#leadership

My first post and I said what the staff thinks. Employees work in FEAR. Managers will do anything to keep their jobs and upper leadership knows they themselves are incompetent so nothing is done.

Centene's single biggest problem is it's leadership...or lack there of. They need to stop worrying about getting the next DEI accolade and do the job. Honestly I don't think they know how and it is time to clean house starting at the very top.
Michael Neidorff is rolling in his grave seeing what his replacement has done to this once thriving company. While he wasn't perfect, this group at the top shouldn't be running a car wash much less a fortune 100 company.
It is time to clean 50% of the directors and above. 100% of the top 10 in charge need to go too. Take 25% of that money saved and use it for the people who actually work. The rest would make up the savings needed to make the company viable again.
The old saying...too many chiefs and not enough Indians is sooooo very true within Centene. Yes, that isn't a politically correct saying. But it fits and Centene needs to STOP worrying about the next DEI trophy and do their damn job being fiscally responsible for the taxpayers money paying for medical benefits!!!

Extreme Scapegoating & "The Other"

• A hallmark of bad leadership, such as the arrogance exhibited by leaders at failed companies like AT&T is deflecting personal and strategic failures onto external factors, internal rivals, or entire departments, fostering a culture of paranoia and blame.

Absolutist Fanaticism

• Many executives driving companies into ruin stubbornly refuse to pivot. They mistake their own inflexible dogma for visionary genius, leading organizations into bankruptcy or scandal.

Totalitarian Control Over Dissent

• Leaders of toxic corporate cultures actively suppress internal feedback, surround themselves with "yes-men," and retaliate against whistleblowers. This inevitably isolates the C-suite from reality, creating blind spots that allow organizational fraud or collapse

Cult of Personality Over Competence

• Narcissistic leaders, like John Stink of AT&T, frequently prioritize personal charisma, media hype, and public relations over building sustainable, operational business models

advantages/disadvantages of now informing your PL (you have a great relationship with. Mutual respect). Common courtesy?

Qualcomm's whole culture is built on insular thinking. They hire people right out of school and those people never leave. So promotions happen based on seniority, not ability. Those in charge think the way we do things is the only way. And now they're making terrible decisions. No surprises there.

Do you think AI will be a key driver for innovation in State Street ?
I have my doubts when I see the people leading such initiatives

1. She keeps pushing for outside talent that have no idea what we do. Associates and clients just want results not supposed big name! Are we not heavy on top already? You need to keep and bring back former Fiserv talent that know how to keep the lights ON!! That is your path to success. What you are doing shows you do not care and are on your way out!

2. Bank is too big and ineffective, full of non-doers and we are still losing clients. Too many SVPs with no accountability! Sold nothing, keep moving clients from one Core to another and claim victory

3. Credit Union - That leader is a no show. Has a bunch of SVPs that again have no idea what Fiserv does and he is bringing in more to do what??!? He needs to just show up and do the job! He and his band of losers are failing forward over and the circus is not stopping

4. EmFi - does that heavy engine make any money or do anything??

It is going to take Takis too long to figure Dhivya/FIG and these SVPS out. My resume is polished and ready to go. If Fiserv does not care about FIG, why should I any more?!?!?

Management (upper leadership) is clueless and simply waiting on quarterly vests, like everyone else in ESG and all of Broadcom really.
This phenomenon is not particularly at Broadcom or ESG, but across corporate America in general.

Middle management doesn’t have politically correct answers to provide and are simply su-king up to their leaders.

Don’t fret, Just rest and vest!

Well stated, @23n+1ks6nh2mq.

Major layoffs along with a shakeup at the top. I guess we were all expecting it, so I hope everybody is as prepared as they can be for this. I've been sending out some feelers in the past few months and I already have some leads, so that's helping me not panic as much.

BisigSCAMno destroyed the company and made this place miserable to work for with Sapience and mandated in office hours, minimum 9 hours a day, five days per week.

Mike Lyons brought back some sanity by offering flexibility with pool of remote work days, number of required in office hours and getting rid of Sapience.

Takis was here working with both CEO. Does anyone know whether he's in the BisigSCAMno camp and will likely reinstitute rigid in office requirements to drive away our remaining talent?

Or is he sane and will likely leave well enough alone by leaving the current flexibility?

Or might be do something different?

Is he the type to care about such things?

Is there anyone on here who actually knows his mentality around these matters?

Can we have some of those?

Was on a meeting with some leadership today and they let it slip about some Emploment Interviews overlapping with the call. Not from the UK myself but I belive this is the start of a formal process for them. Guessing other countries will start soon. Sort of makes sense now that a big Secureworks milestone was reached for MDR... anyone what hear anything?

Zero logic internallyI Numbers reported are fraudulent. CFO just resigned. Same as MCI / WorldCom demise. Stink driving this company into bankruptcy faster than he will be able to complete his ridiculous HQ homage. MBA programs already cite him as the worst CEO in history!

With the very recent surplus notifications that spread far and wide across the company you’d think at least one senior leader would address it. Are they under HR gag orders? This is not how you lead a workforce gutted yet again. To surplus the amount of people (even if only one) and not address the organization is a dereliction of duty. Those within soon to be on the outside to pick up the pieces of their lives, and those that still remain to piece together fragments of what others left behind is minimized by the lack of leadership transparency and communication.

Been trying to stay optimistic since last week's announcement, but reality has set in.
Here are the facts from my purview: layoffs are inevitable if VSP numbers fall short. Months ago, my PL requested a detailed breakdown of every one of my direct report's duties, along with a performance ranking completely outside our normal review cycle.
There are no coincidences.
Leadership kept this VSP rollout strictly need-to-know at the very top. As a PL, I was left completely in the dark, though looking back, I can admit I ignored the signs.

Today they announced that a major leader in PHCO is leaving. She seemed very dedicated to the mission. How much in the hole are they 🤔?

Stankey cost the company $100+ billion over his career.

Here are the smart business decisions he made:
Bought DirectTV for $67 billion in 2015
Bought WarnerMedia for $108 billion in 2018
Sold WarnerMedia for $43 billion in 2022
Sold DirectTV for $26 billion in 2025
Net loss over these deals is $106 billion

Here is what we should have bought:
T-Mobile in 2015 for $45 billion in 2015
Level 3 Communications for $34 billion in 2016
CenturyLink for $55 billion in 2016
DISH Network for $35 billion in 2017
Net valuation gain would be $182 billion for AT&T.

This would have moved AT&T’s spot on the Fortune 100 to the top 10 and position us alongside companies like Alphabet and Microsoft. Current we are ranked 32. Our employee headcount would have increased to 240,000 instead of the current 133,000 and the 80,000 target. AT&T would have likely be the #1 U.S. wireless carrier instead of being #3 behind T-Mobile and Verizon. Our share price would have been roughly $45 instead of $22.

Stankey talks a big game. He says that our #1 priority is fiber investment and convergence. That he wants to make AT&T market based. But he never tells you what AT&T could or should have been if he and Randall did not ruin it. When confronted with any serious question at a town hall he deflects with “convergence” or “fiber investment”.

I have been in Texas my whole life and I know a con when I see one. We call that “big hat no cattle”.

Does Dell have one competent leader who didn't come in through nepotistic channels? If so, name one.

The big list is being finalized as we speak. Get your resumes dusted off, your lawyers dressed up, your data downloaded and your bathing suits on for a nice, forced summer vacation.
Much Love,
Boston Consulting Group and your Failed Leadership

just read a comment where someone shared 3/4 of their team got RIF’d, they could not discuss it and had to continue working until their last day.

TF?? meaning they couldn’t flat out tell anyone they were being RIF’d? or just couldn’t go into the details of severance, etc.? can anyone who’s been RIF’d provide insight?

‘cause not being able to tell your colleagues you’re getting cut is wild AF.

I know one thing, Leadership better let us know who’s getting cut asap. I don’t need to know who got the VSP approved or who got RIF’d. I honestly do not care.

I need to know who’s staying and if I’m staying, how much work am I going to have to determine if I’m going to bounce…

Uniti is on the path to being the most poorly run company in history. They now are looking for new vice presidents in many departments because they have laid off so many and lost so much revenue they are now in panic restructure while looking to sell the whole company. Pathetic, evil, and stupid, the new Uniti motto

https://www.prnewswire.com/news-releases/centene-appoints-lauren-m-tyler-to-board-of-directors-302806827.html

Improving the health of the balance sheet, one margin point and one severance agreement at a time.

Thoughts on the new CIO?

I was expecting big things but haven’t seen much.

Is he cautious or doesn’t know what needs to change?

ACN moving from AI To Fox Pro, Dabse Plus technologies that were ruling the world in late 1980's, J is also thinking about Mainframes and AS 400 as other alternatives. Please dust your skill set, this clown will do anything before she quits in september 26

John Stankey became CEO on July 1, 2020.

AT&T stock then: $23.40
AT&T stock today: $22.01

Nearly 6 years later, the stock has delivered a -5.9% total return, or about -1% annually.

Adjusted for inflation, the stock is effectively worth about $17.60 today, implying a ~25% loss over his tenure.

Six years of “leadership”.
Negative returns.
Ongoing talent loss.
Rock bottom morale.
Bottom of the barrel rankings in culture, best places to work, AI readiness, talent, etc.

At some point, you stop arguing about intent and start looking at outcomes. This guy S U C K S !!!

Stocks have crashed 50 percent. It is rumored that Ravi will be stepping down soon.

We have to separate fact from opinion.
SF was CFO of WP when FIS acquired WP. She was appointed COO with a primary responsibility of integration of WP and FIS. Integration was so bad FIS paid an additional 950 million in 2022 for acquisition and integration costs. They settled a lawsuit for 210 million associated with the acquisition of WP. Would we agree SF did not properly integrate the two companies?

Next, she is designated as Chief Administrative Officer 2021 to 2022. Primary responsibility included transformation, M&A, and technology. I think all of FIS/WP employees would agree this didn’t happen.

Her reward, appointment as CEO of a Fortune 500 company with experience of only accounting and finance. Company Stock price Dec 16, 2022 was 69.17. Today, it is 37.47. This what 20+ million a year in CEO comp for SF earns you.

When will the firings end? It isn’t ending soon. As part of the agreement with DE Shaw, FIS agreed to 400 million in cost savings. To avoid major disruption in the business and the Warn Act, FIS is laying off people over a three year period.

Follow the money, DE Shaw share sales in subsequent FIS announcements post Dec 2022. They forced these changes. FIS BOD appointments and historical relationships with DE Shaw, Janu Partners and SF. What backroom deals between Goldstein, Ernst and DE Shaw were agreed?

Make it make sense. 20+m a year, stock price free fall, increase in C Suite personnel compared to legacy FIS, advisor fees so high CFO commented on it, nepotism hires with Performance Officer, CAO, HR. What has this C-suite and SF accomplished?

This is the same CEO that created Future Foreward, implemented all these cost savings with promised payouts, delayed payouts, divided up payout over two years and then let people go before payment. This is the FIS culture. A CFO that hates Jacksonville and US culture. A failed CAO from Hertz because they were friends in Cincinnati. BT was her best friend at WP with no accomplishments at FIS. BT is an over priced puppet. Sad part, entire company run by McKinsey.

FIS got what it deserved. SF set out to do what she promised, fire all legacy FIS and the board has done nothing.

will they ever hire someone?

Congratulations, to the OpenText Chairman of the Board, the Board of Directors and the clown show known as the ELT.

The stock price is below $20.

It is time for the stockholders demand accountability. Jenkins, Bell, Muhi, and the rest of the leadership gang to dry up and blow away.

How soon before the price hits $15?

A pointless organisation (GVS)
Led by a pointless guy (JP)
An all hands that should have been an email. Cringe worthy fake enthusiasm, as a business do better no one cares about his favourite food, Greece or any statue

We deserve terrible leaders when we ask terrible questions

"Our new research reveals that the objection to any work from home is more likely to be driven by something else entirely: ego.

"The only trait that consistently predicted objections to remote work was narcissism — the tendency to be self-centered and entitled. The higher the opinions of themselves leaders expressed, the more they coveted power and status — and the more they favored return-to-office mandates.

"Return-to-office mandates fail to increase financial returns. They succeed only in motivating star employees to quit, reducing the satisfaction of those who stay and discouraging new talent from joining."

The Secret Reason Bosses Want Everyone Back in the Office, Every Day of the Week ~ NYTimes.
June 22, 2026

When the pandemic came to an end, many people who had been working from home assumed they would be allowed to maintain that habit at least a few days a week. But today in the U.S., a third of companies have forced everyone back to the office full time and have banned remote and hybrid work.

Some leaders say they insist on full-time in-person work because it boosts productivity, despite clear evidence that it does not. Others claim it’s about collaboration, creativity or culture. Our new research reveals that the objection to any work from home is more likely to be driven by something else entirely: ego.

Case by case, there may be good reasons for teams to work together in person. As a general rule, though, it turns out that ordering people back to the office full time is a power and status move. It’s a signature strategy of leaders who exhibit narcissistic qualities. They see any kind of remote work as a threat to their authority and admiration. They want to be worshiped at the office altar.

Over the past six years, we’ve studied why some leaders continue to support remote work, while others resist it. We surveyed thousands of executives, middle managers and frontline supervisors on a host of personality traits. When we later asked them about their stances on hybrid and remote work, their answers didn’t correlate with how much they trusted their employees or how much they loved being around people. The only trait that consistently predicted objections to remote work was narcissism — the tendency to be self-centered and entitled. The higher the opinions of themselves leaders expressed, the more they coveted power and status — and the more they favored return-to-office mandates.
That pattern held for chief executives of Fortune 500 companies. Since we couldn’t directly measure the size of their egos, we measured factors that many previous studies have identified as reliable proxies for narcissism: the sizes of their pay packages, their signatures and their photos in their company reports. (No, the chief executives probably aren’t directly overseeing the page layout, but their underlings have to figure out what will and won’t please the boss.) Commanding outsize compensation and projecting an outsize image sends a message right out of Ron Burgundy’s playbook: I’m kind of a big deal. We found that the higher chief executives scored on this index, the more likely they were to seek power and status by becoming chairmen of their own companies and joining the boards of other companies. These were the chief executives who made the most negative statements about remote and hybrid work during the first two years of the pandemic.

The connection between narcissistic personality traits and wanting people in the office full time is not coincidental — it’s causal. In one experiment, we got leaders to reflect on the role that a bold, assertive ego played in the success of Steve Jobs as Apple’s chief executive and Larry Ellison as Oracle’s. After participating in that exercise, leaders were more likely to oppose remote work.

None of this is to say that individual leaders who reject remote work are necessarily egomaniacs. Many factors influence workplace policies around flexibility. But our data does show that overall, self-centered leaders tend to struggle with the idea of employees making independent choices about where to work. Psychologists have long suggested that narcissism is like a dr-g — it leaves people craving a regular supply of attention and validation. Remote work deprives leaders of access to that supply.

When people aren’t in the office, it’s harder to command and control. Leaders can’t intimidate by hovering over cubicle desks and slamming doors. They can’t establish their dominance by summoning people to a conference room and pounding their fists on the table. They can’t even make direct eye contact to stare people down.

Remote work also prevents leaders from basking in the glow of employee reverence. Instead of standing out in the corner office, leaders are lost in a sea of equal squares on a screen. Instead of rapt attention, they’re met online with boredom, fatigue and interruptions from partners, children and pets. Instead of being showered with immediate gratification, they get glitchy facial expressions and delayed replies. Sycophantic reassurances from employees just don’t have the same effect if they’re on Slack.
Self-centered leaders often respond to these threats by tightening their grip. They declare that people are shirking from home instead of working from home. They threaten to fire people who aren’t on site five days a week.

Rigorous evidence shows that forcing people to come in every day backfires. Take it from studies of over 450 companies and over three million employees: Return-to-office mandates fail to increase financial returns. They succeed only in motivating star employees to quit, reducing the satisfaction of those who stay and discouraging new talent from joining. Experiments at tech companies and nonprofits show that letting people work from home part of the week boosts happiness and decreases turnover by a third — without any cost to performance. In many cases, those employees even get more done, because they don’t have to spend time commuting and don’t get distracted by office interruptions.

There are limits to the benefit of flexible office policies. Research suggests that working from home for more than half the week can be isolating — it’s harder to build connections and cultures. It’s also more difficult to encourage creative collisions, informal learning and mentoring. But it doesn’t take five days a week to accomplish these goals. In fact, it turns out that people are most collaborative and creative when they work remotely part of the week. They can use a day or two at home to focus on individual deep work and reserve the rest of the week for communication and collective problem-solving. It’s well documented that too much togetherness breeds groupthink (not to mention germs). When we spend some time apart, we actually generate more innovative ideas and make smarter decisions.

Hybrid work does have its own challenges for leaders. It’s not fun to try to inspire through a recorded video message or lead a brainstorming session on a digital whiteboard. But to maintain a competitive advantage in an increasingly flexible world, it’s time for leaders to put their egos aside and master the art of managing from afar.

https://www.nytimes.com/2026/06/22/opinion/office-work-wfh-bosses.html?s

The market cap is just over $1billion.
When Rawul came in it shares were around $28, in less than 3 years his sunk the company.

Anything going to happen besides top level management gone? New leadership July 1 but not a word about the rest of the peons.

Another beautiful day in the market: software companies are flying, AI names are glowing, cloud stocks are breathing fire and OpenText is politely digging downward like it has a strategic partnership with gravity.

At this point, the stock chart looks less like a technology company and more like a management performance review written by shareholders. Everyone else is selling future growth, AI excitement, and cloud confidence. OpenText is selling adjusted EBITDA, restructuring vocabulary, and the spiritual experience of watching ten years disappear from a portfolio.

But don’t worry. I’m sure another leadership memo will arrive soon explaining how this is all part of a bold transformation journey. Because apparently, when the stock falls while the sector rises, that’s not failure, that’s unlocking long-term value very, very slowly.

When other software companies are being rewarded for cloud, AI, cybersecurity, and recurring revenue, OpenText is somehow managing to look like a company that brought a fax machine to an AI conference. OTEX is around $20.65 USD today, with the stock still weak despite reporting Q3 FY2026 revenue of about $1.28B and cloud revenue growth of 6.6% year over year.

we had a huge onsite then my vp lost his job. reorg already done under Brenda and MED. VPs gone, sr dir gone, MED gone. how many leaders are being cut next under Barsam's new vp from ny?

Think about how big companies budget. They basically split their money into two buckets: Running the business (the day-to-day survival stuff like claims, compliance, and basic IT) and Changing/Improving the business (the future stuff like innovation, strategy, and customer experience).

If you’re sitting in that second bucket right now, you need to prepare for a heavy hit—and yes, that includes the VPs. These departments are massive cost centers, and honestly, Centene isn’t worrying about NPS scores or customer satisfaction right now. I mean, that much is obvious after losing 2 million members, with probably more on the way.

Leadership is in total survival mode. They are strictly focused on weathering this massive membership drop and hacking down operating expenses. Customer strategy, future-thinking roles, and tracking NPS are suddenly being treated as expensive, non-essential luxuries for this fiscal year.

HR? Goodbye. Customer Strategy? Goodbye. And if you’re in UX & Design, my best advice is to find your way onto a locked-in, fully funded project as fast as you can.

Executives and their narcissistic egos still can’t accept that the world changed.

Five years after the pandemic, employees have overwhelmingly shown they value flexibility. The data keeps showing hybrid work isn’t going away. Yet some leaders remain obsessed with attendance, visibility, and control instead of results. That’s exactly what we’re seeing at AT&T.

Instead of focusing on performance, productivity, innovation, talent retention, or competitiveness, leadership is focused on presence reports, badge swipes, and making sure people are physically sitting in a building.

The irony is that the people making these decisions are often the same people wondering why morale is collapsing, why experienced employees are leaving, and why younger talent isn’t interested in coming here.

Employees adapted, the workforce adapted, the job market adapted, but this leadership didn’t.

The future of work is flexibility. Every major survey and labor trend points in that direction. Younger companies and younger leaders are embracing hybrid work while companies clinging to rigid mandates are increasingly fighting yesterday’s battle.

AT&T’s leadership continues to act like forcing people into an office five days a week is some competitive advantage. It isn’t, It’s a recruiting and retention disadvantage and a morale disaster

And the longer leadership refuses to acknowledge that reality, the further behind the company falls.

You can force people into a building but you can’t force talented people and the people you want, to stay.

A veteran employee here with twenty years in. The cuts years ago felt justified. There was real fat to trim. But these days, terminations are just about finding the easiest way to reduce cost at the cost of some of the best employees. Morale is at an all time low. Worse than anything I've seen before. We need new leadership and a whole new direction.

Remember when Stanky said nobody knew better than him when it came to the media business? Good times.