#management

This past Thursday morning, I got a meeting invite for this upcoming Tuesday at 9am for a check in with my manager.

Is this the call? I haven’t even been here a year… Also strange that I have another check in two weeks, on a Thursday around noon.

Maybe I’m just paranoid? Just how they want me I guess.

The tech middle to upper management were they have an understanding from a technology perceptive of things but no concept on client delivery/product functionality/product use case is so useless. Please hire additional leadership and get leaders that are from the banking space and understand the market we are in.

They don't code so they don't make money, they have no domain knowledge except vaguely what every product does, and their ideas for improving products are not aligned with that clients are asking for.

This company should be focused on client delivery from top to bottom. We will never be one of the worlds greatest software companies, but we can be the worlds best banking company.

I was under the impression we’d agreed to keep Friday afternoons clear. I’d stepped away for an hour, having not had any meaningful work come through all week, only to return to a stream of messages and requests for urgent, cancel everything else 4pm meetings.

This evolves around items that have been outstanding for weeks! If they weren’t time-critical on Monday, it’s hard to see why they’ve become so this late on a Friday.

Stop panic managing everything!!! Or at least say - we don't need you until Friday afternoon, then we want 30hours solid! But no I am not working all weekend to catch up on someone else's bad planning. Another day makes no odds other than your stupid status tracker.

Okay I was never a fan of hans... But

What's up with all these tough guy avp and directors now just out and open sh-----g on hans ..

Big tough guys now, where were you a year ago tough guy...

I understand in the vz world bootlicking is part of the game. But JFC these jokers are so gd obvious.

Where the credo about owning problems and not passing the buck...

Only a day after Harley-Davidson's new CEO Artie Starrs relayed that he has a clear view of what needs to be done to rescue the legendary brand, there's a report that what the future holds are layoffs at the Motor Co.

https://www.rideapart.com/news/787052/harley-davidson-headcount-reductions-layoffs/

did anyone see it? Someone asked about job cuts, and he said we are 74 management employees over right now which is 2%, but our normal churn is 3% (people leaving on their own), so he doesn't expect any cuts this year.

His words not mine. Just curious with everyone posting rumors of huge layoffs coming this month, when is that going to happen because Bill says it isn't. I also asked my VP, and he said he hasn't heard anything about a layoff. He's told me about one every time way in advance when somethings up. According to him they are very pleased with financials, and we expect to be in the black by end of the year with customer acquisition and profits.

Can’t believe it, but expected. IA pulling some T& C out on the sellers Q4. That’s its guys take it way from the people who actually bring in the orders.

Roughly a month ago the UK IT team were laid off without any consideration.
After many of the Hellaby office started to complain we're needed, they back tracked and said there's three positions in Hellaby and the London team is now staying.
The current director - who knows NOTHING about IT- is being made team lead. I repeat, NOTHING about IT and it's issues.
Their name rhymes with Haki Sidey.

Having worked here for a bit on the IT team, I can tell you there's nothing good coming from this.
All laptops are expected to have a 10-20 day dispatch time!
From our current 1-2 day for UK

AI and India have ki-led this company.

It shows the jobs, categorized as “Mgmt Level: UNN” in Workday. If so, does CWA recognize years of service?

SAVE YOUR PTO unless you are in an absolute necessary role that will not be reduced or eliminated.

Based on previous layoffs while at VZ I made it a point to max out and save my vacation and personal time year after year.

I still Took all my vacations I planned throughout the years and just combined it with weekends to minimize pto usage early on in the year so I had enough time to work my way back up to the max. My manager constantly tried to push me to use more towards the end of the year and I knew not to do that.

Thanks to that I received an extra 2+ months worth of pay in addition to severance. I strongly believe that people maxing out on vacation time year after year and having to pay out on so much vacation time was a loss to them with layoffs was the reason why the reduced the amount of hours you could max out on.

Also take your VPL!! don’t let leadership guilt trip you into not taking it they do not care! You only get that time once in your child’s life. Use it or lose it . I knew people who only took 2 weeks of VPL because they were applying for a promotion and not only did they not get the role but their leader pressured them into not taking the rest of their VPL.

We’ve fired some of our strongest sales leaders and replaced them with people who are completely incompetent.

Some indicators: unwilling to take your improvement concepts upchain, intentional attempts to misrepresent reality to upper management.

I’m gone from Xerox, but my manager exhibited these traits and some worse ones. What is your experience?

There are lots of overlap, people doing stuff that could be done by interns, huge fat layers of mgmt that have been useless for decades. I am basically wanting good people to stay and the people who got paid off the backs of people who actually worked hard and had hard skills besides being buddies with someone executive. I hope oracle does the right thing and eliminates a ton of GBU mgmt or overlap. Customers wouldn’t even know the difference if GBU products even bad managers.

Netflix‘s product division has pink-slipped workers across middle management and admin divisions, Deadline has learned.

Sources familiar with the layoffs note they amount to several dozen, or less than 1% of the 6,000-employee division. The cuts are part of a reorganization, and no senior executives in the product division were let go.

https://deadline.com/2026/02/netflix-layoffs-product-division-1236717660/

If sales coaches are training staff and sending stats what do the Managers do?

Just saying. they are at it again.

Now that the January layoffs have taken place I’m curious to know what the directive or guidance was on those and how managers were asked to select who.
Also, what awaits downstream? I think we all know this isn’t over.

I heard upper mgmt had some layoffs today. Anyone know anything

Layoff, RTO, relocations, and rumors are what bring us here. I have a few minutes to share some of my insight moving from individual contributor to tech director and lastly AD. I hear chatter about who gets laid off and who doesn't. A lot of you think that layoffs purge the poor performers, and you're absolutely right. But, what makes a poor performer? Lets say I have 10 people on my team and all of them are great. I am told I have to reduce 2. If I happen to have an approved req for a backfill, I may be able to use that. If not, I have to go into the pool looking for poor performers. Here's a real example. Unfortunately, its one of many. You see, we go through this at least once a year, sometimes more.

10 people, 2 positions. Here were my poor performers.

First was an L2 single mom who was frequently swiping in closer to 9 most days. Great PO but, late. She was a solid performer and had an excellent rapport with her team and stakeholders. Next was an L1 QA analyst. He was a little hard of hearing so sometimes he played his music a little loud through his beats. People complained that they didn't like John's music tastes and that even when he wasn't listening to music, he still ignored them. Poor John's hearing loss and loud music didn't change the fact that he was outstanding at his job, worked 9+ every day and cared about his performance. Last person was an employee whose family lived offshore. He would take long vacations once or twice a year to go back to his homeland. One year, his vacation coincided with an outage that happened a couple weeks after a release. "John #2" was in India and was sleeping when we identified the problem. He did not respond to emails and didn't have cell service. We fixed the problem. No one blamed John 2, much. i was called to the mat and asked why I let him go so soon after the release. I said, A. we release every 2 weeks, and B. I can't control the timing of his religious holidays. He was a good developer though a little full of himself... and he smoked like a fiend. I hated it. Always smelled like cigs. Good performer though. Respected and worked constantly. Except when he was on vacay, that is.

Quiz time! Which one got the pink slip? It was only 1. I had one get out of jail free card to play. I had me a scapegoat that i pulled from another team to fill a backfill. We 'met' at a HH. He was an L2 who had been elevated. Lower salary. UOP bizzness degree. Nice enough but a bit too conversational after a couple beers. Very active social life. Work was a clear second, maybe third priority. He met all the criteria for a good worker who'd be easy to boot in a 10% rif. There's a poor performer. That was 1. Who do you suppose number 2 was? Answer. None of them. I didn't want to have HR probing my selections. Instead, I said that "Tom" was a great developer but he was abrasive at times and didn't like the Agile game. Tom was smart, experienced, and expensive. He exceeded expectations at every turn despite hating to have to attend the agile ceremonies.

Now, we are in 2026. RTO has happened. You can't use that any more. Countless layoffs have whittled down the poor performers. So, look around at your teams tomorrow. You are the pool. One or 2 of you are poor performers and you don't even know it. Its not the person you want it to be. It rarely is. Its the person who believes in AT&T or at least believes in the product. Its the person who wants to hang out or who enjoys HHs with coworkers. Its the guy who busted his hump to get a degree while supporting a family and its the new grad with a CS degree but no actual development experience. Its the PM who sits in the conference room capturing notes for a few minutes too long after the meeting ends. Yes, every one of you could get your walking papers due to the very things that you think make you indispensable. Sorry to be the one to inform you.

As for me, I out in my notice 1 month and a few days after the August "Memo". I refused to have to label an exceptional employee a poor performer. If you are concerned, just remember that your value is not reflected by the salary you earn but how you treat the people you work with.

Is there any news on Layoffs in Ohio feel like no one listen not HR or Managers here all are just useless I rather wish an have layoffs here!!

https://www.fortuneindia.com/technology/meet-the-pearson-boss-who-punctures-ceo-bravado/130226

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Is this some kind of joke? I've never seen more bravado from a group of leaders and their CEO in my career.

He may have less bravado than Elon, or Jensen, but he has less to no products people care about either.

World gone mad.

Rumors have been going around for months that layoffs we’re happening in February and sure enough, got the email after hours from my manager’s manager of a meeting first thing tomorrow morning.

I see the quality of work dropped drastically even from those who used to give excellent work. Morale is low! This is what happens when the management is incompetent. Morale goes to -ve in the teams as soon as there is an intervention from neustar.

Saw a post on LinkedIn and found it interesting; Coffee Badging: When nearly half of a workforce develops a workaround to formally comply with a rule while simultaneously circumventing it, the workforce isn't the problem. The rule is the problem. Coffee badging is the silent proof that mandatory office attendance produces presence – but not value creation.

At the same time, 49% of managers themselves admit that their teams work more productively in hybrid or remote setups. Another 31% say location makes no difference. (Source: Owl Labs, 2024) That means: 80% of decision-makers know that mandatory office attendance doesn't deliver results. And enforce it anyway. Why? Because leading through results is harder than leading through visibility. Anyone who doesn't define clear goals, doesn't have processes that make performance measurable, and lacks trust in their own organization – needs attendance as a substitute metric. Mandatory office presence is not a productivity tool. It's a leadership deficit disguised as policy.

A study by the University of Pittsburgh analyzed the reintroduction of mandatory office attendance across 137 S&P 500 companies. Result: No measurable performance improvement. But declining employee satisfaction. Stanford professor Nicholas Bloom shows in his long-term study that hybrid models reduce resignation rates by a third – without any loss in productivity. The companies tightening the rules now – Amazon with 5 days, SAP with 3 mandatory days, Deutsche Bank banning home office on Fridays – aren't solving a performance problem. They're solving a trust problem. With the wrong tool.

Spotify does it differently. "Work is something you do, not a place you go." Lower turnover than its competitors with mandatory office attendance. Coffee badging doesn't disappear through stricter rules. It disappears through better leadership: clear goals, measurable results, genuine trust. Everything else is waste – of time, commutes, and motivation.

Sources: Owl Labs – State of Hybrid Work Report 2024 University of Pittsburgh – Ding/Ma, RTO Study S&P 500 Stanford – Nicholas Bloom, Hybrid Work Study

Anyone else here feel like their manager is constantly throwing work your way just to seem busy so the manager can appear like they had accomplished a lot of goals for the quarter??

I left support a few years ago, but I heard today that several of their support managers are jumping ship.

Am I alone in thinking that? They are already moving CS which is a big portion of the process. What is keeping them from moving everything back? They are obviously not happy with the work that is done by FIS. I can't even imagine how bad the cooperation between FT CS and FIS Operations/Support will be.

I recently was shopping in the store and heard 2 managers discussing the meeting about layoffs. I didnt hear the entire conversation, but heard something about starting in march of this year. If this is on the store level, I wonder what areas they would target?

Phillips 66 increasingly feels like four different companies trying to share one identity.

Refining behaves like a cyclical market business.

Midstream behaves like long-cycle infrastructure.

Chemicals operates on global petrochemical timelines.

Commercial trading introduces short-term risk and volatility.

Each of these businesses has its own logic. The problem is that they do not share the same operating tempo, capital profile, or investor base.

And yet management continues to insist that integration creates advantage.

The evidence suggests the opposite.

Refining volatility still dominates results. Chemicals absorbs capital just as margins weaken. Midstream demands steady reinvestment as assets age. Trading amplifies swings rather than smoothing them. Instead of offsetting one another, the segments often pull the company in conflicting directions.

This is not an execution issue alone — it is a structural one.

When leadership attention is divided across fundamentally different business models, accountability blurs. Each segment can point to another when performance falls short:
• Refining blames markets.
• Trading points to volatility.
• Midstream cites long-cycle economics.
• Chemicals asks for patience.

The result is a company where no single leader owns the full economic outcome, and shareholders are left holding a portfolio they didn’t explicitly choose.

Investors don’t need Phillips 66 to assemble this mix for them. They can buy refiners, midstream operators, or chemical producers directly. Portfolio theory says diversification only creates value when it reduces risk or increases returns. At Phillips 66, it increasingly looks like diversification is doing neither.

That is why the breakup conversation keeps resurfacing — not as an activist slogan, but as a rational response to structural tension.

Separating refining from infrastructure.

Allowing chemicals to find a more natural owner.

Letting midstream operate without being anchored to refining cycles.

These are not radical ideas. They are acknowledgments that different businesses require different leadership focus and different shareholder bases.

Right now, Phillips 66 feels less like an integrated platform and more like a collection of assets waiting for clarity.

The company doesn’t suffer from a lack of strategy.

It suffers from too many strategies competing at once.

Until leadership chooses focus over breadth, the conglomerate discount will remain — not because investors misunderstand the story, but because they understand it all too well.

Why do we need a team lead when there’s a manager already?! Team leads are not supervisors and they don’t do any work either but being paid way higher than the rest of the team ??

https://finance.yahoo.com/news/cisco-ceo-explains-why-thinks-094401737.html

I mean it sounds good at Chucks level. Has he actually seen the layers upon layers of pointless management?

Working for my whole life and was looking for a long term job to save money and retire but went through 4 layoffs and two company closings.

A couple of years in I see the signs. The rats start leaving the sinking ship. Cubicles being moved around, bodies relocated to owned spaces, rather than rented. Unreasonable targets and although profits are up... They want more. Blowhards in management speaking but nothing of relevance is being done. LifeVests are not being replaced.

This is the death of the middle class in slow motion. God save us all.

Ondot management taking over Clover teams has been a disaster. The managers and directors brought in have no understanding of the products, systems, or culture they inherited; yet they’re aggressively imposing their own playbook as if they built it.

Instead of learning first and leading responsibly, they’re bulldozing teams with zero domain knowledge and maximum ego. Execution quality has dropped, morale is wrecked, and decision-making feels reckless at best.

It’s leadership without competence and the people who actually built and ran these systems are the ones paying the price.

If this is the “new direction,” it’s hard to see how it ends well

SL is mismanaging this team and keeping hb1 as her allies all well pocketing 200k and not deserving a damn cent

Is that true anyone?

Could my dream be coming true.

Finally finally!!!

The macro labor market is weak with lots of retailers going out of business (experienced managers looking for jobs would take half of what I make).

Who else is ready for severance vs just coasting and taking the 25 pto +6 holiday=31 paid days off per year, profit sharing match, and bonus?

Imagine getting the top paid MGRs off the books now before the next fiscal year starts.

Create a new position that changes the store manager title and pay...Forcing this change.

The HR data shows store manager vacancy and turnover is already horrendous, so clearly the current system isn't working.

WOW, private equity would make so much profit!

I'd bet money that remotes are gonna start getting the heat sooner than later in regards to layoffs. Dell has made it abundantly clear that they want EVERYONE to be local to an office and there is no new remote job opportunities anymore.

Remotes have been getting hit during layoffs but I think they are gonna get hit a LOT harder, and frequently in the coming year(s)

New positions are not offered remote anymore. Remotes aren't eligible for promotions because ALL job movement REQUIRES you to be onsite now. For i8's and above, that's likely not an issue as they rarely ever get promoted anyways... but, I'd bet that bonus's and/or raises will either decrease or be non-existent for remotes soon enough, to force them to quit. Essentially forcing those i8s+ to quit as their job became a literal dead-end job (unless they relocate.) And since Dell doesn't assist with relocation...

My guess is they will start with the remotes who are below an i8 first, get rid of a lot of them, then will move up to i9 - i10s, then go after the Sr. Managers - whom most got knocked down to i10's last year anyways... Then move up to the director level. Or maybe it'll be the other way around; but if you are full remote, I'd be very cautious because you are slowly having a big red target painted on your back..

Point is that remotes are IMPO going to feel the brunt of layoffs going forward. I mean if Dell wants everyone to be in office then they have to start axing remotes eventually... I'm sure there will be exceptions but those will be few and far between and only reserved for those whom are VITAL to their org - execs, sr directors, VP's, and that's likely about it.

It's an hour commute for me to go to the office daily and it SU-KS! But I'm kinda glad I was forced to because I just have a feeling that remotes are going to start getting hit far more. Maybe not this year but it's coming 100%...

Let’s take control back and call out groups that continue to be poorly managed.