#team

What will the layoffs look like in Nov? The recurring theme in Product seems to be on smaller teams.

Share with the world how wells is performing? What’s going really well and what’s challenging?

How’s Kaskida development coming along? Everyone optimistic?

Wondering if I ask for a raise what is the likelihood of it getting approved and what factors typically get considered in the process? (Cost of living, performance review, performance in general, work load, team size etc). Wondering if it is even worth asking

did ur project stop? Did deadlines slip... roles move sites, responsibilities consolidate, or did ur team absorb the reduction w/out (major) disruption? I think it's a sh-tshow but it may be just me - we are fairly large and given the messages on this board it looks like there is quite a bit of variety.

We lost two people who were integral to our team. Their work has to be done. The rest of us are already overworked, so if they expect us to be the ones to do it, they're in for a rude awakening. I don't think somebody really thought things through when making the latest layoff list.

Recently hired in a new market hub, that's a huge step-up from some of the older stores around here! Team synergy is tops too, that sure helps.
If any of you is looking for positions, look for market hubs, you won't be disappointed. I can see why they want to open more of these. We have so much parts stocked as well, I didn't have to shoo away customers yet, such a great feeling

3 here. Seriously concerned.

We can’t staff the projects that management wants to go fast yet there is pressure to reduce headcount in Houston! The Horizon challenge will only get worse. Even the teams that are staffed are full of people who don’t know how to get things done.

I just noticed that locations of associates are no longer displaying next to their names in Teams.

Why does every empty position sit around for four to six months before anyone fills it? Why do the rest of us on the team have to pick up the slack during that time?

Welcome PIPs!

Again, PIP season is coming. 5 of my team mates on PIPs yesterday.

That's insane...

Can I now assume the rest of us are safe?

A colleague in my group, with Shell 3-4 years, has a knack for ingratiating himself with our Team Lead and other more senior leaders. The guy’s sharp but so are a lot of others who just don’t seem to have that connecting charm.
And it works. He seems to be the fair haired child above the anxiety and worry of layoffs and being side-lined. Already been promoted in grade.
I guess whatever works but is that really what it takes to get ahead at Shell?

Anyone have an insight regarding VCG? Customer service is going through training to become universal reps, our jobs are now ai and outsourced. My supervisor is extremely paranoid about everything! This makes our team feel like something is up.

Dear Mike,

Welcome! Before any process is addressed, the people responsible for carrying out that process must be heard, valued, and respected. That principle should be at the heart of Truist’s culture. Reconsider the Return-to-Office (RTO) mandate and give teammates the flexibility to choose how they work.

The majority of Truist teammates want the company to succeed. They want to serve clients well, perform at a high level, and contribute to the future of this organization. But too often, teammates feel that their voices are not being heard when major workplace decisions are made. Truist frequently emphasizes the “Voice of the Client.” But what about the voice of the teammate?

A company cannot consistently put clients first while overlooking the people who serve those clients every day. Allow teammates to choose how they work. Optional remote or a two-day-per-week hybrid expectation would be welcomed by many who simply want flexibility, trust, and the ability to balance work with the realities of today's economy.

If a teammate desires to be in-office everyday -- let them!
If a teammate desires to be hybrid 2-days a week OR more -- let them!
If a teammate desires to remote OR work from home -- let them!

Give teammates the freedom to choose how they work best.
Trust them. Measure their performance by their results, productivity, collaboration, and client impact — not simply by where they sit.

Gas prices and the cost of living continue to put enormous pressure on working families. At the same time, many teammates feel that salaries and bonuses have not kept pace with those rising costs. Requiring employees to spend more time and money commuting—without meaningful flexibility or compensation—only adds to that burden.

This should be a priority, Mike. Listen to your teammates. Respect your teammates. Trust your teammates. If Truist wants teammates to demonstrate commitment to the company, the company must demonstrate that same commitment to its people.

And where is HR in all of this?

There is a growing perception that HR is disconnected from the sentiments, concerns, and undercurrents among the very teammates it is supposed to support. Leadership needs an honest, unfiltered understanding of what employees are experiencing—not simply what is being reported through formal channels.

The solution is not complicated: Ask teammates what they want. Listen to what they say. And then act on it. Give people choices.

Trust high-performing professionals to determine where and how they can do their best work. Measure employees by their results, client service, collaboration, and performance—not simply by the number of days they sit in an office.

Mike, Truist has an opportunity to demonstrate that it truly values its people. Make flexibility a priority. Make listening a priority. Make the Voice of the Teammate every bit as important as the Voice of the Client.

Let teammates choose how they work.

Product teams had reorg and some managers have been moved to IC positions. What happened? Anyone?

LMAO.

so much winning I cant even stand it.

Do we need all of these people?

Anyone take the full 26 weeks of parental leave? Told my team I would only do the 16 but now I want to extend it, but worried how they will react

In the hopes this page is monitored by some internal team somewhere for rumor control or something. This one company many careers message is complete hogwash. I've been applying for internal roles for years now, and every time I do I get the message back that I'm not being considered because I'm from a different BU, despite me having experience in the fields I'm trying to move to.

Internal moves are impossible, stop selling people this lie. It demoralizes people and, as a result, I'm not not even going to bother internally applying any more and you will lose me

I noticed the whole desktop support team in Nashville has been let go as of today.

They hit our entire team today in IT. I’ve heard from numerous different people they were also affected (IT and non-IT). Anyone else seeing anything like this in your Orgs today?

Coming soon to a garage near you for 35 happy v teamers!

Why do we have some supervisors with such small teams? Why not combine teams so that team sizes are reasonable and above a minimum number. It makes no sense to carry the overhead of a supervisor for a small team.

Luckily, we're a united front and telling them to go fu-k themselves (in much nicer terms, of course). We were already overworked and now they want more from us? He-l no.

What are you doing to continue to get through it? If you can share something that has worked for your team, against the onslaught, please do it.

Just curious how many clubs out there have the merchandisers bale their own cardboard and how many make the backroom associates bale the merchandisers cardboard.

Cicely Simpson wrote about this, and it's worth building on.

Every leader gets tested by a moment they didn't choose.

And you can't control the moment, but you can control whether you hand over your composure or hold onto it.

These are the 7 moments that test that composure, and what to say instead of reacting:

1️⃣ Someone talks over you in a meeting
↳ Hold your point, then keep going.
↳ Say this: "I'll come back to you in a moment, let me finish this point first."

2️⃣ Someone questions your decision in front of the room
↳ Show you're willing to explain, just not right then.
↳ Say this: "Happy to walk through the reasoning, let's take it after this meeting so we don't lose time."

3️⃣ Someone takes credit for your work
↳ Put the credit back where it belongs.
↳ Say this: "I want the team to know this started with [name]'s work last quarter."

4️⃣ Someone uses a dismissive tone with you
↳ Ask them to repeat themselves, calmly.
↳ Say this: "I want to make sure I'm hearing this the way you intend it. Can you say that again?"

5️⃣ Someone tries to bait a reaction out of you
↳ Decline to engage.
↳ Say this: "I'm not going to respond to that right now. Let's stay focused on the decision in front of us."

6️⃣ Someone goes over your head
↳ Name what you expected instead.
↳ Say this: "I'd have appreciated hearing this from you first. Let's talk it through directly next time."

7️⃣ Someone undermines you in writing
↳ Move the conversation somewhere it can actually get resolved.
↳ Say this: "I see it differently. Happy to talk it through rather than go back and forth here."

Staying someone your team trusts matters more than winning whatever moment is in front of you.

Every leader has a moment like this waiting for them, this month or next quarter.

And how you handle it becomes the story your team tells about you afterward.

Most leaders react to protect their ego in the moment.

But the ones who don't protect something that matters more, their team's trust in them going forward.

Another bring new idea :-)

We were told no more CW in our team and Ai can help with manual work

May the force be with all of us...

It has been several years since the LeBron James Innovation Center declared itself the “epicenter of Nike’s innovation engine,” yet remarkably little innovation has managed to crawl out alive. The building may carry the name of a generational talent, but its output often feels like the corporate equivalent of a benchwarmer taking credit for the championship.

Inside sits a particularly self-righteous class of professional spectators who appear convinced that their titles, salaries, and proximity to an expensive building make them indispensable. Many function as little more than human forwarding addresses: incapable of producing the work themselves, but highly skilled at shipping it to Asia, scheduling check-ins about it, and eventually presenting the finished result as evidence of their own “leadership.”

The Asia and factory teams perform the experimentation, engineering, troubleshooting, and execution. Meanwhile, these overpaid PowerPoint undertakers bury the names of the people who did the work, exhume the finished product, and parade it through Beaverton wearing someone else’s achievement like a stolen suit.

Perhaps that is the Innovation Center’s only genuine breakthrough: developing a world-class system for transferring labor downward, credit upward, and accountability absolutely nowhere. If the building disappeared tomorrow, the factories would probably continue innovating without interruption. The only immediate crisis would be a sudden shortage of meetings, inflated job titles, and people available to applaud themselves.

Strip away the architectural spectacle, corporate jargon, and masturbatory storytelling, and what remains looks less like innovation than corporate theft dressed in designer sportswear. Stealing other people’s work, laundering it through PowerPoint, and attaching an executive’s name to it may be the only process this building has actually perfected.

Hearing rumors of customer support center restructuring or laying off teams and re-building new teams back up. Elavon has been always a dumpster fire for years and it’s truly hard to collaborate across teams because everyone is trying to protect their team/work.

One of the most toxic IT leaders recently departed. This is, in my view, a direct consequence of the weak CIO hired by the previous CFO shortly before her own departure. The CIO subsequently pushed out most of the organization’s senior IT talent, leaving the team disproportionately reliant on the remaining toxic leadership. I would not be surprised if the broader IT organization were to unravel by year-end.