#leadership

A leader with a supposed high-integrity image often maintains it only by removing the people who saw otherwise, notice which leader they were removed by , then look higher, you’ll see who is also in the brand games

Vz needs employees with engineering degree running the network and operations .
Any network related job should be run by an engineer with a valid Engineering degree.
Not Liberal arts, not poliical science not vetenrian not home science and not social science history or seimnary majors ! This can be attributed to the degradation of the network over the past 8 years
Change the skillsets at every level of leadership touching the network and you will see performance and customer satisfaction improve.

Monday Morning- 5V staff calls with 6V calls will happen, news will be shared. No delegates can join.

Monday Morning - your weekly staff calls (6V ADs with 6V sr managers and 7 band and lower), these will be cancelled.

The slack or just calendar invite being cancelled will be your only communication until Thursday with your manager.

Monday- Wednesday … will be a ghost town between people impacted and their leaders. You won’t hear from leadership until you’re notified.

Thursday- people notified and leaders get back to normal.

March 2026 rinse and repeat

It's frustrating when the leaders responsible for AI implementation are completely out of touch. The folks actually building the solutions are not the ones attending major industry AI events.

Instead, we get VPs and CDOs who secured their positions through politics, not expertise. They talk big about "AI models" and use all the buzzwords in meetings, but have zero technical background and have never written a line of AI code.

The gap between leadership talk and ground-level reality is HUGE. This is why we struggle to innovate. Stop promoting boot-lickers and start promoting builders! Reduce slide preparations and do actual work.

If Dan really wants AI to transform, remove all top level execs from AI&D/EDAI team and replace with real folks who has some background in this space. Otherwise, this will remain as myth.

In 2024, Christian Klein, the CEO of SAP, received a total compensation package of approximately €19 million ($19.9 million), which included significant bonuses tied to the company's performance and share price increase. This amount marked a 165% increase from the previous year, reflecting the company's strong performance in the AI sector and overall growth.

One of the reasons given for regular layoffs is that there’s not enough money at SAP. The main reason for cutting benefits and MOVE SAP is that there isn’t enough money. And in March, there will be a lower salary appraisal for everyone because there isn’t enough money and because performance management makes it easy to pay less.

Despite this, the board is negotiating with the supervisory board about increasing their bonuses for 2025. To give you an example, CK is supposed to get €23 million for his “exceptional work” in 2025 which is a massive 200% increase compared to 2023.

This is despite the fact that the stock price is plummeting to less than €200 by the end of the year.

This is redistribution of wealth from the poor to the rich. Call your supervisory board members and ask them to stop this. The board should get a pay cut and lower bonuses. And the money saved should be used to give salary appraisals to employees.

There will be many leadership “retiring” announcements over the next 48 hours. Many of those emails are shocking as people have no idea in their orgs. You shouldn’t be fooled as this is an attempt to make you believe that the leadership is suffering like the regular rank and file. Leadership’s numbers pale to what will happen on Thursday. They will all get at least a year of pay and a year of medical while real workers will only get a max of 35 weeks.
Which day will they tell us about the 5 days a week RTO? It is too sinister not to announce to drive the nail deeper in our hearts.

Do you think Billy is so out of touch that when he says things like ‘all in’, 'know your brief' and ‘lead from the front,’ he genuinely thinks we’re inspired and in awe of him… when really we’re just thinking ‘bellend'?

Same with old man JC and his 'cool' teeshirts. Cringe off the scale.

They're rich and won't give a sht what us minions think. It's like when an old person stinks, or has food on their face, you hope someone close to them tells them for their own sake.

(To the tune of: Mammas Don't Let Your Babies Grow Up to Be Cowboys)

Mammas, don't let your babies grow up to work for Big Red Don't let 'em pick networks or chase that 5G Make 'em be doctors and lawyers and such Mammas, don't let your babies grow up to work for VZ They'll never be home, and they'll always be stressed Even if they give you their all, they'll just cut you to be "lean"

(Verse 1) He'd bleed red and black, wore the polo with pride Believed in the network, felt good deep inside He missed kids' ballgames for "critical work" Now he's a "cost transformation," a shareholder perk.

(Chorus) 'Cause they'll get a new CEO from PayPal, you see Who talks about "culture" and "scrappy" He'll take a fifty-million-dollar bonus and then Cut fifteen thousand people just before the holidays again.

(Verse 2) He heard all the rumors, the "critical inflection" The talk about "synergy" and "cost correction" Then the call came on Thursday, "November the 20th" "We're making you 'leaner'," just a number, not a person.

(Chorus) 'Cause they'll get a new CEO from PayPal, you see Who talks about "culture" and "scrappy" He'll take a fifty-million-dollar bonus and then Cut fifteen thousand people just before the holidays again.

(Bridge) They'll say you're all "family" when they want your long hours But you're just a line item when they're in the glass towers They're losin' subscribers, so you'll pay the steep price While Dan Schulman's bonus is lookin' real nice.

(Verse 3) So Mammas, go tell 'em before they sign on That loyalty's a one-way street, and then it is gone They don't care about you, just the stock and the churn It's a "Home for the Holidays" lesson you'll learn.

(Outro Chorus) Yeah, they'll get a new CEO from PayPal, you see Who talks about "culture" and "scrappy" He'll take a fifty-million-dollar bonus and then Cut fifteen thousand people just before the holidays again.

We should all water paint like the great AI Centoni shared on her latest LinkedIn post

What do Frontier employees have to say about Nick J?

How have things been since the September layoffs?

If you are working hard for this company, dont. They dont deserve any of our efforts or loyalty. They have to be the most hated group of "leaders" in Chevron history and might rank up there on most hated in US history. They single handedly took a much loved company to one that the employees cant stand. They should be ashamed!

Working at this bank feels like watching a reality show with no script. Ideas fly around, half of them make no sense, and somehow projects still move forward like it’s all totally normal. I just sit there wondering when someone will notice how crazy things actually are.

What I don’t see is Nike ever reaching the heights of its old glory again. I actually used to enjoy working here. Now it just feels like any other random job that could vanish at any moment, and I wouldn't even care. You can’t be invested when leadership isn’t, and you can’t feel like part of a team when there’s no team left. We’ve become bland, and cutting people seems to be the only strategy they have to stay afloat.

Feels like a lot of waste. Where is the value? Can we not do the same with less? Other companies seem to do fine. I don’t know where the value add or money savings comes from anymore outside RIF’s.

Maybe just reset every leader. Don’t know if any are actually well liked by their own teams even.

And in parallel Naga's fault we still have these id--ts around tanking the foundries

The massive cuts and all the cheerful announcements haven’t helped the stock much.

Chevron has appointed a new Vice President of Exploration, bringing proven success from outside the company. This is a welcome change, as the performance of most current exploration managers has been consistently poor. Teams such as ERT, Excellence Exploration, GOA, and New Ventures between others, have not delivered the technical or leadership standards required. To move forward, Chevron will likely need to replace most of its Chevron's managers—up to 80%—to ensure stronger results. With new leadership, better times for exploration are ahead.

Narcissism is the only explanation for sending weekly videos of yourself in a sleeveless workout shirt to the entire CX org. I'm guessing he thinks it makes him "cool" or impresses us that he's outside, but really it's hard for us to imagine having no self-cringe-radar. The cost of PC replacements in CX must be enormous, cause I want to smash my computer every Saturday when he sends the video over. Each Monday I just hope that my face is not locked into a permacringe stance because I don't want customers to have to feel my pain. Andy, please help CX because this is the most feckless leader I've encountered in my career.

#RunWithHans last update was 6 weeks ago. Will he still be having them?

Notice how after a layoff, the Lumen higher ups like to post about the "wonderful awards" they seem to garner from this group or that group, and directors like to post about "brain storming" sessions with subordinates that they are working on things like AI and NAAS, but not addressing the real elephant in the room regarding declining revenues on the services that are still paying the bills? "look at this shiny thing over her, while we run Lumen into the ground" Kate and Kye are truly lost, it's no wonder why they jump from company to company, and bring all their friends with them.

Results received by Kevin, Stef & Senthil and they couldn’t be worse. Some of the worst / lowest in years.

They are trying to sweep them under the rug and write them off as people are always upset during times of change.

Kevin & Senthil called out repeatedly in comments for little to no ability to lead, motivate, communicate, arrogance, condescending behavior, etc….

They are trying their hardest to not share these results with the teams / larger organization.

If they aren’t held accountable we should stage a walkout fur a day to get CC attention.

While the RIF may be needed to cut cost and financially support or spend on new areas but the outcome of a quick decision like this usually does not work out from my experience. The employees did not get much time since the announcement was made. My concerns is they will be cutting people not having enough time to look at their scope of work. A poor judgement will be made. The leaders should have taken their time to do this exercise. That way we could have kept the right people or department to support our customers and the network. I just do not get what is the hurry for…

Anyone else think that this week’s productivity will reach an all time low? Is there any hope of it improving the following week? The only chance management has of rallying the workforce is to significantly cut the bloated layers of management. Leaving the old CEO on the board for another year sent a loud and clear message regarding Verizon’s non-commitment to change. That was a very stupid move! Telling the entire workforce that they would find out in just three weeks if they still have a job is just off the charts D-MB! If Verizon cuts front line employees without cutting significant management you might as well lock the doors and sell off the assets.

Any one else's senior director started using increasing profanity on joint team calls, and openly degrading others as 'failures' in front of 20+ folks? The level of unprofessionalism if out of hand since Dan's webcast few weeks back.

Is SS/TS still in charge of GSSO?

Sampath or Stratton? Who do you think makes more sense and why?

I was hired about two years ago so I only know the cultural under this CEO and CEO leadership. Honest question for those who have been here for a decade or so - how does this culture compare to prior CEOs and leadership team? Better? worse? If different, then how?

Why do we have a US leadership and Indian leadership in IT.
Possibility to trim the fat..

As chairman of Frontier.. does John Stratton come back?

Maybe Mike Lanman and George Fischer weren’t also so bad; compared to what we had the last decade?

Remember when the 10 points of the Credo were stuck on every wall, printed and stuck on every desk.

I just found out that the cost for my mental health visits will double in 2026. WTF is the ELT thinking by slashing mental health benefits, especially at a time that employees need this most? MW and the rest of them will have bl00d on their hands if someone who is on the brink is pushed over in desperation, seeing care they desperately need.

He is getting his Pals the pay...

As f5 continues to sink we can turn this around. Go back to hiring people not on how they look but on what skills and vision they bring to the table. How John McAdam did it.

Every time the org chart gets shuffled, employees don’t feel “aligned”; they feel like another layoff wave is coming. That kind of background anxiety eventually becomes its own full-time job.

The constant context switching is just as costly.
Teams barely settle into new priorities, new leaders, or new workflows before everything resets again. It’s impossible to build momentum when you’re always reintroducing yourself and relearning the mission of the month.

At some point, leadership has to realize that stability is a competitive advantage. You can’t demand world-class creativity and execution from people who are bracing for impact every quarter.

What the company actually needs isn’t another reorg ; it’s a resilient long-term plan, consistent direction, and a culture where people feel safe enough to do their best work. That’s how you “win,” whether it’s now or later.

Leadership in my organization is useless, indecisive and incapable of making sound decisions. When I asked to provide direction, they complicate things by giving you more work, even when you provide them with everything they asked for, they still don’t do anything. You will come out of the discussions/meetings more confused. This leads to ambiguity and tension between team members who end up confused not knowing what to do, not to mention the time and resources wasted on the endless calls where sometimes all it takes is a strong leader to say “yes” or “no”. They do not care as long as you don’t bother or challenge them. The moment you do, you will be rewarded with more work!

The past few years at Clover have exposed the full extent of failure in engineering and product leadership. Decisions are reckless, priorities constantly flip, and nothing ever gets executed properly. Every new “initiative” collapses into chaos because the people in charge can’t think ahead, can’t follow through, and seem completely out of touch with reality. Teams are left to pick up the pieces while leadership pretends everything is fine.

The lack of accountability is absurd, the same mistakes keep repeating, yet nothing changes. If real progress is ever going to happen, serious action needs to be taken at the top. Clover leadership needs a hard reset, and the company can’t afford to keep operating with this level of repeated mismanagement

So apparently if you haven’t been asked to give a list there’s basically a 20-30% chance you’re on one already. Also found out one of our bold leaders is buying a lakefront property well deserved! Excellent job at VZ.

Praying for everyone and their families. v teamer family is bs but human to human I don’t want anyone to get chopped but I wish everyone the best

Seriously, the guy just cuts heads- couldn’t literally anyone do that? So what exactly makes someone a great leader? Apparently here it’s leading us to lots of debt, pi----g off most employees, forcing overcrowded buildings, having the arrogance to say this is best even though employee surveys says differently, constantly refer to other companies like Amazon that we are following- so really we lead in nothing, and of course the complicit board-made of of other people that knew best and pi---d off their own employees.

The current implementation of internal account indicators—often referred to as "banners" or "flags" for priority opportunities—is fundamentally distorting our approach to customer engagement and compromising the integrity of our sales data.

The core issue is that management directives are prioritizing the achievement of a high banner "close rate" metric over serving the complete needs of the customer.

Metric Manipulation Over Sales Integrity:
The mandate to achieve a positive close rate on these specific accounts results in behavior that is detrimental to both the customer and the business's long-term health:

Avoidance of Service:
Employees are being instructed to actively avoid accessing accounts with a high-priority banner if the customer's immediate need is not a confirmed purchase (e.g., they need a simple phone activation, a non-committal upgrade quote, or troubleshooting). This is a direct abandonment of the core principle that customers are the lifeblood of our operation.

Skewed Performance Data:
This avoidance strategy does not reflect an increase in sales; it merely creates an artificially inflated "close rate." If an account with a high-value opportunity is never opened, the company still fails to capture the potential revenue. The resulting data gives a misleading picture of our sales effectiveness, suggesting we are performing better on these opportunities than we actually are. This is not salesmanship; it is data manipulation.

Unrealistic Expectations and Pressure:
The immense pressure placed on front-line staff stems directly from unrealistic expectations set by executive leadership, who demand near-perfect closure on every flagged opportunity.

This lack of realism ignores the fundamental reality of the sales process, which inherently includes customer deliberation, declines, and service-only interactions.

Furthermore, this intense focus and pressure are applied despite the fact that successfully closing a high-priority banner sale does not typically result in increased commission or compensation compared to a standard transaction. This disconnect forces employees to endure significant stress without adequate incentive.

The Call for Change!!
The mandate to avoid customers based on a potential sales banner is a betrayal of the stated core values of the organization, particularly integrity. True success is measured by serving every customer need honestly and driving organic sales, not by fabricating positive performance metrics through systemic avoidance and data manipulation. This practice must be immediately reviewed and reformed to align our operational goals with genuine customer care and ethical sales practices.