#leadership

Uber's CEO announced a surprising strategy for recent layoff savings, stating the company will use the funds to reduce rider prices. This approach differs from typical corporate practice, where savings are usually retained as profit. The CEO also indicated that lower insurance costs will contribute to this pricing strategy. He emphasized that these moves are intended to boost rider engagement and increase trip volume. The company has not yet specified the extent or timing of fare reductions.

San Francisco, California

https://www.thestreet.com/employment/uber-ceo-makes-admission-about-layoffs-ride-fees

Why is song or whatever they now call it becoming dumping ground for id--ts flunk out of VP jobs elsewhere?

I was in a meeting this week and 40% of those in the room were principal engineers or senior principal engineers. Collectively they knew zero about what was being discussed. There was me and one other person who actually understood the technical details. After the meeting he shared that he too had been rocketed to the bottom of the assessments.

Good luck to all once you get rid of those of us who actually understand oil and gas.

Did he really just dismiss the empty formalities or he no longer cares to pretend that he cares?

Leadership keeps treating employees like cr-p, and we're just supposed to be okay with it. We have two CEOs, endless bureaucracy, bloated management, and a company direction that makes no sense - but somehow the problem is never with those above us.

A union would finally put a stop to treating employees like pawns, and force leadership to make real strategic decisions instead of hiding behind short-term tactical ones.

We new employees have been meeting and chatting on other sites and with each other. Now that most of us have started working here, we agree with the current employees. The leaders here are terrible and the company is highly dysfunctional and there is no way we are busting our a-s for this broken place. The executives don't have a clue and show us things and decisions that we learned in business 101 that you never do. Many of us are already looking for other jobs and wondering how all of you decided to stay here as long as you did. It is a testament to your efforts because there is no fu--ing way we would. So let me speak for most of us new guys in saying we apologize and you were all right. CDW su-ks and is not an honest nor caring company to anyone.

BofA is going to be left in the dust with AI big time. Their technology team is locking workers out of AI tools so that only tech can create them. Why you say? 80% for their own job security, 10% control and 10% tools are new to them. It is a sad day when their own job security will cause a company this size to lose the AI battle. We were already behind and tech’s selfishness will ki-l them.

BofA Leadership - wake up to this fact before it is too late!!!!!!!!!!!

Jim

The bigger issue isn’t just layoffs — it’s what the organization is choosing to fix versus what it continues to allow.

In some areas like TS & EP, teams already seem very lean, yet people are still being let go. At the same time, other areas such as EA/Innovation in TS & EP continue to grow despite what appear to be significant overlaps in roles and responsibilities.

GCC is another example. There seems to be ongoing conflict between leaders, with teams getting caught in the middle and even being encouraged to Speak Up against other leaders. Common Services also appears to overlap significantly with existing Service Owner responsibilities. In some cases, the teams actually doing the operational work and participating in incidents are barely visible, while common services come in afterward and present the outcome as though they drove the resolution.

The result is an increasingly political and toxic environment. People are protecting territory, competing for visibility and credit, and questioning who they can trust. Friends don’t feel like friends anymore, and leaders seem more focused on positioning against one another than working together.

If layoffs and restructuring are supposed to make the organization more efficient, why aren’t we first looking objectively at duplicated organizations, overlapping responsibilities and layers of leadership?

Whether leadership intends it or not, the current structure and behaviors are enabling this culture. And it is becoming exhausting for the people who are simply trying to do their jobs.

Columbia College Chicago has eliminated two career advisor positions as part of recent staff layoffs. The Career Center will continue to offer its full range of services to students. Leadership team members will now assist with advising, leveraging their extensive experience. While two advisors were let go, the remaining staff are trusted to support all students. The college emphasizes its commitment to student career development despite these changes.

Chicago, Illinois

https://columbiachronicle.com/campus/columbia-eliminates-two-career-advisor-positions-in-recent-staff-layoffs/

Based on the town hall discussion, there appears to be considerable uncertainty regarding the company’s strategic direction and the implementation of the new operating model. The analogy that the “aircraft is being built while being flown by Captains JS and SS” may have been intended to acknowledge the complexity of the transition; however, for an organization with a market capitalization exceeding $30 billion, it could also reinforce employee concerns that the restructuring is proceeding without a sufficiently defined plan. The messaging did not provide the level of clarity, transparency, or reassurance employees reasonably expect from senior leadership during a period of significant organizational change. Some of the analogies used also seemed disconnected from the practical concerns facing employees, particularly regarding accountability, organizational stability, and the future structure of the business. This risks undermining trust and does not appear fully aligned with Pembina’s stated values of respect, transparency, and collaboration.

It would be helpful for senior leadership to provide a more direct update on the maintenance restructuring, including the intended organizational model, decision-making timelines, potential impacts on technical and engineering roles, and whether any further workforce reductions or layoffs are anticipated. The place is in a mess at the moment.

Does he still work at PayPal? What are his hours? Will he grace us again with his words of wisdom? Interviewed like he’s on a talk show?

Seriously this guy is the worst leader. He’s leaving the management up to everyone else, and everyone has the same questions. You would think that after a layoff he would get up in front of the company and talk about the next steps. Get everyone excited again.

WHERE ARE YOU ENRIQUE?!? You asked for this de-layering but nothing has changed for you.

Fire new rookie CEO's.
why are they still around after consecutive quarters failure to prove themselves.

Looking back. Looking forward

"May this serve as a reminder of our identity as one V Team and our steadfast, enduring commitment to the communities we serve"

"When lower Manhattan was silenced by the attacks on 9/11, 14,000 V Teamers ran to the rubble..."

"Take pride in our history. The legacy of that day lives on as an enduring reminder of our unwavering commitment - we run to a crisis"

I always feel funny when anyone mentions 9/11 in the context of "We are great because of how we responded".

NEWSFLASH

Everyone that could respond, responded.

People that couldn't respond still did what they could from wherever they were across the globe.

In that moment we were not special.
In that moment we were not unique.
In that moment we were not individuals.
In that moment we were not Verizon, T-Moblie, WalMart or any other company name.

In that moment we were Human Teamers taking care of each other as best we could.

I am pretty sure those 14,000 would have run to the rubble regardless of who signed their paycheck.

Maybe it just hits different for me because I, like so many others, can almost remember that entire day by the minute and I don't recall every thinking about who I worked for.

One sentence from leadership about 9/11 25th Anniversary was released to Humana population.

It’s so weird. We are still trying to work with whatever we have but there is no direction or communication from leadership.

There are several examples of people telling the board lies to further their career and then dumping it on other people to either try make it work or take the fall when the truth comes out. Sadly there is zero accountability for those who told the lies. The organization is currently tieing itself into knots to try make some things work that were big time oversold.

Looking over all the bad decisions that VZ has made regarding the direction of the company since Dan has taken over with the direction of using AI has only really proven that, he should have replaced himself and most of the leadership with AI. The decisions that have been made have been horrible that even a 10 year old could have seen the outcome, from shipping many of the Engineering and Network Engineering positions to India to laying off and closing sales, Just stupid. So, I ran the last years events through Chat GPT as a model and asked for the a 12 recommendation of business direction. Funny, or not funny, top recommendation, eliminate Dan and most of the top team, and replaced with AI! LOL. He-l, definitely can't do worse and would save millions as well as save thousands of jobs and customers. However, like through the the years as I have pointed out known questionable and later proven fraudulent activities within the company and been told every time to "Stay in my lane". This time when it could save billions, and not just millions, and thousands of jobs, I have been told to stay in my lane. To bad Dan won't stand up and be a man and follow his own advice, and follow AI, and step down!

keep canceling. pay lower prices for better services. layoff verizon leadership

We don't need id--ts to sink and ki-l our workforces by 40K in a few months. That is a failing business isn't?. We just need new young smart MBA people to expand our business with another 50K employees to be successful going forward. Please get rids of those id--ts or fired them immediately !

Posting this because a lot of us are anxious, and anxiety plus rumor is a bad combination. Here's my honest read on what's actually known, and — more usefully — what you can do regardless of how it lands.
What's actually known (and what isn't)
A large restructuring is underway. Leadership has signaled it. That part is real.
But the announcements are running top-down, in order: the senior leadership layer first, then each leader defines their own organization, and it propagates down from there. The practical consequence: the org structures below the top have not been drawn yet. Until the connectivity/COO organization is laid out, most "who's safe, who's cut" talk is genuinely premature. That's not reassurance — it's just honestly where we are right now.
One caution I'd offer anyone reading layoff forums this week, including this one: a confident, insider-sounding theory is still a theory. Real sourcing above a certain level is rare, and a coherent story is not the same thing as a confirmed fact. Be especially skeptical of the posts that tell you the outcome is inevitable and you're powerless. Panic doesn't help you make a single decision — and neither does the "this is an unstoppable, brilliantly-run machine" narrative. Both just make you feel worse while you wait.
What you can actually control (do these now, whatever happens to your box)

1.  Read your severance plan. The Summary Plan Description is on the benefits portal — you can pull it today. Know three things: weeks of pay per year of service, the cap, and — the one people miss — whether declining a "comparable" internal role can void your severance. Understand this before you're ever in that conversation, not during it.
2.  Document your equity. Write down your vesting dates and amounts. Then find the plan language on how a spin-off converts or adjusts your RSUs — that mechanism is moving under everyone's feet right now, and it can change both the value and the timing.
3.  Know your WARN rights. Federal WARN generally requires 60 days' advance notice for qualifying layoffs; some states add to that. Know what notice and protections you're owed.
4.  Get your house in order early, not at the gate. Resume refreshed, network reactivated, references lined up. The best time to do this is before you need it. It costs you nothing if you stay.
5.  Use the real resources. The EAP for counseling — this is a stressful stretch and that's legitimate. Any outplacement that's offered. Your state's Rapid Response / dislocated-worker program. And check your unemployment eligibility so you're not learning it under pressure.

The silence and consistent cancelation of meetings or pushing out is a clear indication of what we have all experienced before. They will continue to get paid as advisors long after so just update resume and fill in the time. Don't expect employee loyalty to mean anything. Proud of the time but not confident in their leadership.

Sr. leadership gets paid more for added responsibilities, while everyone below director gets added responsibilities for free because we’re “short on money.”
And RIP to anyone getting promoted this year and next—tiny bump now, no merit next year, and twice the work. Biggest corporate scam ever.
Hopefully those layoffs saved us a sh-t ton of money because damn.

Which will be more entertaining- Maurice “ what is your favorite ice cream flavor” town hall that he tells people next slide, or the burger recipe contest with Big Jim???

What, precisely, is their function? They seems to have ample time to dissect the most trivial of PowerPoints and visitor agendas. Beyond convening superfluous meetings and squandering the time of others, do they contribute anything of genuine value? Do they even know what real work means.

That is the feeling running through PepsiCo. We have an over abundance of leaders unwilling to lead but happy to spin tales and cast blame. We have a frontline ready for action but confused on the direction. We have brands that deserve recognition but die because we fail to stay relevant with our consumers.

We are begging our leadership to LEAD - do not be afraid of failure - we’re already there! We need fearless leaders willing to take one for the team. Believe me, the team will be behind you 100%.

I wonder why

With morale being at an all time low, how’s everyone feeling about Target Together? Will everyone be able to fake it on our red shirts at Target Center and applaud the executives for 3 hours? Will be tough not to laugh while they pat themselves on the back for another amazing year

No intention of listening to any of this B S. But curious to see little Paul on his barstool with 4 other AI robots droning on and on about an absolute load of old corporate management twaddle. What did you think? I lasted about 15 mins then nodded off. Did my timesheet though.

Sell property and write off loss

they were flying for so long in auto pilot that it was time to turn the plane or land the plane they realized that they forgot to land the darn thing.
EH never flew the plane so he does not know how to land so he is going on a circle probably until he figures out how to (it has been 2 years) or until it runs out of gas which could be catastrophic.

Now, I will not say that this is unique to Nike because it happens all the time but Nike was throne for so long that he does not put up a fight to reverse the tide.

Amazing to listen to the sales president spin everything. Truth is Q1 is a disaster and the BOD and CEO are going to be making some major changes.

Awful senior leadership. Destroying the owner's legacy.

Interesting article below don’t let leaders tell you it’s the market norm the decline — looks like Stephanie and James did particularly well at Goldman Sachs Communacopia (sarcasm) - judging by the stock performance since.

It’s incredibly frustrating. At what point are the Board going to hold Stephanie and her leadership team accountable? The only thing they seem capable of running is a sinking ship.

https://www.barchart.com/story/news/4536862/is-fidelity-national-information-stock-underperforming-the-s-p-500

LMAO.

so much winning I cant even stand it.

Just making up new titles again!

So now they hired a "Culture Activation" Leader to join HR after destroying the very culture that got CDW to where it was before current C-level took over and ruined 30 years of growth.

They're trying to "activate" culture lol
Goodluck with the buyin as everyone's pay is cut but workloads increased all due to self-inflicted wounds.

We'd be better off if we used Ai to replace our CEO and the rest of C level. Ai can't do worse than the incompetence we're seeing.

An actor with the initials MW famous quote:
"My theory on Feds/replace with employees/ is that they're like mushrooms-Feed'm sh_t and keep'm in the dark!"
Sounds like LT's new company plan.

We are spending money on this?
Today, our group of 10 Truist leaders begins our Yosemite Leadership Expedition—three days of challenge, connection, and leading with wellbeing.
This year also marks a special milestone: our first female executives joining the annual leader expedition!

Our journey takes us toward Clouds Rest and then Half Dome, where we plan to summit on the morning of September 11. On the 25th anniversary of 9/11, we will carry the American flag, Truist banner, and Truist torch in remembrance of those we lost and in honor of the courage and sacrifice we will never forget.

Of course Hagerman is front and center of this nonsense. What could this bank possibly hope to accomplish with this stunt? A Truist torch taken across the country and even the mountains of Italy. Make it make sense!

What’s the maximum number of years a manager can stay in their role? I remember my first manager telling me it’s usually around three years, since company doesn't want the same person ranking the same batch of employees over and over for too long.

Four people are here, working from their company laptops, with one person in a meeting. Why us? Why does our CEO have to be such a pr--k?

I’m sorry, but this message is a pretty tone-deaf way to communicate with employees, especially right now.

“Pre-order week is for our customers first.” Got it, Jon. Apparently employees, many of whom are also customers and shareholders, can wait our turn.

After another round of layoffs and with employees being asked to do more with less, telling the people who actually work here that we’re simply not the priority is… certainly a choice.

We can talk all day about putting customers first, but employees aren’t some separate category from the business. We ARE customers. We ARE shareholders. And we’re the people responsible for delivering the experience you’re telling customers to buy.

The continued framing of employees as a number or a resource rather than people who have invested years of their lives into this company is exactly why messaging like this lands so poorly.

There was a much better way to say “customers get first access” without essentially reminding employees where ELT believes we rank.

Tone matters. Especially right now.