#leadership

Nike Leadership finds a way to fail and lose shareholder value everyday...

Can't seem to get questions answered. Leadership doing the information trickle method, like the government does with bad news.

Will quotas be dropping since retail partnership is severing?

Right now quotas in SMB are near equal (sometimes more) than mid-market due to retail traffic.

Eliminating that and dropping the base down more than 50%, surely quotas are dropping (in a perfect world)

Mid-Market opportunities yield much larger deals, SMB opportunities yield small deals.
So more calls, more meetings, more closed deals to equal the same or similar quotas doesn't seem logical.

An old VZ coworker used to say Verizon may have logic and they have reason but never logic and reason together.

The current approach to promotions highlights a troubling double standard.

HR has proceeded with promotions within its own ranks including VP to SVP and reversed role classifications from Senior Manager back to Director, even though the rest of the organization was required to make those changes.

At the same time, commercial line-of-business teams responsible for generating revenue and driving business performance are restricted and effectively blocked. Across my organization, leaders have taken on significantly expanded scope and accountability, with direct responsibility for new business generation, revenue growth, and client retention. Despite these expanded roles, we were told during both job reviews and the annual merit cycle that promotions were not possible even in cases where retention risk and material scope changes are clear.

When HR the very function responsible for fairness, governance, and organizational consistency applies a different standard to itself.

Reminder Chapter 11 is not an automatic liquidation of the business. It's not the end of the world, is it a bad situation to be in YES but it's not shut everything down and everyone just goes home.

Will the company that come out of Chapter 11 be different than the one that goes in for sure, will it be what is needed to shed some leadership along with processes, procedures and products that we need to drop to survive hopefully the answer is yes.

Many of us will find new jobs and careers at different employers but at the end of the day Xerox as a brand and company (under a new structure after Chapter 11) will remain.

Many leaders, accountants and lawyers will make some good money off the entire filing of Chapter 11 and the company will come out the other side much leaner. There will be questions on if different services / part of the company is sold off and etc. of course.

At the end of the day.. everyone still at Xerox at this point needs to make sure that there resume, education and skills and/or retirement plans are mapped out. If your still young in the workforce make sure your doing things to make yourself employable by the industry your in not the employer you report to today.
"Chapter 11 of the U.S. Bankruptcy Code enables corporations, partnerships, and individuals to reorganize their financial affairs while continuing operations. It provides a structured process to pay creditors over time, often allowing businesses to avoid total liquidation. Key benefits include the "automatic stay" on debt collection and, in many cases, allowing the debtor to remain in control as a "debtor in possession""

The board should have a vote of no confidence in MF

Hi everyone. I'm currently experiencing soft pressure from leadership to not take my full 16 weeks of parental leave. My wife will begin cancer treatment shortly after birth and I already have a special needs boy to go along with this newborn.

I've been told "well, how will we promote you at the mid-year if you're on leave?"

I could definitely use the pay increase, but everything from leadership has made me distrust them. I know the right answer is to take my full leave and probably look for a new job while on leave (not at a core site).

I guess I'm just looking for some pep talks around not feeling guilty about leaving my already short-staffed team even more short staffed.

All of the bosses I had did the opposite of these. Most put up a front but it was mainly self serving.

1. They put you in the spotlight
   ↳In meetings, they say "This idea came from...," instead of claiming the credit

2. They step up when you're treated unfairly
   ↳If someone attacks your work without context, they set the record straight

3. They advocate for your promotion
   ↳Behind closed doors, they make sure your name shows up in growth talks

4. They take the heat
   ↳When a client's upset, they own the problem instead of blaming the team

5. They guard your bandwidth
   ↳They tell others "They're maxed out right now" instead of quietly piling work on you

6. They block bad work
   ↳They turn down projects that won't develop you or use your strengths

7. They boost your profile
   ↳They put you up for awards, stretch roles, or high-visibility work

8. They tell you straight
   ↳They mix encouragement with clear feedback on what'll help you level up

9. They support your ideas
   ↳When you pitch something new, they say "Go for it - I'll share the risk with you"

10. They honor your limits
    ↳They say "They're offline on weekends" instead of expecting 24/7 access

11. They listen - then act

12. They prove they care

Too much bloat with no added value and big checks

Updates coming to ways of working. They'll have us all in the office more in hopes the gas prices, commute, and micromanaging makes people quit. Theyve basically said as much to members of leadership.

I’m still trying to unpack that strange farewell town hall Cordani threw for himself.

How could neither DC nor BE acknowledge the layoffs that happened less than 1 week prior to this event and that are still ongoing?

I don’t even know what I expect from this conversation. I think I just need to know that everyone else thinks it was eff’d up and awesomely tone deaf.

EH, you can't rebuild with layoffs and you flying around! I had faith in your; but you proved me wrong...

Article: https://www.bizjournals.com/portland/news/2026/03/09/elliott-hill-nike.html?csrc=6398&utm_campaign=trueAnthemTrendingContent&utm_medium=social&utm_source=linkedin

Increasing bill didn't work
Matching paper bill didn't work
Delaying port outs didn't work and Dan had to back out

That organization cannot solve churn, they need expertise ASAP!!!

Looks like VPs are starting their exits now. We went from a skeleton crew to barely any bones left. Don’t spend that AIP payout because who knows what the next few weeks are going to look like. So long fellow associates who have been here long enough to remember the good old days when we had real leadership and transparency.

I saw some comments about how there is a push from leadership to restructure teams into a 30:70 - U.S.:HIH split.

I wanted to see if multiple people can verify this.

I know HIH is growing and they’re cutting US FTE but how true is the 30:70 split? If it’s true, then that’s all of us finished in the US

My impression: it's time for a change.
Raul has changed the Exec Board, tried a lot of things. Nothing helped.
Now a new leader will be looked for, with a new approach, new cronies.
It might take some month still, but I got a feeling the exchange of the CEO is inevitable.

What's your impression?

If leadership insists that work is most productive within office walls, I’m happy to lean into that philosophy. Moving forward, my office hours are my only hours. The 'after-hours' emails and evening catch-up sessions from the couch are over. If the goal is a strict office environment, then the work stays at the desk. Naturally, my output will reflect the loss of those extra 'home hours'—my metrics are already showing the dip compared to last year—but I’m simply following the new standard set for us.

Here we are in 2026:

https://www.foxbusiness.com/technology/ford-deep-water-after-sweeping-recalls-hit-every-model-since-2020-one-exception

(Ford only built 1,350 of the one exception, unrecalled GTs.)

Did Farley miss any bonuses?

Farley in 2022: Ford F-150 Lightning has exceeded Ford’s expectations as 200,000+ customers lined up to reserve one… exceeded production capacity for the 2022 model year.

Ford sold 15,617 units of the F-150 Lightning in 2022.

Did Farley miss any bonuses?

We pay our dues and when the contract is due, another benefit gets eliminated. Why do union leaders make so much money and NOT produce for the members?

Question for current DXC employees. Looking for honest perspectives from inside the company.

From the outside it often feels like DXC has been stuck in a long turnaround story. But what does it actually feel like to work there right now?

A few things I’m curious about:

How much do you hate or like working at the company?

What’s morale like inside your team?

Are your projects and client relationships growing, or mostly shrinking?

Do you feel like anything meaningful is actually changing at the company?

Are talented people on your team staying or are they leaving?

Is your manager engaged with your team or mostly invisible?

Do you feel leadership communicates clearly about what they are doing to grow the company or does it feel vague?

Are new projects focused on modern tech (cloud/AI) or mostly legacy systems?

How realistic are internal targets and deadlines?

Do teams feel stable or is there constant reorganization?

Do you feel the company invests in employee development or mostly focuses on cost cutting?

Would you recommend a friend to join DXC right now?

Really interested in real experiences from people inside the company...

Ship all tech to ITC that’s fine but don’t leave me at PHK.
ITC is not comfortable talking to the biz or leaders so unless you put it all in their hands, they will defer to those left at PHK.
Has to be all or nothing or you have a few at PHK doing all the legwork with wasted money in ITC.

Morale is in the gutter, and leadership clearly doesn’t care about keeping people motivated.
It’s ki-ling my ability to concentrate. Everything feels pointless when your work could vanish any day.
For anyone who’s been through this:

• How do you force yourself to stay productive?
• Do you keep performing at a high level, or just coast until it’s over?

Appreciate any realistic advice—especially from people who’ve survived multiple rounds.

what are your thoughts on shanon as the new AI leader compared to savnay? do you think she has a vision to turn it into a core flagship offering or will it remain optional feature with limited adoption?

People who communicated clearly and made you believe in the direction. Those people are gone. The ones running things now, I can't even follow their sentences half the time. Don't even get me started on the strategy. No idea what it is. They promote people who sound good in meetings but can't actually lead. And then they wonder why the good ones keep walking.

that senior leadership has "carried a bag" at some point in their career and been successful. Leadership like that came from other roles like ops (ww) etc have no idea of what it takes to be successful in outside sales. They pat themselves on thr back because they can read a spreadsheet. Meanwhile the rest of us that grind it out month after month have to listen to their bs.

I’ve been here long enough to see the pattern clearly, where we start projects with great enthusiasm, teams form, plans get made, and work begins with real momentum. Then a few months in someone in leadership reads an article or hears a new buzzword and everything changes, new priorities appear, old projects suddenly get labeled as not aligned, and the goal posts move so far you can barely see them anymore.

We end up abandoning half finished work and starting fresh on whatever the new thing is supposed to be, and the amount of wasted effort that piles up from that cycle is staggering because hours, weeks, and months of people’s time just get discarded when leadership cannot stick with a direction.

Then leadership turns around and wonders why execution is a problem, even though you cannot execute anything when the target keeps moving before the work ever has a chance to finish.

I've stopped bringing ideas up. What's the point? The people running Humana are all friends. They protect each other, promote each other, cover for each other. Anyone outside that circle might as well be invisible. You could have the best idea in the world and they'd still find a reason to say no. Not because it's bad, but because you're not one of them.

There was a time they would have addressed it, or at least pretended to. Leadership these days doesn't seem to care. It's bizarre. You get the feeling that if everything fell apart, they wouldn't blink. I guess astronomical income has a way of making you deeply uninterested in what happens next.

We've been losing so many people for so long, especially the talented ones. If leadership came up with the perfect plan right now, we couldn't implement it. We're past the threshold. We've lost the capacity and the institutional knowledge to pull it off. That last big push was our final shot, in my opinion. And we blew it.

The last couple of years under the current regime has been a disaster the current "leadership" of AS, MC and CH has run this business into the ground

The best leaders of the last 10 years have been laid off.

It's all meetings about meetings and reports about reports. It slows everything down. Not that anybody among leadership cares, mind you. It's just the new way of doing things.

It used to be that if you got hired here, you had a future. Different roles, regular raises, promotions from within. Real job security. Leadership today doesn't seem to care about building a stable workforce. That old model means nothing to them now.

Supported you? Managed thoughtfully? Tried to understand people's strengths and assign work accordingly? Do they even fully understand what your team does?

Mine might as well be from another planet. Great at office politics, useless at the actual work, and convinced that passive-aggressive behavior equals authority. I don't think anyone would notice, or work would suffer, if they were gone tomorrow.

I've never seen or heard of a private equity takeover that didn't gut the company. Always ends in disaster. Unless you're a cash cow with zero effort, which we're definitely not.

I've worked here five years (it feels much longer, though) and I'm still surprised by the decisions leadership makes. It's like common sense goes out the window once you reach a certain level. They roll out policies that actively make our jobs harder. They invest in technology that doesn't work. They promote people who have no idea how to manage. I don't know if it's always been this way or if it's getting worse, but the overall stupidity is hard to ignore.

I've noticed a significant shift lately. There's a huge focus on tracking work instead of doing it. We spend hours building decks to show productivity while actual tasks sit waiting. Meanwhile, there's a push to reduce small benefits that made the place at least tolerable. Sadly, the people who suffer most are the newer hires. They're thrown into projects without any real guidance because the seasoned leaders are too buried in administrative work to mentor anyone. It's a frustrating way to run things.

I started with the company back in 2015 and I've seen four different management structures. The pattern is always the same. You get a manager who is charming in meetings but completely absent when you need support. I recently had a weekly catch-up that started giving me a knot in my stomach. It was never about development or help, just a list of things that needed to be done yesterday. I finally updated my resume this week. It feels like the only way to protect your peace is to leave.

To those who are feeling anxious about layoffs, I want to share my perspective after spending more than a decade at the company.

In many cases, decisions during layoffs are not purely based on performance. Managers and senior leaders often try to protect themselves using the power and influence they have, unless you happen to be very close to top leadership. At times, it becomes more about internal politics and job preservation than merit.

At the same time, no company defines your entire career. It is important not to become overly attached to any organization. Companies may make decisions that do not always reflect your value. If you are affected, focus on preparing financially, continue building your skills, and work hard to find the next opportunity.

One concern that deserves attention is when Oracle layoffs affect citizens while H1B employees are retained, even when both groups are working equally hard. If such patterns exist, they should be carefully examined by leadership and policymakers. The responsibility for these practices lies with certain managers, directors, senior directors, and VPs, not the company as a whole.

Only new visionary leadership at the top; EVPs, SVPs, and GVPs especially those with strong AI and technology perspectives, can help guide teams into the future.

Layoffs may sometimes be unavoidable, but the process must be fair, transparent, and thoughtful. Otherwise, companies risk losing talented and dedicated people who contribute greatly to their AI success.

If you are affected by layoffs, it does not mean you are not talented or that you performed poorly. As discussed above, many factors influence such decisions. You are talented, and that is why you were valued in your role.

You will find another opportunity. Take this time to relax, manage your spending, make the most of your severance, take care of your mental health, and get insurance coverage through Covered California. Use this period to upgrade your skills, especially in AI and emerging technologies.

Then start applying. The job market may take some time, but persistence pays off, and you will eventually land the right role. Stay positive, never give up, and good luck. You have got this.

Now Ed Garden, one of Fortune Brands largest shareholders, disagrees with the new pick of CEO Amit Banati and has a list of his potential candidates that will allegedly be presented at the next shareholder meeting.

While shareholders are critical, tunnel vision focus on share price alone allows for short term goals and does not set up a company for long term success. Share price is the reward of doing everything else correct including, but not limited to, having the right people, the right plan, and executing the plan.