#leadership

in the AHM he talked about the stock price and talked about how QC won't ever get you instant gratification. What the f is he talking about? It's been 5 years and the stock hasn't moved. Sure, it's oscillated up and down, but if we don't have ESPP or RSUs to sell it's useless.

I am going to start emailing the board to point them to all the anonymous threads showing the employees hate this leadership.

“We base pay on labor market trends—not cost of living—so your compensation reflects your role’s true market value.”

Ok fine, but does anyone else see the idiocy of paying Stankey 26 million then? Based on what he’s done to once-proud AT&T he wouldn't get half that money at any other company in the world! Zero chance.

#LeadingWithCompassion

Our tone deaf Chro feels enough time has passed to post with a lame post it again. Dan - please fire her!!! The one before during Covid was a million times better.

@SB
“What you've just said is one of the most insanely id--tic things I have ever heard. At no point in your rambling, incoherent response were you even close to anything that could be considered a rational thought. Everyone in this room is now d-mber for having listened to it. I award you no points, and may God have mercy on your soul.”

― Billy Madison (movie)

Okay I was never a fan of hans... But

What's up with all these tough guy avp and directors now just out and open sh-----g on hans ..

Big tough guys now, where were you a year ago tough guy...

I understand in the vz world bootlicking is part of the game. But JFC these jokers are so gd obvious.

Where the credo about owning problems and not passing the buck...

A email was sent regarding a meeting that is supposedly coming up with the new Operations Senior Director. Per the email, the new Operations Senior Director wants to get “acquainted with our business”. Any ideas of on what this could mean? No date has been set for the meeting yet, just an email saying it will be soon.

Anyone else get this mandate this week from their manager as a SWE? I dont understand how this is even possible or how it can sustain itself. I asked my manager if we have any ideas or plans for what any customer or user would want in an AI feature, he said no, but leadership wants to see AI, so we as engineers need to come up with something. ??? Isnt that products job?

The only "AI feature" we have made as a team in 3 years is an internal RAG chatbot that reads our docs. Some guy also added AI code review because management made him. Thats it. And no one uses any of it, ever.

So how are we gonna make a feature every quarter until the end of time? Eventually we will run out of places to cram it, even if these features go in smoothly (they wont). This place has gotten absolutely insane.

We are seeing the demise of Xerox ethics. Not internal ethics. Executive and Board leadership ethics. The Executive leadership remains accountable to the stockholders even if that means they receive false internal information reporting. They have yet to hold accountable the executive or next level leadership when they don’t deliver.
BS and CB you should be held accountable for your poor leadership and organization decisions; this means if you don’t deliver next quarter

As the overlords graciously granted us peasants a “very good” 134% payout for our hard work and “solid financial results”, the board just granted ole GoGo 29,000 more RSUs for his terrific performance in 2025! Let that sink in.

https://d18rn0p25nwr6d.cloudfront.net/CIK-0001534701/a7bfac30-da8c-47b9-8e35-f281dee459b1.pdf

Should laid off employees expect a 100% bonus payout on 2/27 if they were terminated due job elimination with no mention of performance? I assume most who were laid off in January never had a performance review with their leader…. Severance docs only mention pro rated bonus for 2026 and is unclear about how bonus for 2025 will be paid out

…….and for that reason Steve, 👉🏻 YOU’RE FIRED

The only way to cut down on bureaucracy and be cost responsible at the same time is to actually thin the leadership layers.

Stop approving vp-reports-to-vp nonsense, systematically thin the senior director level and give their authority back to people actually close to IC's.

Anything beyond this is lip service to excuse layoffs of people who actually do the work.

Is Rick going to put on his big boy pants and go on CNBC to talk about the AI mess causing the stock slide? Or is he going to run and bring in the mercenaries

and no layoffs at the top. they should start there though.

How about you all step up and actually be leaders.

F*ck you and your buffaloes!

So EH message was no bureaucracy…but we need to save money and be smart about waste. Yet everyone has a free pass to go fast? Good luck with that at this company. Just don’t give us less than 100% bonus because you can’t control SG&A based on your “just do it” guidance.

Where's the bottom. All was fine yesterday, but today begs to differ. What a bunch of clowns at the helm.

https://bringmethenews.com/minnesota-news/target-director-says-she-had-global-entry-voided-days-after-encounter-with-ice

Curious on how people would grade EH so far in his stint as CEO. I feel like it’s pretty mixed, coming in everyone was super excited, and lately been feeling those sentiments have waned a little.

What is the criteria for being a HiPo in XOM?

I have seen a few so far - they literally just destroy the morale of the teams, make terrible decisions that the teams have to bear the impact of long after they leave. They focus heavily on optics to outside organizations, they don’t like technical people (or anyone in their teams) that actually are heart and soul of their teams and perhaps the only good part of it is that they leave soon but it never feels soon enough.

Question is are the rest of us incapable of seeing how amazingly great these future leaders are (and that’s why we didn’t make it) or is this all just as true as it feels?

If the rumours are accurate, TD has reportedly made the decision to significantly reduce its New Business team — primarily those operating at field level. In effect, it appears the accountability process was STUBBED at that level.

What is notable, however, is that leadership responsibility for growth through new-logo acquisition does not appear to have been treated with the same level of scrutiny. The individual tasked with delivering that mandate seems to have avoided the cull, despite the outcomes not aligning with the original brief.

Whether this results in a lateral move or progression into another senior role, it raises broader questions around governance and performance accountability. When growth ambitions are not realised, it is reasonable to assess whether the issues sit purely with frontline execution — or whether strategic direction, positioning, and leadership oversight also played a role.

In any organisation, sustainable new-business acquisition underpins stability and long-term success. When that engine stalls, the impact is inevitably felt by those closest to the revenue line. Yet growth challenges are rarely isolated to field execution alone.

If product-market fit was genuinely a barrier, that insight should have been formally escalated and addressed through a structured mitigation plan. Where systemic obstacles remain unresolved, responsibility must extend beyond those executing the sales motion.

In competitive markets where alternatives such as SF or DB may already hold stronger positions, the key question becomes whether the opportunity to win new logos was constrained externally — or whether it was effectively STUBBED internally by gaps in strategy, capability, or vision.

When leadership continuity persists despite repeated growth underperformance, it inevitably prompts reflection on how accountability is applied — and whether standards are consistent across all levels of the organisation. All in all, its evident, those that should hold accountability, despite failure are continuously being rewarded and there lies the problem at TD!

Glossier reduced its workforce by over 50 employees. This represents approximately one-third of its total staff. The company reorganised its operations on Wednesday. Colin Walsh, the new chief executive, leads this change. Glossier aims to improve agility and regain market leadership.

https://www.businessoffashion.com/news/beauty/glossier-layoffs-2026/

https://www.fortuneindia.com/technology/meet-the-pearson-boss-who-punctures-ceo-bravado/130226

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Is this some kind of joke? I've never seen more bravado from a group of leaders and their CEO in my career.

He may have less bravado than Elon, or Jensen, but he has less to no products people care about either.

World gone mad.

I want to take a moment to express my deep appreciation for the culture at FactSet. Kissing a-s is the only way to get any meaningful traction.

Special dedication to the HRBP, L&D, Talent Delivery and Organisational Effectiveness leadership. Your inability to discern between noise and substance, between nuance and context is the reason for the unnecessary challenges we face in the business.

CFO, CPO - I hope you look at your stock awards and question your lack of judgment and willingness to take ethical stands that led to FactSet’s fall. No points for guessing how instrumental your contribution has been in deflating the firm’s value.

Special place in he-l for those gaslighting the outliers in the name of “culture”.

You cannot imagine how serious the memory crisis is the company is facing right now. The company has for many months act on it but was not taking much action thus lead to the CEO demise. Now the situation is so bad that the company is exploring reconfiguring/resourcing/reusing memories but the impact is near negligible. The problem cannot be solve with throwing more money at it as it is not a money problem. So bad is the situation that the production rate is so low that it's coming to a standstill. Externally the company is totally handicapped by the memory situation, internally they are tightening up so much that it's scrapping every single cents to can save to cushion the financial impact.

DW is a genius

Expect a round of layoffs to happen two years after the last major round. The segment reorgs are resulting in doubled up upper management slots and they will just go away.

kev!n has a leadership call sched early next wk

shoe dropping b4 that call bcoz he announce go forward path on that call to his managers only not all ppl invited only mgrs

get ready

Juan’s outreach to the Member about how USAA will make their dollar go further is laughable. The Bank pays sh-t interest, charges predatory rates on credit cards and loans, insurance is well into the highest range. This maudlin we well get you through these tough times is spot on the Schooner Tuna ad from Mr Mom, which is comical in its form. The Tuna with a heart. Did we fire the ad people?

LL6 and up no accountability as they keep making bad decisions.

She was removed from the leadership landing page and linkedin has Dec 2025 as the end of her time here. Seems like more shuffle, more noise and no clarity

Just a rumor but that’s what the halls are saying and why comp got pushed back. Again don’t hold me to it, just a rumor

Anyone else is disappointed by All- Hands..
I have started feeling like that there is actually no real plan.. it’s all smoke and mirrors..

Dan did not talk about any solid plan and Now Alfanso did not talk any real plan or strategy to execute his grand vision.

It’s been announced that the now former head of the Americas and UKI will be leaving very soon.
Such a shame to lose yet another senior exec in less than two years, how will the company survive…

At the Salesforce company kickoff in las Vegas yesterday Mark Benioff joked about ice and bragged about how many people he was hiring but did not acknowledge the stress or the trauma that ice is inflicting on his own employees, let alone the capricious layoffs in professional services that affected people who typically bill hundreds of thousands of dollars per year.

He seemed tone deaf and completely insulated from what it's like for the people who work for him but still had the gall to mention ohana many times. The internal slack channels were on fire with people, many of whom had been laid off without cause.
The public video was edited to omit the remarks in a very awkward and amateurish way.

Salesforce used to be an exception but now it is just yet another billionaire-owned company that only cares about next quarters profit and loss.

The way Clover as a product emerged over the years and took the market by a storm, I almost feel sorry looking and hearing about the conditions now. Remember Blackberry !
There is no direction, there are no mandates or focus or practically anything which shows a leadership. The failure has been gargantuan, customers unhappy and leadership in a self-made happy bubble while competitors are leaving Clover behind in this race.
On dot was the only thing missing in this game of railroading this company and now thatthey are here they seem to leave no stones unturned to finish off the job !