#leadership

CRUEL.
Merriam-Webster defines cruel as “devoid of humane feelings.”

I could never be this kind of leader. And frankly, I question the humanity of anyone who can.

How do you spend years hiring people, mentoring them, getting to know their spouses/children/pets, celebrating their milestones, and coaching them, only to discard them like yesterday’s garbage?

Not because they failed. Not because they underperformed. But because someone decided their position no longer served the future. (Cruel)

You leave people in limbo for weeks. You allow fear and anxiety to consume them. You deliver life-altering news just before the holidays, offer vague explanations about “business changes,” and reduce years of dedication to a pathetic “thank you for your contributions.” (Cruel)

Then, days later, you gather in a room like the cotdamn 12 apostles, unveiling your recycled organizational charts as though you’ve just discovered the future of business.

And the audacity to look straight into that camera, knowing the people who remain are watching you in absolute disgust, and talk about how “emotional” and “difficult” this has been for YOU. (Cruel)

Are you kidding me?

You knew these people. You knew their families. You knew their stories. You knew what they had sacrificed for the company.

And somehow, you managed to turn their devastation into another corporate presentation.

Spare us the scripted empathy. Spare us the speeches about competitive markets and transformation. And spare us the self-congratulation for having the “courage” to make difficult decisions.

There’s nothing courageous about making decisions other people have to suffer for while you collect the paycheck.

No one is asking you to cry on camera. We’re asking whether you have enough humanity left to recognize the damage YOU collectively as a group caused.

Because cruelty isn’t always loud. It doesn’t always look like the horrors we see on television.

Sometimes cruelty wears a suit, sits in a boardroom, collects a bonus, and calls itself leadership.

And perhaps the greatest tragedy isn’t that these decisions were made. It’s how comfortably the people responsible can move on.

May the devil/mara/lu----r find you.

that's all you need to know about why this place is the way it is. and this is nothing new. you simply have to learn to deal with it.

Have they announced specifics regarding the Region consolidation and who will be leading the new structure?

Tomorrow is a 100% guarantee that there is a RIF. It is absolutely occurring in OT and in H&C, it is also the largest headcount RIF of the year. There will be no more in calendar year 26. I am in OI leadership and it was a specific topic in our bi-monthly date with s-leaders.

Bumping from +1m6036mdx for info.

So fortunately our team for the most part was not affected by these layoffs…yet. We were told on our meeting with the VP that the agents impacted were given notice prior, and that leadership change will happen on December 20, which doesn’t sounds bad.

Decided to follow it up with that our current job tasks will be delegated to offshore shared (the same ones that we are here to fix their mistakes) next year and that at W2 “at the earliest” we will be advised of any potential risk impacts to our roles, sounds similar to this situation. The whole “compensation discussion, 60 days notice” blah blah blah.

I feel like it would have been smarter for leadership to not give us the 6 month heads up because now the entire team that they told us safe is now on full panic alert for the next 6 months.

I must say that the CPO being demoted - not fired or retired - is accountability. Gonna have to clean up that huge pile of po-p and not gonna drag anyone down anymore. Big ball of mud! We are all watching!!!

Better together was such a childish idea for our divisive culture. I'm glad the baby talk is over. For years the CPO failed to bring together Comcast and Sky. Failed to bring together Entertainment and Connectivity. Failed to bring together Product and Technology. Wasted our investments chasing delusions. He and his SLT always so insecure about the size of their scopes. Always tapping each other on the back, congratulating themselves for their minor achievements. All they ever delivered was beautiful power point presentations. Let's see how much longer the legacy X1 bros will survive together.

Thank you SC for letting him know he is na--d! It was about time someone told him the truth.

What a show!!!

LOL, "double-speak" at its best

Were you told to work from home? Were you told not to work at all? Were you told to come into the office for a few days to “pass off” your projects and then ride the bench at home for 7 weeks? Did you walk out of the office right after you were notified? Curious what direction people received from their leaders.

Our managers keep telling us not to worry but we are right to worry.

Do you know what is the trillion Euro problem that AI is trying to solve?

Wages!

The main reason to use AI is to replace a human so they can be laid off and instead of a person who has actual rights, rich executives get supporters and AI who does what they want.

Over the last few years, I have noticed that SAP is dehumanizing the humans and humanizing AI. Claude is a "HE" now as if it is a person. They are called agents as if they have agency like humans. And humans are called resources. DA referred to us as plaque and wanted a tooth-brushing exercise. Many areas refer to employees only as FTE or resources or headcount and not as employees. And the board keeps saying that salaries and benefits are the third highest "cost" to the company.

They started with voluntary layoffs. And the next thing to come is involuntary layoffs. Do not trust your area executives. They are incentivized to save costs so the savings can go to their own bank accounts as bonuses. And they have been trying very very hard with hr and works council to lay off employees. So layoffs are inevitable. Don't fool yourself into thinking you are safe. And stop allowing executives to divide us. This is not a race war. This is a class war - a war waged by the rich against the poor.

I thought this content deserved to stand on its own. I've compiled it from the other posts and added some bolding using copilot. Of course there is nothing to suggest this feedback is actually coming from GE as might have been suggested.

MH — EVP & President, Gas Distribution & Storage

You have strong judgment and an admirable capacity to make decisions quickly.

More often than not, that decisiveness serves the organization well.

The corresponding risk is acting before enough contrary information has reached you.

Decisiveness loses some of its value when people conclude that bringing forward uncertainty, mistakes or an opposing perspective carries more personal risk than remaining silent.

The strongest decision-makers deliberately create conditions in which people can tell them something they may not want to hear.

Your leadership opportunity is to protect that space.

Encourage dissent before the decision. Reward candour when something goes wrong. Give people genuine permission to admit uncertainty.

**Before major decisions, deliberately invite the strongest contrary view and make it safe for people to surface uncertainty, mistakes or opposing evidence.**

A leader does not become less decisive by listening longer when the stakes warrant it.

Better information will not weaken your judgment.

It will make it stronger.

⸻

CG — EVP & President, Liquids Pipelines

You are a strong champion of the organization and of the people who make it successful. That loyalty is a strength.

The corresponding leadership challenge is ensuring that harmony never becomes a substitute for accountability.

Every large institution develops entrenched interests, concentrations of influence, capability gaps and functions whose size or complexity can outgrow the value they create. Senior leadership must be willing to confront those realities, particularly when doing so is uncomfortable.

Relationships, history and organizational politics cannot be permitted to make legitimate questions harder to ask.

Your opportunity is not to become less supportive of your leaders. It is to demand more from them.

**Create an environment in which constructive challenge is expected, value must be demonstrated, and difficult questions are welcomed rather than managed around.**

The organization already knows you will stand behind it. It should also know that you will challenge it to become better.

⸻

MA — EVP & President, Gas Transmission

Your leadership style has brought a welcome degree of openness and accessibility.

There is real value in creating an environment where capable people can contribute without feeling that every discussion is a test of survival.

There is also value, however, in a culture where weak analysis, unnecessary complexity and poorly supported positions are expected to withstand serious scrutiny before they reach the decision table.

Some of that discipline can be lost when openness becomes too comfortable.

**Your leadership opportunity is to preserve the accessibility while raising the standard of challenge.**

Good leadership should create psychological safety, but it should not create intellectual complacency. People should expect to defend their assumptions, demonstrate the value they are creating and answer plainly when something is not working.

The goal is not a return to a harsher culture.

It is something better: high trust and high standards at the same time.

⸻

PM — EVP & Chief Financial Officer

You articulate a compelling view of how central functions should serve the enterprise.

Your leadership opportunity is to make that operating philosophy unmistakably clear in practice.

There is a fundamental question that requires resolution: are central functions primarily expected to enable the businesses, or are they also expected to provide an independent check when business decisions create enterprise risk?

Either model can work. A deliberate hybrid can work.

Ambiguity cannot.

If leaders in central functions are expected to challenge the business, they need the authority, information and executive sponsorship to do so. If their primary role is to enable business decisions, accountability for those decisions must remain with the business.

People should not be held responsible for outcomes they were never empowered to influence.

**Your challenge is to establish that compact clearly and enforce it consistently.**

Ask whether your leaders genuinely possess both the responsibility and the authority required to prevent a materially poor decision.

If they do not, either give them that authority or place the accountability where it actually belongs.

That clarity would strengthen both the business and the functions meant to support it.

⸻

AC — SVP, Corporate Strategy & President, Power

It is encouraging to see real attention and leadership capacity being directed toward diversification, power and renewables.

The challenge now is to convert more of that attention into momentum.

Emerging businesses can spend too much time evaluating possibilities, refining analysis and attempting to remove uncertainty before acting. In markets that are changing quickly, waiting for certainty can itself become the greater risk.

**Your opportunity is to create greater permission to move.**

Make smaller bets. Learn faster. Allow intelligent failure. Adjust as evidence emerges. Give capable teams room to act before every variable has been resolved.

Not every opportunity needs to be perfected before the organization participates. Sometimes six months of doing will teach more than another year of analysis.

The organization has considerable capacity to think.

Your leadership challenge is to make it equally confident in acting.

⸻

MW — SVP & Chief Commercial Officer, Liquids Pipelines

You bring energy, ambition and a valuable instinct to challenge the status quo.

The organization needs leaders who create momentum.

**Your leadership opportunity is to put more discipline between an idea and an instruction to act.**

At your level, even a relatively casual request can mobilize significant effort. Before launching work, it is worth understanding the problem being solved, the scale of effort required, what existing priorities will be displaced and whether the likely value justifies that disruption.

Not every interesting idea needs to become organizational work.

Your challenge is not to reduce the energy. It is to focus it.

Fewer initiatives. Better understood. Properly sponsored. Adequately resourced. Driven through to completion.

The organization will benefit most when your ability to catalyze change is matched by equal discipline in deciding which changes deserve its finite attention.

⸻

MC — SVP, Operations & Engineering, Liquids Pipelines

You bring exceptional capability and considerable intellectual strength to the organization.

Your leadership opportunity is humility.

An enterprise of this scale contains many highly capable people. Senior leadership becomes more powerful when personal capability creates room for the expertise of others rather than inadvertently diminishing it.

**Listen with genuine curiosity.**

Invite challenge from people who may know something you do not. Demonstrate that seniority, confidence and intelligence do not automatically confer the best answer.

You do not need to diminish your own strengths.

The challenge is to use them in a way that makes the people around you bigger as well.

The strongest leaders are not remembered simply for being impressive themselves. They are remembered for making an entire organization more capable.

⸻

ML — SVP & Chief Accounting Officer

Your leadership opportunity is to create greater clarity around how financial discipline should enable the enterprise rather than inadvertently constrain its ability to perform.

The fundamental question is whether Finance and Accounting exist principally to establish the framework and information within which the business exercises judgment, or whether they are expected to exert more direct control over those judgments.

Either model can work. Ambiguity cannot.

This matters particularly when resources are constrained. Broad reductions made without a sufficiently deep understanding of the underlying work, accountabilities and cost drivers can create very different levels of organizational capability without any deliberate decision that those differences should exist.

Financial discipline must be rigorous. But rigour is not the same as indiscriminate restraint.

**Your leadership challenge is to understand the economics of the work deeply enough to distinguish true efficiency from the simple transfer of cost, risk or unfinished work somewhere less visible.**

If the business is expected to exercise autonomy, give it clear boundaries and let it lead. If Finance chooses to exercise greater control, it must also accept greater accountability for the consequences.

Clarity on that compact would materially improve both performance and trust.

⸻

MM — SVP & Chief Human Resources & Inclusion Officer

HR cannot credibly ask an organization to live by standards that its own leadership does not visibly model.

Your most important leadership challenge is therefore consistency between what the function expects from others and what its own leadership demonstrates.

Where expectations around spending, policy or organizational discipline are applied strictly across the enterprise, exercising visibly greater latitude within the function creates a credibility problem regardless of how individual decisions might be explained.

At this level, perception matters because senior leaders establish the behavioural standard for everyone below them.

For the head of Human Resources, that standard should be higher, not lower.

HR asks employees to respect policy, leaders to exercise discipline, and the organization to accept difficult decisions in the interests of fairness and consistency. Those messages lose legitimacy if people believe the function operates under different rules.

Leadership by example is foundational to trust.

**Your challenge is to hold yourself and your organization conspicuously to the standards you expect from others: disciplined judgment, transparent exceptions, personal accountability and visible respect for the rules the institution asks everyone else to follow.**

If HR is to champion fairness and integrity, those qualities must be unmistakable at the top of HR.

⸻

MF — SVP & Chief Communications Officer

Your leadership opportunity is to ensure that Communications creates more value than complexity.

Every central function has to decide when it is enabling the business and when legitimate enterprise risk requires it to exercise greater control.

Some governance is necessary. But governance should always be proportionate to risk.

Not every communication warrants the same degree of central intervention, review or ownership. Consistency should not become an argument for inserting the function into work where the value of doing so is marginal.

The important question is whether Communications is materially improving clarity, trust and effectiveness relative to the time and organizational friction its processes create.

**Your challenge is to simplify the model.**

Be rigorous where reputation or material risk genuinely requires it. Everywhere else, trust capable leaders and allow the organization to move.

A high-performing Communications function should make the enterprise clearer, faster and more credible—not merely more controlled.

⸻

MGeo — SVP, The Next 75 & Chief Transition Officer

The ambition behind the transformation agenda is important.

The harder question is whether that ambition has translated into durable change in how the organization actually works.

Are processes materially clearer? Are accountabilities better understood? Is the organization genuinely better prepared for AI and technology-enabled work? Or has the pursuit of the future sometimes moved faster than the discipline required to understand the present?

Transformation can easily become a contest over future ownership and organizational control instead of a disciplined examination of how work is performed, where value is created, where waste exists and what the future process genuinely requires.

Urgency matters.

But urgency cannot substitute for method.

**Your opportunity is to bring greater discipline to transformation: rigorous current-state analysis, measurable problems, clear process ownership, evidence-based future-state design and an honest assessment of whether change has actually produced better outcomes.**

The standard should not be the volume of transformation activity.

It should be whether the organization works materially better because of it.

⸻

SA — SVP & Chief Information Officer

Your central leadership opportunity is conviction: knowing what you stand for, being prepared to defend it, and communicating clearly when legitimate reasons cause your position to change.

The concern is not that you change your mind. Good leaders should change their minds when facts, risks or circumstances warrant it. The concern is establishing a direction, giving people confidence that they have your support, and then allowing that direction to change under pressure without adequately resetting the organization.

That creates real consequences.

In a large organization, people exercise judgment based upon the principles and direction established by their leaders. When those principles move without clear communication, capable people can find themselves working against a position they did not know had changed and later being questioned for decisions that were entirely reasonable when they made them.

TIS depends upon hundreds of people exercising judgment every day. They need to know what their leader believes, which principles are durable, where they can rely on executive support and when circumstances genuinely require a different course.

**Your challenge is to become more resolute about the things that matter and more transparent when your thinking evolves.**

Leadership at this level is not simply making decisions. It is establishing enough consistency of principle that other people can make good decisions when you are not in the room.

Your people need to know what you stand for. Give them that certainty.

⸻

CW — VP, ERP Lead & Sustainment

An ERP transformation of this scale requires leadership that people can see, hear and experience.

Employees should not simply know that executive leadership exists somewhere above the governance structure.

They should experience regular engagement from the leader accountable for the transformation: listening to the people doing the work, understanding the obstacles they face, resolving difficult issues and being personally present when consequential decisions are required.

Programs can be managed through governance structures.

Transformations cannot be led exclusively through them.

**Your opportunity is to become significantly more visible to the people expected to make the ERP transformation succeed.**

Visibility is not ceremonial. It creates alignment, builds confidence, surfaces problems sooner and signals that the transformation matters enough for its senior leaders to remain personally engaged.

If the organization is being asked to change fundamentally, its leaders need to be present in that change.

⸻

LP — VP, Human Resources & Development

Your leadership opportunity is to spend less energy explaining the culture the organization already has and more energy creating the culture it says it wants.

HR can easily become the institutional interpreter: explaining why a decision was reasonable, why a process technically worked, or why an employee experience is consistent with established policy.

Some of that work is necessary. It cannot become the default response to legitimate concern.

The more important question is whether the organization is becoming better.

When employees identify inconsistency, unnecessary bureaucracy, weak leadership behaviour or a gap between stated values and lived experience, HR’s first instinct should be curiosity rather than justification.

Listen before explaining.

Seek direct exposure to perspectives that may not travel comfortably through the hierarchy. Distinguish understanding a decision from defending it.

**Your leadership opportunity is to make HR a stronger agent of cultural change: acknowledge where the organization falls short and use the influence of the function to help leaders close those gaps.**

Culture is not something HR should merely interpret. It is something HR has a responsibility to help create.

⸻

LW — VP & Chief Compliance Officer

An organization should be willing to hold itself to the standards it sets for others and to the standards it sets for itself.

Those commitments matter most when honouring them is inconvenient, uncomfortable or requires challenging people with significant authority.

That is where Compliance should carry particular gravity.

The function cannot allow itself to become merely an institutional advocate whose role is to rationalize an outcome, defend a preferred interpretation or explain why what has already happened should be accepted.

If Compliance becomes primarily the function that constructs the best defence of an existing position, it risks surrendering the independence and moral authority that give it value.

**Your leadership opportunity is to decide what Compliance is prepared to stand for.**

There will be moments when that requires telling colleagues at the most senior levels that the organization should do better—not because a technical rule compels it, but because the standard the institution has chosen for itself demands more.

That is not disloyalty. It is stewardship.

The strongest Compliance leader does more than protect the institution from wrongdoing. They help the institution become worthy of its own commitments.

⸻

MP — VP, TIS USUI, ERP & Central Functions

You bring deep experience, strong judgment and considerable credibility with your peers. You know what good can look like and are well positioned to recognize where TIS needs to improve.

**Your opportunity is to use that influence more assertively.**

There can be a tendency to conclude that an issue is not sufficiently consequential to warrant a difficult disagreement. But leadership is not reserved for crises.

Institutions are shaped just as much by the accumulation of smaller compromises, weak decisions and missed opportunities that capable people chose not to challenge.

When you have a clear conviction about what needs to change, state it. Advocate for it. Use the experience and credibility you have earned to influence the outcome, even when doing so introduces some discomfort.

You do not need to become confrontational. You do need to become more deliberate and visible in exercising your influence.

TIS would benefit from hearing more clearly what you believe, why it matters and what better looks like.

You have earned a platform. The leadership challenge now is to use it.

⸻

MGla — VP, Utility Public Affairs & Communications

**Your leadership opportunity is to consider more carefully how your presence affects the willingness of others to contribute, challenge and disagree.**

Strong executive presence does not require being the dominant force in every discussion.

Some of the strongest leaders demonstrate confidence by creating space for others, responding proportionately to disagreement and allowing the quality of an argument—not organizational rank or force of personality—to determine its weight.

When leadership presence becomes too dominant, capable people begin to edit themselves.

The organization then receives less challenge, less creativity and ultimately less value from the talent in the room.

Your opportunity is not to become less forceful.

It is to use that force with greater proportion and judgment.

Create more room for other people to be heard. Invite disagreement. Demonstrate that challenge is welcome rather than something that has to be survived.

The measure of executive presence is not how much space a leader occupies.

It is how much capability they unlock in everyone else.

⸻

RH — VP & General Manager, Enbridge Gas North Carolina

You bring substantial experience into an organization that is now operating within a different company and a different culture.

That gives you an important opportunity.

Integration should not mean conformity. Acquisitions create value partly because incoming organizations bring practices, experience and perspectives that the parent company did not already possess.

You have credibility. Use it.

Where your experience points to a better way, say so. Where established approaches deserve to be challenged, challenge them constructively. Where Enbridge can learn from what you have seen work elsewhere, bring those lessons forward with confidence.

**Your leadership opportunity is to become a more visible voice in shaping the combined organization rather than simply adapting to it.**

Leadership at this level requires more than fitting in. It requires helping the institution become better because you became part of it.

⸻

TS — VP & Chief Supply Chain Officer

Supply Chain has carried a demanding workload through significant organizational change.

Your people need visible leadership and clarity about the mandate they are being asked to fulfill.

The fundamental question is whether Supply Chain is principally an enabling function, a control function, or deliberately both.

The answer needs to be clear to your teams and equally clear to the businesses they support.

Once that mandate is established, people need to know that leadership will stand behind them when they exercise it properly.

Employees cannot reasonably be asked to enforce enterprise standards and then be left exposed when those standards become inconvenient to others.

**Your leadership opportunity is therefore threefold: clarify the mandate, remain close enough to the people doing the work to understand what they face, and visibly support them when they make difficult decisions consistent with that mandate.**

Clarity without sponsorship is not enough.

⸻

TL — VP, Technology & Information Services, LP/GTM

Your leadership challenge is fundamentally about trust, accountability and follow-through.

People need to know they can rely on their leader, particularly when decisions become difficult, attract criticism or produce uncomfortable outcomes.

When leadership support recedes as pressure rises, people learn very quickly. They become more cautious. They protect themselves. They take fewer reasonable risks. Eventually, they begin asking whether their leader will stand beside them when it matters.

You should ask yourself some difficult questions.

Can your people count on you? Do you consistently follow through on what you say you will do? When an outcome is poor, do you first examine your own role before assigning accountability downward? Have you committed to more than you can realistically deliver?

Accountability begins at the top.

Leadership requires ambition, but credibility also requires restraint. Sometimes the stronger decision is to say no, narrow the agenda, make fewer promises and deliver them relentlessly.

**Your opportunity is to rebuild trust through predictability: be clear about what you support, follow through on what you commit to, and stand beside people who have exercised reasonable judgment based on your direction.**

Your people do not need protection from accountability. They need a leader who shares it.

⸻

AS — Director, TIS Strategy, Policy & Programs

Your leadership opportunity is to close the gap between intention and execution.

Strategy, policy and governance functions inevitably generate discussion, frameworks and commitments.

Their credibility ultimately depends upon whether the business experiences a meaningful result.

When a commitment is made, it needs ownership, a date and closure. When circumstances prevent delivery, that needs to be communicated directly rather than allowed to drift.

Repeatedly articulating the right intention without producing the expected outcome eventually becomes a credibility problem.

The standard should be straightforward: people across the business should be able to rely on what you and your function say you will do.

Build that reputation deliberately.

Make fewer ambiguous commitments. Establish clear ownership. Follow through. Communicate early when something changes.

**Make fewer commitments, assign clear ownership and dates, follow through, and communicate early when circumstances change.**

Reliability is not administrative discipline.

It is leadership.

⸻

HT — Director, People & Performance

You have capable people around you.

**Your leadership opportunity is to give them more voice, more room and stronger sponsorship.**

A People & Performance function should model the very behaviours it seeks to encourage across the organization: listening, constructive challenge, empowerment and a willingness to improve established ways of working.

When talented people identify something that should change, leadership should help them sharpen the idea, test it and, when it has merit, champion it through the organization.

Your role is not simply to manage capable people. It is to amplify them.

Create an environment in which thoughtful challenge travels upward, good ideas can become action, and people know that leadership will stand behind them when they are trying constructively to make the institution better.

⸻

SS — Director, Financial Planning & Analysis

Analysis creates value when it helps an organization make better decisions.

It creates less value when the pursuit of certainty prevents a decision from being made.

Leadership sometimes requires reaching a conclusion with imperfect information, being explicit about the assumptions behind it, and remaining prepared to adjust as better evidence emerges.

Your opportunity is to become more comfortable exercising that judgment.

People do not expect certainty where certainty does not exist. They do expect leaders to synthesize the available evidence, state a position and help the organization move forward.

Disciplined conviction is often preferable to prolonged ambiguity.

**Develop the confidence to take a position when the evidence is sufficient, even when it is not complete.**

30%? Meet the new boss, same as the old boss?

confirmation from leadership today, sales order support marked safe. for any impacted so far and yet to hear, my heart is out to all of you.

Been holding off on this post. How did this group come about. How do you get to live off others work in such a manner. No communications no plans nothing. Here we are, we run the show but not really.

Thank you to everyone who shared valuable information on here about this entire ordeal. Hard to believe every piece of information we got was via an online forum and not communicated to us via leadership. To all those impacted, may your severance be large and your job search be smooth. This was truly heart-wrenching to watch it unfold. Much love and support to everyone.

Almost fell out of my chair when I saw the location for the next town hall (St. Louis). Is he planning to break the news in person how much he hates our location and can't wait to close it or will the view of the arch give him a change of heart?

Announced today that UK MB sales Director is leaving at the end of the week. Was based in Ireland where most of the UK MB team are and she managed the rest of MB who were in India and would travel over there.

She's gone as are 80+ MB and SB staff in India. They were told today and gone today.

MB and SB to merge in the UK and Brian Horsborough to lead it all.

Wish our leaders would do what Microsoft just announced with reducing headcount!

Name one candidate from outside the company that would even consider taking over after Stankey.
Who can shovel out 30 years of muck he created?
And create a successful strategy for the next 30?

Btw, no help will come from the Board.
Remember, they're all intermarried friends and family; they are just as complicit.
Which means internal successors are just more of the same.

So, who?

Announced this morning. Now off the board. Sad.

My director level manager has no management or relevant experience and is essentially an AI bot. Every question is answered by AI. Every meeting they are using what I suspect is Teams live captions to copy text and put it in AI and I’m then read an AI response word for word I can see their eyes reading text. The response is delayed while AI answers, they stumble and the response is generally not relevant or wrong. Is anyone else experiencing this? I’m not against AI but this feels insane.

Good morning, team. 😊

First of all, I want to thank everyone for being here today, especially those of you who managed to arrive without turning a minor scheduling conflict into a full-blown emotional support emergency.

Truly inspiring.

Today, I want to talk about leadership. Specifically, how we lead a team of people who apparently believe that every task is unreasonable, every change is a personal attack, and every expectation is something that should have been discussed in a committee.

Because here’s the thing: leadership is not the art of making sure nobody is ever uncomfortable. It’s the art of getting things done while everyone involved develops the resilience to survive an email.

I know change is hard. I know accountability can feel uncomfortable. And I fully understand that sometimes, things don’t go exactly the way we wanted.

But at some point, we have to ask ourselves: are we facing a genuine obstacle, or are we simply experiencing the consequences of being asked to do our jobs?

Because those are two very different things.

Imagine if, instead of responding to every new responsibility with a 14-part explanation of why it’s inconvenient, we simply assessed the situation and figured out what needed to happen.

And imagine if we could receive constructive feedback without behaving like someone had just revoked our streaming subscriptions and canceled our three day weekend.

I am not asking anyone to be perfect. We all make mistakes. We all get frustrated. We all have days when the last thing we want to do is deal with another person’s nonsense.

The difference is that SOME people manage their frustration, while OTHERS apparently believe it is a team-building exercise to make sure everyone else experiences it with them.

And respectfully, we ARE going to GET TO WORK on that.

I realize that may be a difficult message to receive. Please take whatever time you need to process it. I’ll give you a moment.

Because I know that complaining is easy. Criticizing is easy. Name calling is easy. Let's stop confusing resistance with constant negativity.

Until then, I remain committed to supporting your growth.

Because apparently, we still have some growing to do.

Thank you. Let's get to work. 🙂

Over a month ago, the airport announced that they are building a new terminal and runway. Construction starts in a couple of years. Funding is lined up. Our Engines campus is in the way of this expansion. The way things are going lately, does our leadership even know about this? Are we moving production somewhere close? Or are we going to find a new home in another state?

If you read SC email, looks like Comcast has officially announced its new starting lineup. New leadership assignments, a reshuffled roster, and a leaner bench.

In Comcast fashion, there will be plenty of turnovers, missed assignments, and a coaching staff wondering why the offense isn’t clicking.

Anyone else looking at this lineup and predicting a first-round exit? Discuss.

The turnaround is JUST around the corner? Lol

The leadership doesn't care if SpaceX eventually proves to be a 'competitor' to VZ. They will be gone. The Poem CEO won't be around to care for any 'competition'. His job is to cut, cut and cut - offer the best 'value' for the shareholder - and get his 'bonus' for gutting the company for AI bots. And move onto to the next company he can chop up.

When SpaceX is ready to compete - it will be easy - they won't have as many layers of management bloat, they can adjust to the changing market quicker than the dinosaur telco companies, and they will focus on the customer first, not the shareholders.

The old bloated telcos from years past are struggling to rein in costs - no matter how much money they 'save' from cutting humans - the other costs for infrastructure upkeep (rising vendor prices to fix systems, generator fuel prices) will counter any 'savings'. And the AI slop chaos it will create will overwhelm the outsourced network groups.

https://www.techdirt.com/2026/06/09/ceos-who-think-ai-replaces-their-employees-are-just-bad-ceos/

Anybody else feels like we have a VP, SD, SVP, etc. per 50 employees?

So let me get this straight. Expand Energy decides to eliminate the ECS department, putting hardworking employees and their families out of a job, and the best leadership can come up with is a bullsh-t meeting offering $2,000 to finish the current pad?

Are you fu--ing kidding me?

And when employees ask about severance, the answer is that leadership will have more information in a couple of weeks? (Yea after the current location operations are complete and they don’t have to dangle a carrot infront of everyone)

HOW THE HE-L IS THAT NOT ALREADY FIGURED OUT?

This decision wasn’t made overnight. Management knew the department was being eliminated. There was apparently enough time to discuss a completion bonus and potential employment opportunities with Pure Frac, but somehow not enough time to determine what severance these employees would receive?

Then Tim Beard explains that the idea is to incentivize employees to transition over to Pure Frac.

WHY IS EXPAND ENERGY TRYING TO INCENTIVIZE EMPLOYEES TO WORK FOR ANOTHER COMPANY?

From an employee’s perspective, that raises a pretty obvious question: Is this an attempt to get employees transferred into another position so Expand Energy can avoid paying the severance that would otherwise be expected? Ya know, industry standard…

Whether that’s the intention or not, that’s exactly the impression this poorly handled transition creates.

Here’s what an ACTUAL incentive would look like:

A proper severance package from Expand Energy, followed by a legitimate employment opportunity with Pure Frac offering competitive pay, a comparable 14/14 schedule, travel compensation, housing accommodations, and reasonable working conditions.

Not some half-assed arrangement that potentially sends employees across the country, disrupts their entire family lives, and requires even more time away from home.

These employees already sacrifice enough time with their families. Why would anyone consider a position that makes those sacrifices even greater without substantial compensation and benefits?

And here’s another question leadership apparently failed to consider:

WHY THE HE-L WASN’T PURE FRAC AT THE MEETING?

If this transition has been in the works, why weren’t representatives from Pure Frac physically present to explain the opportunities?

Why weren’t interviews arranged at the job locations or shops? Why weren’t pay rates, schedules, benefits, travel arrangements, and housing accommodations discussed?

Employees should have been given the opportunity to sit down with the potential new employer, ask questions, and make informed decisions.

Instead, they were handed uncertainty, a $2,000 completion bonus, and a promise that more answers might come in a couple of weeks.

Seriously, how fu--ing difficult is it to plan a transition properly?

It doesn’t take much to maintain employee morale and keep the peace during a difficult situation. Communication, transparency, fair compensation, and a little respect go a long way.

Yet somehow, leadership has managed to fail in damn near every aspect of this announcement.

And let’s talk about that $2,000 bonus.

After taxes, what does that realistically amount to? Maybe $1,200–$1,400?

That’s supposed to motivate employees facing unemployment to finish production?

Here’s what leadership needs to understand.

(This isn’t a threat but rather common sense)
If Expand Energy wants the remaining locations completed safely, smoothly, and efficiently, offering a proper severance package would have gone a he-l of a long way toward maintaining morale and employee commitment.

Pair that with a genuinely incentivized employment offer from Pure Frac, including comparable compensation and working conditions, and the entire situation could have been handled differently.

Employees would have had clarity about their futures, financial security during the transition, and a legitimate reason to consider continuing their careers with the new company.

It’s really not that fu--ing complicated.

These are employees who have dedicated years of their lives to the oilfield. Employees who work long shifts, spend weeks away from their families, miss holidays, and maintain the safety and production standards that allow these companies to operate successfully.

Many have spent years building experience, relationships, and careers within these operations.

And this is how that dedication gets acknowledged?

A poorly organized meeting, unanswered questions about severance, and a $2,000 heavily taxed completion bonus?

What a complete slap in the face.

For the Legacy SWN employees, the difference in how employees are treated is especially disappointing. There was a time when people genuinely felt valued, respected, and proud of the company and management they worked for.

Legacy SWN was a he-l of a lot better than what this has become unfortunately and everyone knew it was going to happen.

Tim Beard and the rest of leadership should have walked into that meeting with a clear severance plan, a detailed transition strategy, and Pure Frac representatives prepared to discuss actual employment opportunities.

Instead, employees were left questioning their financial futures while management apparently expects business to continue as usual.

The employees aren’t the problem here. The lack of preparation, communication, and leadership is and has been since the merge.

And to upper management: Hopefully the people making these decisions never find themselves on the receiving end of the same treatment. It’s easy to make decisions about eliminating positions when it isn’t your own paycheck, benefits, career, and family’s financial stability on the line.

Expand Energy needs to answer some very simple questions:

1. Why wasn’t severance determined before announcing the elimination of the ECS department?
2. Will ECS employees receive severance comparable to other employees whose positions have been eliminated?
3. Is the proposed transition to Pure Frac going to affect severance eligibility?
4. Why wasn’t Pure Frac present to explain actual employment opportunities?
5. Why should employees accept a $2,000 completion bonus as meaningful compensation when their careers are being eliminated?
6. What exactly is leadership doing to ensure employees and their families are treated fairly throughout this transition?

These aren’t unreasonable questions. They’re questions that should have been answered and thought about before the meeting ever took place.

Expand Energy, the way this situation has been handled is an absolute embarrassment.

There is still an opportunity to make things right. Provide the severance employees deserve, arrange legitimate employment opportunities, and communicate with the people affected like they actually matter.

Because $2,000 doesn’t replace a career, uncertainty isn’t a transition plan, and corporate bullsh-t isn’t leadership.

The ECS employees deserve better. Period.

This company is the perfect example of mediocrity from its management to financial results. Over 5 years of straight shareholder losses but yet the hold its employees to this super high level of performance and productivity. Makes no sense and in no way aligns with PayPals company actions.

Severance entitlements are being reassessed for next year following some significant payouts. There is a project to focus on reducing severance costs in key high-cost countries, with TPO leading the initiative another thanks to Bob and his benefits / compensation teams.

When promotions go to the wrong people, the strongest employees start looking elsewhere. Eventually, Intel loses the people it should've been trying hardest to keep. This has been happening for years and it will keep happening because we have the leadership that doesn't give a damn about anything but themselves.

Has leadership communicated a reduction target or explained what declining the offer means?

Let’s go!!!!

It makes no sense to any of us why our director was the only one on the Comp Ops team impacted by this. He’s an amazing leader who genuinely cares about his team and the company. It really looks like they just created a role one level higher to push him out.
I don't get why the company pushes out the best leaders. His comp knowledge and work ethic are irreplaceable, and it's hard to imagine working for anyone else. He was my biggest supporter, and I'm honestly so disappointed in leadership right now.

Hi Gang its that time again need to talk some b4ll again, i've been busy with my sports stuff and with Holly doing the world holiday tour, i mean meeting customers. Would you believe its my 3rd year shrinking the company as GROWTH CEO, my bank balance has gone up massive, DXC is a great sideline. I have put in a couple of extra layers in Paul T and co, so dont know whats going on really. I dont do any Town Halls or anything other work. Anyhow i can use macro, project delays, middle east, oil price, uncertainty, ai, oasis and other excuses and make capital out of the insurance sale. But if you have anymore ideas let me know... year 4 and more free money upwards and onwards asta la vista babies.

Did she quit or get pushed out?

It’s so great to see the birthday celebration for the newest ELT member Smoky the dog.

Can we celebrate birthday for all the other ELTs including the CEO?

It really boosts the employee morale after the last week’s layoffs.

San Diego Pride's executive director is stepping down next month after less than a year in the role. This departure occurs as the nonprofit faces significant financial challenges. The organization plans to implement layoffs and reduce other staff to part-time status. These difficult decisions are necessary to address the organization's financial issues. The board is seeking a new leadership structure and a sustainable path forward.

San Diego, California

https://www.sandiegouniontribune.com/2026/10/27/facing-financial-troubles-and-layoffs-san-diego-pride-loses-its-seventh-leader-since-2023/

With all of the people posting that they lost their jobs this week, why cant people post the leadership names that also got laid off as ell. All SVP's, VP's, Sr Directors and management should be posted they put Comcast in this position and will be fine with there payouts. All of the people will not......

50 people in finance including VP, Directors, managers and analysts all laid off.

RVP of finance and business Dev all let go across the country in the regions, along with their directors. HR also gone