#leadership

Pretty convenient that someone had a note card to trigger the prepared statement to have a Dad talk with the entire company. If you respond other than how we expect you to respond get ready to get in line! And tears!

Does anyone know what’s going on? I have a feeling there’ll be even more layoffs at the end of 2025 or early 2026. Also, what do you think of the new CEO?

Yeah back when Intel CEO's gave a sh*t about the company and actually had a vision.

https://fortune.com/2025/11/12/next-level-leadership-cisco-leaning-on-recruitment-upskilling-staff-ai-era/

with clover slowing down our only choice is to compete. that means being fast and responsive with a modern architecture. much of fiserv is based on 1980's technology will a small group of people who resist change and sabotage progress. the key for leadership is to remove these roadblocks and then to execute at a high level the next two years. it's a daunting challenge to be sure

This is where the real corruption lies at Fannie Mae. I was in a department where most of the people were management level or above. A department with 30 plus managers 5 plus directors and very little worker bees. Management level and above had a country club mentality where they all protected each other. If they truly want reform at Fannie Mae that is who they should get rid of. A department usually needs 1 director not multiple directors.

Not much to add. At Freddie, his people got untraceable access to all the borrowers data too to dig dirt on political opponents. Infosec and senior leaders knew, no alarms were sounded. The rules of “safety’n soundness” and ethics are only for us

Only he could bring back the glory…

All,
Please reserve this time for our last senior leadership meeting of 2025. We’ll discuss performance acceleration and Reimagining Work, as well as any questions/topics you raise.

Someone said Joe is gone? Is this true? Seems highly unlikely to me, he seems like one of the only good ones at that level.

LMAO

I had a satanic squad leads recently and am wondering if I am responsible for this delicious backlash on this parasitic, useless role

I hired an Etsy witch to put a generational curse on the squad lead position

Today was the first day I went to my Target store after the layoff. It was weird. All that proud and belonging feeling vanished. I quickly went in and out, grabbed a few items and left.... How are you all feeling? Honestly I don't thing I will continuing buying anything at Target after Jan 3. The way we were all treated in this layoff tell me a lot about the company's leadership we were working for.

The condescension practically drips out of speakers mouths when answering questions in AMAs. "Compared to other companies, our RTO..."

We don't care about other companies, we care about this one. Answer the question.

These people should go into politics with their ability to talk for an hour and say nothing of value.

Open thread.

Initial thought: Pete sounds like he has no interest in being on this call. Perhaps Gail is leaving and he's been told he's not the heir apparent.

On the floor at BR.. seeing many VPs ,Sr Dr are having meetings that are not work related.

Sr Dr are meeting one by one with this VP.. most likely lists are getting generated.

What band is an AD? Director? Sr Director?

People are exhausted, wasting hours every week commuting just to sit in overcrowded offices on calls they could’ve done better from home. There’s zero trust left between leadership and employees, and every new “presence report” or “compliance check” only drives the wedge deeper.

Instead of showing empathy or even basic flexibility around the holidays, leadership doubles down like robots with no understanding of how real people live and work. Every decision is designed to make life harder, not to make the business better.

And for what? Headcount cuts without severance to fake numbers to Wall St. so we can pretend like the company is in good standing and stink can pull his Golden parachute right before the Sh!t hits the fan?

The people who are sticking around just to reach retirement aren’t the future of this company. The ones leaving, the under 50 high performers, the problem solvers, the people who actually care are the ones you should want to keep. But you’re pushing them out, and they ARE leaving.

If this continues, in five years AT&T will have gutted its talent base completely. The knowledge, the innovation, and the passion that built this company will be retired or gone for the “industry standard” hybrid or WFH arrangement. Anyone left will be the low performers with no options because nobody new is joining this toxic company. That’s not leadership, that’s destruction disguised as discipline.

It’s time to stop pretending this is working. Bring back flexibility, rebuild trust, and give people a reason to stay.

Can anyone circle back, follow up or close the loop on q4 kpis for Hans the special advisor? Vz is positioned to win the holiday with a top talent team, org structure and culture OS. Let’s keep the momentum going! Also if someone could make sure he completes the pulse and survey hours that would be great thanks. And make sure he takes the guilt free vacation too and brings his best self to power and empower the way we work live and play. Honored and humbled for world class art of the possible leadership that treats us with dignity and respect, honesty about the state of the business, and our bright future!

Layoffs have already started with multiple Market presidents. Just check Workvivo. Notice there’s some we don’t hear from lately. They gone! These layoffs are starting from the top and trickling down. A lot of Senior Directors and Directors are next. They are keeping them around to deliver the bad news to retail stores. Be aware of any open positions not being filled or weird last minute moves to save good employees from being cut. It’s simple math less stores, less retail employees, less Directors, less R2B and the dominos fall. Be very nervous if you get a calendar invite for a mandatory meeting between Nov18-20. Or if you start to see routine meetings canceled. Most likely you will be impacted in some way. Most executives have some knowledge just look at how a lot of Presidents, VPs, and Senior Directors are silent. That’s because they are already out of the business or will be soon. Go ahead and test it ask about why your President or VP has been off the grid lately.

Watch closely and observe the clinical precision of LBT in cleaning up the deadwood, scammers and imposters in leadership. Absolutely brilliant!

1. MJ gone
2. Christoph gone
3. Saf gone
4. Ann gone
5. Pambianchi gone
6. Lavender gone
7. Sandra gone
8. Sachin gone
9. Bruckner gone
10. Adding Craig to board must mean he’s getting ready to push someone out

Current or previous V-Teamer.

Since Amazon's leadership took over Walmart, the first thing they did was undermine the Walmart culture. Furthermore, they have become deeply entrenched, leading to frequent layoffs both in the past and present. No projects are progressing; everything appears to be at a standstill. It seems as though Amazon's board of directors has dispatched these individuals to Walmart as part of a covert operation to dismantle it, rendering Walmart internally ineffective. This strategy appears designed to ensure that Amazon can thrive exclusively in the retail market. The IT department at Walmart has been significantly disrupted for the past couple of years, making it challenging to regain its footing.

Kelly is imploding quickly- layoffs continue and those who aren’t being let go are jumping ship. The historical values Kelly was known for no longer exist. Thankful Peter is out - now if Chris and the board take their blinders off and Tammy follows quickly AND Chris can find it in him to execute fundamental leadership skills, maybe there’s a chance to recover what was once a noble company.

I have an offer from Carelon in the behavioral health area. I’ve heard the person that heads that business is a good leader (CP) but the person above her I should stay away from in Carelon (BW) I work in a similar field today but this is a promotion and seems like a good opportunity. I’m just concerned about what I’m hearing about the other leader. Any advice.

No, not that Craig Barratt.

#WhatAreWeGoingToDoWithGrandpa?

https://x.com/sk7037/status/1987998832270127601?s=20

Here is what the government is saying “At a minimum, Mr. Bisignano appears to have failed to manage Fiserv effectively, and may have misled investors and the public about the company’s financial status, raising concerns about his ability to serve as a key Social Security and IRS official in the Trump administration,”

Is not because of poor net adds or gained AI efficiencies but to finance the Frontier acquisition. Maybe if Lowell hadn’t squandered 10 billion on AOL and Yahoo we would all be enjoying this holiday season. Poor decisions by leadership with regards to spectrum purchases and failed mergers is why many of us will see our lives disrupted.

I am asking about top level, public figures, not the workers

This is all Clearlake Capital pushing things in the direction that works for them. It'll get worse. But, rest assured, no matter what happens Clearlake will come up on top. Private Equity always wins and unfortunately we were done for the moment they came in. This is just a gradual decay that needs to be sustained until Clearlake Capital extracts whatever they decided to extract. After that, sale, spin off, IPO, etc.

Unless you’re a senior leader. START APPLYING ASAP YALL. Get out of this company. And even if you’re a senior leader leave you will be forced to cut jobs on teams that are already short staffed. Not fear mongering yall. My manager also recently resigned had been with TR for over 5 years. It’s getting bad.

It’s time for us to take an honest look at our leadership culture. While we have strong strategic talent across all levels, we continue to fall short in one critical area: people leadership. Leading people is not a secondary or passive responsibility, it’s the foundation of effective leadership.

Across the product organization, we’re seeing recurring issues that point to a gap in leadership development and accountability, including:

• Limited engagement and communication between leaders and their teams
• Over-reliance on operations or individual contributors to manage upward, downward and across without proper support
• Avoidance of difficult conversations and unresolved team conflicts (it is a leaders responsibility to support, manage and develop their people through conflict.. this includes addressing how your direct report is managing their team. EVERYONE BELOW YOU IS YOUR RESPONSIBILITY)
• Inconsistent emotional regulation and listening skills among leaders (why are leaders snapping at junior employees on the reg?)
• Insufficient development of emerging talent and reluctance to promote based on growth potential
• Hierarchical attitudes that prioritize status over collaboration and merit (many TNF leaders were promoted because they were buddies with the right people, not because they are strong people leaders)

We cannot build a strong organization on weak leadership fundamentals. True leaders invest in their people, communicate transparently, and model the behaviors they expect from others. So let’s be clear about what effective people leadership looks like:

• Regular, meaningful check-ins with your direct reports (and no, being a busy VP is not an excuse.. you’re not special, we’re all busy and you get paid well for it. Support your people)
• Addressing performance or behavior concerns early and constructively
• Listening to feedback without defensiveness and taking accountability for outcomes
• Asking your team what they need from you and acting on it (I’ve seen associate employees open meetings with asking their coworkers how they’re doing and what support they need.. I have yet to see that from a senior leader)
• Providing direct, actionable development guidance and clear pathways for advancement (if you deny your employee a promotion, you better have a checklist of skills and developmental goals ready to hand over)
• Promoting based on potential and committing to coaching team members to success (if you don’t promote because your employee isn’t 100% ready, you’re a bad leader; promote when they are 80% there and invest time and LEADERSHIP into developing them the rest of the way.. talking to you, GM)

Leadership is not about being the smartest person in the room, it’s about creating an environment where everyone can succeed. Each of us has a responsibility to uphold that standard, but it should be of special interest to our leaders to set that bar. And unfortunately, the current location of our bar is in he-l.

To strengthen our leadership culture, we should be defining clear expectations for how much of every leadership role is dedicated to people development versus strategic execution. We also need targeted training on emotional intelligence, communication, and conflict management to better equip our leaders to LEAD.

Final thought.. HR outwardly being friends with Senior Leaders is problematic. Your people are afraid to speak up.

Xerox has too many challenges in their main "core competency" to overcome objections from their customers regarding IT services. Just because a small portion of our customer have onboarded, doesn't predict future success. On any given day, my email box is filled with HCL related issues that have carried on for weeks or months. At least once a day, I hear an issue I've never had before, with no possible short term resolution. We are not built for speed or flexibility. We have processes with so many chokepoints including the language barrier, technology barrier (HCL folks regularly lose internet connection), and often no direct line to whomever can resolve the issue. I am not aware of a single customer (I have over 120) who hasn't complained that Xerox su-ks now. The slogan We make work Work is a common insult we hear. And if the trust wasn't enough of a wake up call, remember that compensation for IT solutions as a Sales Rep is awful. I don't know anyone who wants to sell it unless its a "layup". Xerox will not turn around. Layoffs are going to happen Q1, and they will transfer most accounts to the crack team of inside sales. Those people are not as bad as HCL , but that's a low bar to clear. I often wonder on our Xerox calls, are IT people really this ignorant to our current situation, or are they just disconnected enough because of other non Xerox clients? One last thought...As a Xerox employee, do you really believe that Xerox can outshine the IT competition, in one of the most competitive markets, with all of our processes, and current leadership when we are losing more often in Xerox's legacy core competency?

Ive worked here long enough to sit thru at least 5 strategic shuffles, and I’ve never seen leadership this tight-lipped... All this while morale sinks sooo fast.

Dan keeps talking about building a leaner company and bold changes, but all we get are buzzwords and MORE SILENCE. It’s the same canned lines on earnings calls & the same trust the process nonsense in internal metings... and meanwhile we’re supposed to act like we dont see the layoffs coming a mile away.

Everyone already knows something big is happening by November 20... the rumors are everywhere, not just this site.

Yet instead of addressing it head-on we get happy emails about embracing agility and AI transformation (what the fu-k is that).

People are anxious, scared, updating resumes on company time, and pretending to care about the future vision while half the teams are quietly being gutted.

If you really believe in being a transparent leader, prove it. Stop hiding behind corporate PR.

Tell people what’s happening so they can prepare. We’re adults indeed and we can handle the truth.

What we can’t handle is another round of fake optimism from execs posting champagne selfies on linkdin while the rest of us are bracing for impact.

If this is your idea of leadership, it’s no different from the Hans era - just with better lighting + fewer vowels in your buzzwords.

If all these VP level leaders are getting Rif'd, then who decided which Sr Directors and ADs to Rif? If people were chosen for layoff before the VPs, then in many cases, the people deciding if you keep your job could very well not be good enough to keep their own job.

So ADIPEC just wrapped up, and it seems we managed to send a lot of folks to Abu Dhabi to support. Wondering what the final price tag of that ended up being. Seems I saw on another company's page that they put a conservative number on a C-Suite attending at around 50K each (flights, lodging, logistics, incidentals, loss productivity while there). For Sr. Managers, it was near 35K, and for rank and file (non-business class flyers) it was in the area of 20K. Add all that up and it's crazy.

Know we need to be there, but it seems we send a lot of folks who use it more like a vacation and an opportunity to "team build" with the other managers.

No worries, just cut a couple of heads when you return to pay get the numbers where you need them to wrap up Q4 - no need for those folks to do any work.

All aside, consider the travel that is denied for your own team and than run some numbers on the cost to fly Houston to Abu Dhabi (business), stay at the Ritz or like (for ELT), logistics to move folks around, team dinners and the like and the work that has to be pushed back a week. It's not a small number, folks.

But we did win a couple of awards and booked a shitload of air miles for that vacation next year.

A motivational and strategic leader. He lead the charge during covid and our response was better than most.

Will the Chairman of the Board ever be held responsible for the Clown Circus that FF has built?