#managementstyle

https://finance.yahoo.com/technology/articles/cisco-chief-terminate-meeting-certain-080300861.html

Can you believe it? He doesn't like niche acronyms...so kewl

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Lastly, this sort of goofy article, while sprinkling in the factually incorrect terms 'Chief' and 'CEO' with G2 and using examples of other quirky CEOs, suggests he's being artificially pumped up for something.

Is it just anti American to unionize or the retaliation from employer towards those who organize is the fear?

I am new to this job but I want to understand why with so much dissatisfied/ disgruntled employees posting multiple times a week about how burnt out they are, why aren't they taking action?

Is it about the litigation costs? I would like to see Fidelity management prove their claims of increased collaboration in a courtroom in front of an objective judge. Or is that not even grounds for a trial? I don't even know, I am so confused.

Stankey seems to have decided that the only person worth listening to is himself. Everybody and everything else is to be ignored. And how did that work for us in the past years?

The micromanaging is getting on my last nerve, (not figuratively speaking). I’m so fed up and frustrated. How do I manage and train my brain make micromanaging a growth experience. It’s literally making me less efficient, and it’s making me worry and stressed, it’s giving me anxiety, and I never had anxiety. Any suggestions for coping?

DP Koka's pet project HIH is the reason for all of these problems. If you want someone to blame, blame him.

Pepsi would benefit greatly and turn the ship around with qualified managers.
My manager’s style (and many others style-same club) would call you up and state something false or incorrect to see if you knew the correct answer or corrected them. It was ridiculous and demoralizing. As if anyone working for this company was actually goofing off all day with “everything “ you had to do on a daily basis to survive all the failed applications and processes that they should have been working on.

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.**

Why bother buying studios if you're only going to end up closing them in the end??? BioWare made some of the best games of all time. And now EA is ki-ling it. I can guarantee you one thing, I'm done giving a single $ to this company.

Anyone knows more about how it is to work for InfoSys, pros and cons? Benefits, how they treat American workers (I think they are a foreign corp), culture, how is the mgmt style, etc. I am just anxious.

There is no need for management in this day and time. They are all ignorant and slow down or throw a wrench in any progress in store. Positions in management are only filled by the most ridiculous and ignorant people. Please, Walmart Corp. Come up with a way for AI or something else to replace management and terminate all store level management. They serve zero purpose. Productivity and profits will greatly improve without them. We are wasting money, time, and productivity on ignorant people who do NOTHING!

Suddenly you will see All happened when all the mysterious people showed up in the team ,

One mystery Person joined as director, replace your manger . One Mystery SVP joined . After few days you will see all new and mysterious people joined in your team . The. Real game starts , everyone from your surroundings vanish one by one showing absurd reasons from the management.

Everyone got replaced with all these mysterious people. All the bootlickers remained . After few days by the talking you will get to know that they all knew each other well before. It was all strategy and well planned

Good luck to those who are still there and cleaning all the dirt from the boots . So don’t be outcast and start doing what the management want you to do.

Oh look, already a Microsoft replacement for MJs spot. Shocked. Buckle up for more micromanaging

Something has shifted at Humana and I wish I knew why. Managers seem much more aggressive now, and I've consistently noticed people get yelled at and pushed into competing with each other. It's hard to reconcile this with the place I remember joining seven years ago. The last several years and months especially have been a completely different experience.

When top companies are letting go engineers using ai. In cvs they are converting contractors to full time and providing h1, how does the manager decide who to keep. Im full time 6 years with aetna now cvs

Anyone have much insight into how she operates?

Seeing posts mentioning cuts in management next month. Does anyone have any information on this, and will it be senior manager cuts or assistant managers?

I like to talk to my reports and go out to lunch with them. I think it's important to keep a close eye on these projects so that timelines don't slip. I have a pass they can take when they need to use the restroom and that way no one wastes company time.

My manager put me on a PIP. He basically made it clear it was either him or me without coming out and saying it directly. Then he told me this whole story about his newborn having health issues, his parents struggling, and how he can’t afford to lose his job since he’s the main earner in his family.

What about my family?

Don’t work at Daly unless you love to be micromanaged.

U.S. Bank’s culture increasingly feels built around one assumption: employees cannot be trusted.

Track IP addresses because people might not be working where they say they are.

Crack down on medical accommodations because someone might be abusing the system.

Centralize / eliminate Business Resource Groups because employees might be spending too much time on work that doesn’t directly produce output.

That is Theory X management: assume the worst, increase control, reduce autonomy, monitor more closely.

The problem is that policies designed around the small percentage of employees who might abuse trust eventually punish the employees who earned it.

And once people realize they are being managed as potential problems instead of valued professionals, engagement dies very quickly.

You can force compliance.

You cannot surveil people into caring.

Are you allowed to take your vacation? My manager is not allowing me to
Does this mean he is planning something?

My manager has been kind of evasive on this topic saying maybe he can get us in a hybrid mode. What has been your managements direction on return to office? I understood its all of us no matter what!

“Engineering of the inside battery limits (ISBL), including the liquefaction modules, will be executed by McDermott from its London and Gurgaon offices, with project management seconded to the JV team based in Milan.”

Obvious question: why is the project management team not in Gurgaon? Sounds like the Mozambique team is more concerned about a nice expat location than doing what is right for the job! Guaranteed almost all of the work will be done in Gurgaon.

How long can someone stay stuck at the same management level? This clown has been in his role for almost four years and has been ranking the team for all four cycles. (made his gang). I’ve heard that staying more than three years at the same level is bad for their career.

Are people leaving on their own or being forced out? For such an important function it doesn't seem very stable.

BE told us sometimes ya gotta be honest and say the baby is ugly. Well BE is the ugly baby. I have never seen so much chaos. There’s AI and then everything else. Stuff that is important is on the backburner because the people in charge don’t know what’s important and what’s not. There is no trust and people are miserable.

I never know what to expect. One week very friendly the next week short and dismissive almost seeming angry.

What does it say about a manager who does not partake in the Truist anniversary celebrations for his/her direct reports? Is this business as usual at Truist or a symptom of undesirability within the management ranks?

I came across this site and want to share the situation in FIS.
Our office reports to managers in Bangaluru India.

The managers are very rude with our teams. They talk very loudly in the team meetings.
The FIS Managers lack basic management skills. They want us to call them sir and madam.
No one is willing to join FIS here in Philippines, though there are open positions. I have worked for 3-4 years and looking for job outside FIS.

If leadership is reading this, I encourage you to take an honest look at P. Di-kerson's track record since she joined. Consider the number of people who have left the team, the overall level of dissatisfaction, and the noticeable decline in morale.

I would challenge leadership to run a truly anonymous team survey. I believe the results would highlight concerns that many people are currently reluctant to raise openly.

Her management style creates an environment of fear rather than trust. Public criticism is common, feedback is often delivered in front of others, and people become more focused on avoiding blame than on doing their best work. Instead of encouraging ownership and collaboration, it drives people to protect themselves.

There is also very little visible self-reflection or willingness to acknowledge when her own approach may be contributing to problems. Accountability appears to be expected from everyone else, but rarely from herself.

I hope leadership takes these concerns seriously, as I believe the current environment is having a significant negative impact on employee wellbeing, engagement, and retention.

Anyone feel like SNP is suddenly doing some intense micromanagement? What’s going on? It’s exhausting!

FIS has layers and layers of Management.
Basically these managers contribute zero value addition.
Have never seen Ajay Goud, Ajay Gupta or Ramanand speak a single word during meeting.
They hardly participate in technical discussions.
If Elon Musk takes over FIS, I guess all of them will lose job on day 1

Anyone remember how beneficial BCG' analysis was to Ford' meteoric rise to profitability in the past?
Not!
I just want to hear stories from the older crew.
On another note, does anyone remember their attempt at implementing a Matrix Management model?
Maybe if they understood the difference between producing a quality product and the stylish management trends of the month, Ford would be a great car company.

https://www.msn.com/en-us/money/other/10-red-flags-of-a-toxic-boss-and-tips-for-working-with-one/

Is Your Boss Really Toxic or Just Difficult?

Your boss may be toxic if their behavior is repeated, harmful, and makes it harder for you to do your job or feel safe at work. Not every frustrating manager is toxic, and recognizing the difference can help you respond more effectively. A difficult boss may be frustrating to work with or demanding, but they’re usually still fair and focused on work outcomes.

Following are some notable differences between a difficult and a toxic boss.

A difficult boss may…

Give blunt or unclear feedback
Set high expectations
Be disorganized or hard to read
Struggle with communication
Have occasional bad days
Push for results
A toxic boss may…

Belittle, insult, or intimidate employees
Create unrealistic expectations and punish people for missing them
Create confusion, fear, or constant stress
Withhold information, shift blame, or manipulate situations
Show a repeated pattern of harmful behavior
Take credit, play favorites, retaliate, or ignore boundaries
In many cases, it comes down to how often the behavior happens and how much it affects you.

If the behavior is occasional or tied to poor communication, it may be manageable. If it’s ongoing, manipulative, targeted, or emotionally draining, you may be dealing with something more toxic. Many employees second-guess themselves in toxic environments, especially when behaviors are subtle or inconsistent.

10 Signs of a Toxic Boss

The clearest signs of a toxic boss usually appear as repeated patterns rather than isolated incidents. One bad meeting or tense conversation doesn’t always mean your boss is toxic, but ongoing behaviors that create stress, confusion, or unfairness are toxic boss traits worth paying attention to.

1. They Blame Others Instead of Taking Accountability
   When something goes wrong, a toxic boss often looks for someone to blame instead of asking what happened or how to fix it. This can happen even when they gave unclear instructions, changed priorities, or failed to share important details.

For example, your boss might approve a project direction, then criticize you later when leadership pushes back. You might hear, “You should’ve known that wasn’t what I meant,” or “I don’t have time to hold your hand through this,” even though they never clarified expectations.

1. They Take Credit for Your Work
   Some toxic bosses praise your ideas in private but present them as their own in meetings, reports, or conversations with senior leaders. Over time, this can make it harder for you to gain visibility, build credibility, or show the full impact of your work.

For example, you may develop a new process, solve a major client issue, or create a successful campaign, only to watch your boss say, “I came up with a new approach,” without mentioning your role.

1. They Belittle or Intimidate Employees
   Public criticism, sarcasm, threats, and condescending comments are common signs of toxic leadership. These behaviors may be framed as “tough love” or “high standards,” but they often leave employees feeling embarrassed, anxious, or unsure of themselves.

For example, you might hear comments like, “I don’t know why this is so hard for you,” “Maybe this role is too much,” or “Everyone else seems to understand this.”

1. They Change Expectations Without Warning
   Changing priorities is normal at work, but constantly moving the goalposts can make it feel impossible to succeed. A toxic boss may ask for one thing, shift direction without warning, and then fault you for not meeting the new expectation.

For example, your boss may ask for a quick draft by Friday, then criticize it for not being polished enough. Or, they may say a task is low-priority, then act frustrated when it’s not completed first.

1. They Ignore Reasonable Boundaries
   A toxic boss may expect constant availability outside normal working hours, during time off, or when your workload is already full. Instead of respecting boundaries as part of sustainable work, they may treat them as a lack of commitment.

For example, they might send messages at night and follow up first thing in the morning with, “Did you see my note?” or say, “I know you’re on PTO, but this will only take a minute.”

1. They Play Favorites
   Favoritism can show up through better assignments, more flexibility, more praise, or fewer consequences for certain employees. A toxic boss may create an inner circle while leaving others with less visibility, fewer opportunities, or harsher treatment.

For example, one employee may repeatedly miss deadlines without any clear accountability, while you’re criticized for minor issues. Or, your boss may consistently give stretch projects to the same people while telling others they “aren’t ready,” without explaining how to grow into those opportunities.

1. They Retaliate When Employees Speak Up
   Toxic leadership can also show up after employees ask questions, raise concerns, or give honest feedback. Retaliation isn’t always obvious. It may look like colder communication, sudden criticism, fewer responsibilities, exclusion from meetings, or negative performance comments.

For example, if you ask for clearer priorities and your boss responds by saying you’re “not being a team player,” that’s a warning sign.

1. They Micromanage Everything
   Micromanagement becomes toxic when your boss monitors every detail, second-guesses your work, or makes you feel like you can’t be trusted to do your job. Instead of offering guidance, they create bottlenecks and constant pressure.

For example, they may ask for updates multiple times a day, frequently rewrite your work without explanation or input, or require approval before you take even small next steps to complete a task.

1. They Create Confusion and Unclear Priorities
   Toxic bosses often create unnecessary confusion that makes work harder than it needs to be. They may give vague instructions, contradict themselves, share incomplete information, or make everything feel urgent. As a result, you may spend more time interpreting expectations than doing the actual work.

For example, they may assign a project with little context, disappear when you ask questions, then criticize the final result. Or, they may say, “This needs to be done ASAP,” without explaining what should move down the priority list.

1. They Consistently Make You Feel Undervalued
   A toxic boss may rarely acknowledge your contributions, dismiss your ideas, or focus only on what went wrong. Everyone needs constructive feedback, but constant criticism or lack of recognition can make you feel invisible, replaceable, or like nothing you do is enough.

For example, your boss might ignore strong results but immediately call out small mistakes. They may respond to a completed project with, “This is what I expected anyway,” or give new opportunities to others while offering you little guidance or recognition.

6 Tips for Dealing With a Toxic Boss Without Quitting
You can deal with a toxic boss without quitting by protecting your work, setting clearer boundaries, documenting harmful behavior, and seeking support before making any major career decision.

It’s not in your job description to “fix” your boss. In a toxic situation, the best thing you can do is reduce the impact their behavior has on your performance, confidence, and career overall.

1. Clarify Expectations in Writing
   When a boss is inconsistent, vague, or quick to blame others, written expectations can help protect you. After meetings or verbal conversations, send a brief follow-up confirming priorities, deadlines, and next steps.

For example, you might write: “To confirm, I’ll prioritize the client report first and send a draft by Thursday. I’ll move the internal recap to next week unless priorities change.” Doing so creates a record and gives your boss a chance to correct misunderstandings before they become bigger problems.

1. Document Problematic Behavior
   If your boss’s behavior is repeated or harmful, start keeping a private record. Include dates, what happened, who was present, and any related emails, messages, or project details. Focus on facts rather than emotions.

Instead of writing, “My boss was awful in the meeting,” note what was said and how it affected the work: “During the Monday team meeting, my manager said, ‘I don’t know why this is so hard for you,’ in front of five coworkers after I asked for clarification on the deadline.”

Documentation can help you spot patterns, prepare for HR conversations, or make a stronger case if the situation escalates.

1. Set Boundaries Where You Can
   A toxic boss may push boundaries around time, workload, communication, or availability. You may not be able to control how they act, but you can be clear about what’s realistic and what trade-offs their requests require.

In practice, setting boundaries often means naming your capacity, asking for priorities, and putting decisions back in business terms.

For example, if your boss assigns a new urgent task when your workload is already full, you might say: “I can take this on, but I’ll need to move the reporting deck to tomorrow. Which should I prioritize?”

1. Stay Professional and Avoid Matching Their Behavior
   When your boss is rude, dismissive, or manipulative, it’s tempting to respond emotionally. But staying professional protects your credibility, especially if other leaders, HR, or coworkers become involved later.

Keep your communication calm, specific, and work-focused. Avoid venting in company channels, sending angry emails, or making accusations you can’t support. You can be firm without escalating the situation.

1. Build Support Outside Your Boss
   A toxic boss can make you feel isolated, so it’s important to connect with trusted people who can offer perspective without escalating the situation unnecessarily.

Build support: Maintain relationships with trusted coworkers, career mentors, former managers, or other leaders who can help you reality-check the situation. If colleagues are experiencing similar behavior, keep those conversations professional, focused on facts, and away from gossip.

Use employee resources: If your company offers an employee assistance program (EAP), consider using it for confidential counseling or support. If the behavior involves harassment, discrimination, retaliation, or illegal activity, you may also want to seek legal guidance to better understand your rights.

Contact HR: When you’re ready to take a formal step, bring the issue to HR. Before requesting a meeting, make sure your documentation includes specific examples, dates, the impact on your work, and any steps you’ve already taken to address the issue.

1. Protect Your Career
   Even if you’re not ready to quit, start preparing for the possibility. Update your resume, save examples of your work where appropriate, refresh your LinkedIn profile, and quietly explore roles that may be a better fit.

Having options can make the situation feel less overwhelming. You may decide to stay, transfer teams, or look for a new job, but you’ll be making that choice from a stronger position.

When Is It Time to Quit Because of a Toxic Boss?

It may be time to quit because of a toxic boss when the situation is damaging your health, limiting your career growth, or continuing despite your efforts to address it.

You don’t always need to leave a challenging work situation, but some environments become too harmful or unstable to manage long-term.

You should consider walking away from a toxic workplace when:

Your health is being affected: If work stress is causing anxiety, sleep issues, physical symptoms, or constant dread, the job may be costing more than it’s worth.
The behavior is getting worse: If your boss becomes more aggressive, critical, unpredictable, or retaliatory after you speak up, staying may put your job or reputation at greater risk.

You’ve tried reasonable solutions: If setting boundaries, clarifying expectations, documenting issues, or talking to HR hasn’t helped, the situation may not improve.
The toxicity goes beyond your boss: If toxic behavior is tolerated or encouraged by other leadership, leaving may be your best long-term option.

5 Ways to Avoid a Toxic Boss in Your Next Job

You can avoid a toxic boss by watching for warning signs throughout the job search, from the job ad to the final offer.

While you can’t predict every workplace issue before accepting a role, you can look closely at how the company communicates, how the hiring manager describes their leadership style, and whether the role’s expectations seem clear, fair, and sustainable.

Scrutinize job ads. Watch for vague responsibilities or phrases like “high-pressure,” “thick-skinned,” or “fast-paced environment,” which may point to stress, disorganization, or unrealistic expectations.

Watch for red flags in recruitment communication. Long delays, rushed timelines, unclear instructions, or pressure to accept quickly can signal a poorly managed workplace.

Assess the interview experience. Pay attention to how your potential boss communicates. A good boss should be able to describe expectations clearly, answer questions directly, and show active listening. If they seem dismissive, negative, evasive, or focused only on what they expect from you, that may be a warning sign.
Evaluate the job offer. Review the offer for unclear terms, unusually restrictive conditions, limited support for work-life balance, or signs that the company is trying to rush your decision.

Talk to your network. Before accepting, ask current or former employees what the company culture and management style are really like, especially if they’ve worked with your potential boss.

A toxic workplace is when you're always scared of a pay cut or getting let go. It's when your manager won't stop hovering over every little thing you do. And it's when management rewards the people who tattle on coworkers for the tiniest mistakes. Sounds familiar?

Advise Gateway is a J O K E! Craven is a joke. SG is a joke. Let’s push MLI’s, which will blow up at sone point , because we make more money on them. Oh yeah, let’s push Alternative Investments because we make more money on them. REG BI and KYC be damned. Jimmy you are the master at national sales.

Although working for family-owned businesses run by their owners has some advantages, the biggest challenge is that no one can challenge the owners’ decisions. What AJ says goes. nobody can say no.

Been at DXC UK a couple of years and just started on my second account. Thought the first one was bad enough but this one I started on recently is unbelievable. I started off with 2 managers. We then raised the issue of not enough technical staff to then receive 2 more managers. So instead of addressing our concerns, we are now being micro-managed by utter incompetent non-producers who fill our day with continuous ‘stand ups’, ‘wash ups’ and data requests for their pointless spreadsheets. How these buffoons feel they are ‘adding value’ is beyond me. Anyone else in this boat?

Is favoritism a common thing in your department? Manager overlooks/makes exception for a certain employee but either micromanages or ignores the rest of the team.

Do anybody else have a manager who pawn you off to your colleagues? As a new hire this manager responds with go ask so and so. I’m not trying to bother others who have are busy. His employees say he doesn’t have answers. That’s why he directs them to them.