategy has enabled Sabre to materially increase its engineering capacity over the past year, accelerating innovation cycles and time-to-market"

This is pure deception and no one is telling the truth!!!!!

Heard that Pharm Systems is at it again. Another wave of VPs and executives leaving. Others (barely any) updating their LinkedIn profiles to "Open to Work" and probably asking competitors for job openings. Europe, US - they're flying out faster than Tom&Jerry in their private jet to Jackson Hole. The sales organization is wiped out - a printed picture memory at this point. The people who actually knew the clients, knew the product, and knew how to close - gone. Last I heard, they now have project managers hunting for device business. Let that sink in. Somewhere along the way, politics ate strategy alive. Then came the massive bonus and commission cuts - looks good on the quarterly report. The PnL is probably on life support by another travel ban. Then Services? Handed to people with 0 experience whose previous team was actually taken apart and promptly set on fire. Those of us who got out are just sitting here with popcorn, watching, and waiting for the "Pharm Systems Acquired By..." press release to drop.

Layers and layers of worthless VPs that have to be let go.

Meeting-

1. So no mention of serving the athlete.
2. Key focus is serving the biz. The biz often doesn’t think big picture or with logic. Not to mention shipping jobs to ITC means a 12 hour time difference. Biz never works outside of 8-4 pst. ITC never starts until 10am ITC time.
3. Not gonna work my dude.
4. Glad our leaders are so intelligent.
5. TPM sr director in the chat offering to train folks on agile. Embarrassing all around.

• Fundamentally broken and needs a full reset.
• There is no clear or credible technology roadmap.
• Leadership and hiring appear driven by internal relationships and favoritism.
• Vendor decisions often look questionable and raise concerns about incentives.
• Systems from acquisitions remain fragmented and poorly integrated.
• Deployments and upgrades move far too slowly for a modern IT organization.
• Overall execution is weak and the group is widely seen as ineffective.

I had high hopes that there would be some improvements with the new regime but they are every bit as indecisive as the last batch of lackeys. The 1B area is a mess with people running around chasing their tails because their new boss lady can't make a decision and the leads are scrambling too. I sure hope Steve Sparkes' powers of observation are sharp and he picks up on the issues in his org soon or he will be the next sacrificial lamb. People are holding on by a thread waiting for change but the good ones are polishing off their resumes and looking externally since the internal postings are a joke.

Companies that operate with a hub-based workforce model should align their teams geographically rather than scattering small numbers of employees across multiple states. When the majority of a department or function is concentrated in a primary hub, it makes operational, financial, and collaborative sense to place the entire team in that same location instead of maintaining one or two employees in various other states.

First, collaboration and communication improve significantly when teams are centralized. Even in remote environments, employees located within the same region or hub tend to share similar, leadership structures, and workplace culture. When teams are spread out as “one here and two there,” those individuals often become disconnected from the main group, making collaboration less efficient and creating unnecessary communication barriers.

Second, centralizing teams supports stronger leadership and accountability. Managers can more effectively support employees when their teams are structured in a clear and cohesive way. When a handful of employees are placed outside the main hub, they may receive less consistent oversight, mentorship, and integration into team processes. Bringing employees together in the dominant hub location creates clearer reporting structures and stronger team cohesion.

Third, there are cost and operational efficiencies. Supporting employees in multiple states often introduces additional administrative complexity such as payroll compliance, state-specific regulations, and HR management differences. Consolidating teams in the primary hub reduces these complexities and allows resources to be focused where the company already has the strongest infrastructure.

Finally, a hub model should actually function like a hub. The purpose of a hub is to concentrate talent, resources, and collaboration in one central location. Maintaining scattered employees across various states contradicts the very concept of a hub structure and weakens the benefits that such a model is intended to provide.

For these reasons, companies that promote a hub-based workforce strategy should ensure that teams are largely located within the same primary hub rather than distributing small numbers of employees across multiple states where they operate in isolation from the core teams.

The asset management industry is changing rapidly, and staying ahead requires more than incremental adjustments.

One area that deserves close attention is the layer of middle management. Many of the managers responsible for executing strategy appear increasingly detached from the company’s long-term mission. When leadership positions become primarily about protecting paychecks rather than building lasting value, organizations inevitably lose talented people who want to contribute meaningfully.

Over the past years, a number of highly capable individuals have left because they wanted to deliver impact and build something meaningful. When those voices disappear, it is often a signal that something deeper in the culture needs attention.

The competitive landscape is also evolving. Firms like BlackRock have significantly expanded their position in areas such as ETFs and are investing heavily in AI and data-driven investment capabilities. Competing in this environment requires not only technology and capital, but authentic leadership and a culture that empowers people to act with conviction.

Strengthening leadership culture should start with divisions such as Strategic Advisers (SAI), where the connection between research, portfolio management, and long-term client outcomes is critical. This kind of review requires diligence and honesty, not narratives that avoid uncomfortable realities.

Organizations that are willing to examine themselves critically tend to emerge stronger. Those that ignore early signals often find themselves losing relevance over time.

The opportunity to reinforce a culture of accountability, integrity, and genuine leadership is still there—but it requires deliberate action.

You can feel it everywhere. Nobody believes in leadership anymore because they haven't gives us a reason to in a long time. The ship is sinking fast and everyone knows it. If you're not job hunting, you're one of the few who isn't.

I reported in close proximity to Pete for 3 years and also worked around and with Felicia and Morgan. Pete was a great leader. Yes, he has two watches. But he was smart and asked good questions and focused on results and performance. He had what it takes. He’s a markedly better than Gail. The other leaders? Morgan? Ha. Felicia? Ha ha. Anthem has been a den of mediocrity at the top for a long time. Pete was better than them all…by a lot.

There is no reason to try harder. If you see your leadership coasting… coast harder.

If you see your leadership failing to make a decision… stall on decision making.

If you see your leadership throwing their peers under the bus… do the same with 10x effort.

If you see leadership leaving at 4:00… leave at 2:00.

Leadership sets the tone of an organization. And it has been made clear by Nike leadership:

• We don’t care about you
• We don’t care about Nike
• We only care about ourselves

I wonder what would happen if leaders at all levels in the company had their performance and bonuses solely based on how well they led their teams. Take bottom line business numbers out, feed those through individual contributors, and if you’re a leader you are solely measured on your ability to lead! Measured through TTUS (and p.s., stop asking bullsh-t questions you know aren’t targeting the truth), you measure through attrition and actual employee satisfaction surveys. Oh what a concept and how things would change, real fast

Evanko is the visionary Cigna needs. I can’t wait to see where he leads us!

Hearing noise about VPs across the company being let go

This will come as a surprise to Chevron management; respect is earned and not deserved due to title or legacy. It has been a long time since I worked with a Chevron manager who actually earned respect. Management drafts way too many entitled individuals into their ranks who have little to no regard for the workforce, do not have a reasonable understanding of the workflows they are responsible for nor a comprehension of the industry as a whole. Sad to see the company that I have worked for over twenty years start to cave in on itself due to poor leadership and decision making. Management ranks are full of nepo-babies, one hit wonders, and TikTok influencers without a clue. Experience, skills, and hard work are no longer valued here.

Downstream VPs managers ruining Upstream, Uncon experienced folks ruining Deepwater and Deepwater folks ruining Uncon.

Yes we need cross fu ctional experience, but not Leaders/managers. They come and make people do uncecessary studies and projects which are doomed to fail. The upstream industry is more than 100 years old, yet these d-mb bozoz think they can change the world.

This is foolishness

#IGNITE Stupidity

My area is getting rid of our contractors, and not backfilling even after a large VSP leave. Checking to see if other areas are experiencing the same in the very near future. Is CF trying to get the rest of us that’s left to just quit? Entire company has fallen apart more in the past few months, just when I thought it couldn’t get worse but yet HR pretends we’re stronger than ever? Have they read comments from our members or providers or even employees? Leadership definitely doesn’t know how to read the room.

So after the multi phased layoff, re-orgs, I have a MD 3 layers up that does not understand the tech they are over. No shocker there, but they are making decisions that more than hamper operations. I can’t be specific naturally but let’s just say they are out of their depth.

It’s like “so you need nails to build a house, are you sure you can’t cut back on the number of nails used? or let’s try using half the nails, how about that?. If you aren’t sure if the structure can remain standing, then just build half of the house.”

That’s as close to an example I can give without jeopardizing my employment but you can see how odd and reckless this is. Now imagine trying to explain the folly of using half of the nails and\or building only half of the house and they just don’t get it.