#trust

https://stocks.apple.com/AP1fN5xiYQ8CoMEl9YT7zKg

No one cares about your stupid stories. We are not your children.
None of this will help the company
and you are certainly not fostering any goodwill when you deny your employees increases they earned.

On a scale from 1 to 10.

does anyone else feel is all fake happy? i do not trust anyone anymore

What is the true purpose of appointing an interim lead if the decision ultimately inflicts more damage than stability on an organization? While interim positions are theoretically designed to keep the ship steady during executive transitions, inserting an under-qualified placeholder into a highly specialized function often backfires. Instead of seamlessly bridging a gap, it frequently breeds confusion among staff, undermines trust in department leadership, and signals to the rest of the company that the role’s actual expertise is secondary. When a placeholder lacks the deep operational domain knowledge required to guide a team through ongoing budget cuts and structural shifts, it raises a fundamental question for anyone watching from the inside: do interim positions genuinely serve a strategic purpose, or do they inevitably cause more harm than good?

How many more people have to lose their jobs before leadership admits its plans aren't working? This place keeps cutting staff and spending while morale, trust, and the business itself continue to suffer. What do we need to do to see some change?

It’s really telling that he’s trying to spin that these changes are a result of the Insights Survey.

Laughable

The cuts keep coming, and I no longer believe the reassurances we're given. At this point, another promise that things will settle down doesn't mean much to me. I'll be looking for a way out any way I can just to get away from this mess.

Anyone coming on here claiming these posts are fake is either a manager or executive trying to justify the BS employees are no longer buying, or someone so focused on their own paycheck they couldn't care less about the company or its people.

A company is built on its people, not out-of-touch leaders who couldn't drive a school bus from point A to B, let alone drive revenue or motivate employees.

Now Xerox wants younger university recruits. Why? So they can brainwash them for the next 5–7 years into sacrificing their ambitions, buying into empty promises, and working for pennies?

Xerox, stop selling dreams while playing with people's livelihoods.

It's the same exhausting cycle every three months:

"We've made the necessary cuts. This is the team moving forward."

Three months later: "We need more adjustments, but now we have the right team."

Three months later: "Unexpected headwinds. We need to pivot and reduce costs."

Three months later: More cuts.

How many times can you tell employees they're the future before eliminating their jobs?

People dedicate decades to this company, get let go, and the next sales meeting carries on like they never existed. No acknowledgment, no appreciation. Just another number removed from a spreadsheet. It's corporate musical chairs with people's livelihoods.

At this point, I genuinely believe if every C-suite officer and VP resigned or was replaced tomorrow, Xerox would be in a better place. At least employees would have something they haven't had in years: HOPE. Hope for leadership that can actually grow revenue, motivate people, and rebuild trust. Why do employees always pay for leadership's failures?

Meanwhile, LP appears to have secured himself a nice golden parachute while the rest of us are stuck on a plane going down.

You cannot keep cutting your way to greatness. Leadership is about growing a business, not shrinking it while rewarding those at the top.

People aren't tired of change. They're tired of broken promises, endless layoffs, and being treated as disposable.

Maybe the next round of cuts should start at the top.

Another rebuild. Perfect. New coach. New system. Move some veterans, bring up the cheaper young guys and tell the shareholders to be patient.

Meanwhile, we still can’t win a face off, clear the zone or score a damn goal.You can only shake up the roster so many times before you start wondering if the guys on the ice were ever really the problem.

I’m sure another restructuring will fix the power play.

look left, look right, people are leaving

erosion is real

no one has trust in omnissa

leave to take new job with real RSUs

The problems at SAS aren't limited to one team or one bad manager anymore. Communication has broken down, and we can no longer trust what we're being told - if we're being told anything. It's either lies or total silence. No wonder many are trying to make their own escape plans.

TDC is up 63% over the past year. Weird, I don't remember that being in any of the doom threads here. SM and SA steered right through everything this board swore would sink us, and the market just voted. I'm up over $60k in stock gains. That's what happens when you trust leadership and keep working instead of refreshing a layoff forum. Congrats to everyone who stuck around and delivered. As for the rest of you, I'm sure the next countdown thread will be the one you finally get right.

I watched the movie Gladiator II the other day. 2 things struck me: 1) as leaders, be careful whom you trust - they may not have your best interest (or that of the “empire”) in mind 2) it’s much easier to tear down than to build up.

The Virgil quote really resonated with me: “The gates of he-l are open night and day; smooth the descent, and easy is the way. But to return and view the cheerful skies, in this the task and mighty labor lies."

Any current LPs planning to put their money into LP this time or pass?

I have serious concerns about where this ship is headed and am thinking of passing on this opportunity as I am not entirely comfortable having my hard earned money go to the decisions that I have no say in, leadership that has lost my trust, and firm decisions that could negatively impact my financial future. I have always been a part of LP but for the first time ever I may pass; thanks but no thanks.

I'd love to hear your thoughts about what are you planning to do?

It has only just started. Almost everyone I know is already planning to leave the company after multiple rounds of layoffs with no clear strategy. Now, with the push toward agentic AI, R&D teams are being asked to train AI agents to do their jobs, while AEs are expected to test and improve AI workflows that could eventually replace them.
At this point, nobody seems to trust upper management anymore. Let’s see how customers react when there are fewer experienced people available to answer their questions and support their needs. Customer engagement and product adoption could take a serious hit.
Meanwhile, more and more companies are developing AI-powered alternatives that aim to replace the very solutions Synopsys sells. It wouldn’t be surprising if customers increasingly chose to build their own solutions rather than rely on Synopsys tools. The company is heading down a dangerous path.

Mentioned how hard covid times were because we were all wfh and he needs to see his people face to face. Does he not know we can look his org up and clearly see 90% of his team is at other sites. It feels like we are constantly being fed bullsh-t and they think we are buying it. This is why we can’t trust or believe anything these people say.

And these empty-headed, self-serving, a-s-kissing executives, VPs, SDs, and ads all seem ignorant of what leadership actually means-or what it means to take care of your teammates. That's the first rule in sport.

Even the world's greatest individual athletes understand this.

Look at Carlos Alcaraz, Jannik Sinner, Rory McIlroy, Scottie Scheffler, or Vincent Luis. These are elite individual competitors, yet they understand that individual greatness is built on the strength of a team.

They surround themselves with talented subject-matter experts - coaches, trainers, strategists, and advisors. People who bring different perspectives, challenge their thinking, offer honest opinions, and contribute ideas that are DIFFERENT from their own.

And they're genuinely grateful for those people. They recognize that their success depends on the collective talent, commitment, and trust of the team around them.

They don't demand blind loyalty, surround themselves with yes-men, or confuse agreement with competence.

Imagine that. The world's best athletes understand something that Nike's senior leadership apparently doesn't.

Great leaders don't need to be the smartest person in the room. They build teams of exceptional people, listen to them, empower them, challenge them, and, above all, take care of them.

That's how you build trust. That's how you build winning teams. And that's how you build enduring organizations.

Leadership is not about being in charge. Leadership is about taking care of those in your charge.

Nike should understand that better than anyone.

It's sport. It's teamwork. It's leadership. And it's supposed to be in our DNA.

Beautifully said, @ew+1m4nvpzdx.

Bad leaders can generally fool those above them. They may even fool their equals. They don't deceive the employees that work under them.

🔴🚀 WE PLAY TO WIN! BETTER MATTERS! CHANGE ENERGIZES US! 🚀🔴

As we take on Elon Musk and disrupt the market, one thing is clear: WE ARE THE BEST IN THE BUSINESS! 🏆📈 A highly competent, well-organized workforce powered by BEST FRIENDS AT WORK! ❤️👯‍♂️

💪 Repeated layoffs, VSPs, offshoring, and outsourcing have only strengthened our TRUST, CONFIDENCE, AND EXCITEMENT in leadership! Nothing builds morale like wondering who’s on the next org chart! 🙌📉😂

🪩 DJ parties? ABSOLUTELY! 🪑 Red chair photoshoots? ICONIC! 📸 JOMO? The joy of missing out on yet another reorganization meeting! 🧘‍♂️✨

🤖 AI IS THE HOW. EI IS THE WHY. ❤️ And LinkedIn is where we share our authentic personal lives with professional acquaintances! 🌅💼 #Grateful #Blessed #Winning

🔥 We’re leading the way in AI, prioritizing everything, and synergizing relentlessly.

WE CAN’T WAIT TO BUILD THE FUTURE TOGETHER! 🚀📶

#Verizon #PlayToWin #ChangeEnergizesUs #TrustOurLeaders #BestFriendsAtWork #FutureTogether #Synergy 💯🔴

where when you open the link you see a message that says 'when you submit this form, the owner will see your name and email address'.
So, for sure, everyone will be so honest .

I really thought this place wouldn't be so cruel. Got an offer to relocate with a promotion and a raise. Took it thinking I'd be safe at least for a while. Why would you ask somebody to move their entire life just to turn around and lay them off within months? A very expensive lesson leaned, I guess.

Really, can he not see how there is no one that trusts her leadership.
She is a trainwreck where ever she goes.
What a complete disappointment.

No trust! Verizon released phone records, Jack Smith. Marsha Blackburn suing. Verizon in deep do---o!

After three rounds of layoffs in such a short period of time, it is difficult to put into words how discouraged and hurt many of us feel.

As someone who has worked on the DTP side of the business, I have watched talented, hardworking people continue to give everything they have to this company, only to see colleagues lose their jobs again and again. January was difficult. February was another blow. Now, facing a third round, it is becoming increasingly hard to believe that employees are truly viewed as the company's most important asset.

From where I sit, the decisions being made feel reactive rather than strategic. There seems to be a growing disconnect between the people making decisions at the executive level and the employees who are actually in the field, working with patients, customers, providers, and one another every day.

What hurts most is the loss of trust. Employees hear messages about stability, culture, growth, and commitment to people, but those messages become harder to believe when another round of layoffs follows shortly afterward. Morale suffers, people begin wondering whether they will be next, and even those who remain are left questioning the future.

There are incredibly talented and dedicated people at Inogen, and they deserve leadership that makes them feel valued, supported, and confident in where the organization is going. Right now, many of us simply do not feel that.

If you are considering joining the company, I would encourage you to ask difficult questions about stability, leadership strategy, turnover, and the recent layoffs before making your decision. The public messaging may sound positive, but employees living through these repeated reductions are experiencing a very different reality.

Three rounds of layoffs leave a mark. Not only on the people who lost their jobs, but on everyone who remains.

ALL HANDS EMAIL:

The most interesting part of this email isn't that leadership changed the name from "First Friday" to "All Hands." It's the wording itself: "We'll discuss where we're headed, how we'll win, and how we'll work together to get there." That's a great message for a company that's apparently still trying to figure out where it's headed.

Think about that for a minute. Five months ago we were told the new structure was the result of months of planning, analysis, research, modeling, workshops, consultant input, and executive alignment. We were told there was a strategy. We were told there was a roadmap. We were told this was the answer.

Now we're being told we're going to discuss where we're headed.

Those are two very different things.

If leadership had confidence in the structure, we'd be talking about execution. If leadership had confidence in the strategy, we'd be talking about results. If leadership had confidence in the decisions made over the past several months, we'd be talking about growth, adoption gains, customer wins, and operational improvements.

Instead, we're still talking about direction.

That's what should concern employees.

The most successful organizations I've been part of didn't spend this much time explaining themselves. They spent their time supporting customers, developing products, empowering employees, and producing measurable results. The results told the story. The results created alignment.

Here, it feels like the opposite. Constant explanations. Constant repositioning. Constant alignment meetings. Constant reminders about the strategy.

At some point, employees start asking a simple question:

If the strategy is working, why does it need so much explaining?

The reality is that trust isn't built through presentations. Trust isn't built through slogans. Trust isn't built through renamed meetings.

Trust is built when leadership's predictions become reality.

Unfortunately, many of the predictions made around the May reorganization have not matched what employees are experiencing on the ground. That's why skepticism continues to grow. Not because employees are resistant to change, but because they've spent months watching reality diverge from what they were promised.

The challenge leadership faces today isn't convincing people that we'll win. The challenge is convincing people that the people making the decisions actually understand why so many of the previous decisions haven't produced the outcomes they expected.

Because at some point, employees stop evaluating presentations and start evaluating results.

And that's where the real conversation begins.

Help... Cengage is sinking!

Sacrificed his people’s best interests for Exxon’s money, then charging them for a book where he tries to explain that he’s just a poor victim like them!

In a meeting about three weeks ago the president said ways of working was paused and said restructuring will start back up for phase 3 but there will be no layoffs. Well guess what happened today? If they could only be honest.

Any impact? I left last year and I heard about the cut today. Good luck to all of you. I hope it was not big but judging on number of views it does not look good. I went to Wells Fargo and it's the same sh-t over there, layoffs come in waves and they are trying to outsource as much as they can. Cannot trust management, they tell u one thign and then turn on a dime tomorrow. It's even worse because of all limitations that were imposed on the bank a few years back due to the scandal. Anyhow, good luck all

It’s about trust!

Coming up next…RIFs!

I’d like to hear from employees who have raised concerns internally and felt the process didn’t work. If you’re comfortable sharing your experience, please do. No names or confidential information. I’m interested in understanding whether there are common patterns here.

I don't trust them as far as I could throw them anymore.

Lots of high profile layoffs and resignations happening this week across multiple regions. No one should trust or do business with this company.

How can the bank trust an outsourced company with sensitive banking work under a consultant contract?

I have never worked under an executive leadership team that has generated this level of distrust among its own employees and leaders.

What makes the situation particularly difficult to understand is that we are watching major strategic decisions fail in real time—many of them shaped or implemented with significant involvement from McKinsey and Cognizant. Rather than acknowledging the mounting evidence, reassessing the strategy, and holding the appropriate people accountable, the response appears to be doubling down on the same thinking and the same ecosystem of advisors. The decision to add another SVP whose professional background includes both McKinsey and Cognizant only reinforces the perception that leadership is becoming increasingly insulated from the realities experienced by the people actually responsible for delivering the work. There is also growing perception that internal advancement has become a thing of the past—that developing and promoting proven talent from within is no longer a meaningful part of the company’s leadership strategy.

The experience with Cognizant has been especially troubling. Reports of investigations involving the company only heighten concerns that many employees already have based on their direct interactions. Communications have too often been characterized by shifting narratives, questionable representations, a lack of transparency, and an extraordinary level of confidence by Cognizant staff who claim they can perform the work better and faster—despite operational results and historical experience that repeatedly call that assertion into question.
The people closest to the work are then left trying to manage the consequences: declining confidence, knowledge loss, execution risk, service concerns, employee disruption, and the enormous amount of effort required simply to keep these initiatives functioning.

At some point, this stops being a problem with execution and becomes a problem with executive judgment.

Perhaps the most damaging aspect is the apparent unwillingness of senior leadership to reconsider the direction when the evidence no longer supports it. Good leadership is not demonstrated by continuing to defend a strategy simply because significant time, money, and executive credibility have already been invested in it. Good leadership is demonstrated by recognizing when assumptions were wrong, changing course, and holding decision-makers accountable.

Instead, employees are watching leadership repeatedly double down while the organization absorbs the consequences. That is why trust has deteriorated so significantly. Employees can tolerate difficult decisions. They can tolerate restructuring. They can even tolerate strategies that ultimately prove unsuccessful. What is much harder to tolerate is leadership that appears unwilling to acknowledge failure, learn from it, or accept accountability for the results.

The de facto strategy increasingly appears to be: outsource all strategic thinking to McKinsey, outsource the work itself to Cognizant, and eliminate the institutional knowledge, experience, and proven talent that built and sustained the organization in the first place.

If senior leadership wants to understand why confidence in the executive team has eroded, it should start there.

Source: K. Box

Harvard Business Review found that 58% of employees trust a complete stranger more than their own boss.

That sounds wild until you’ve worked for the wrong person.

Then you understand it immediately. A bad boss doesn’t always yell.

Sometimes it’s vague expectations.
Feedback that changes depending on the day.
Credit that disappears before it reaches your name.
Meetings you stop getting invited to.
A paper trail that somehow only includes your mistakes, not the context around them.

Then your behavior starts to change.

You over-explain.
You reread every message.
You stop asking direct questions.
You start keeping receipts because you don’t trust what will be said later.

That’s what broken trust at work does. It doesn’t just make the job harder. It makes you second-guess your own judgment.

And most people don’t leave after one big blowup.

They leave after one more meeting where the story changes.
One more rule that only seems to apply to them.
One more moment where they realize they’re documenting reality instead of doing their job.

At some point, it clicks:

You didn’t fail in that environment.

You were trying to survive it.

They are paid the big bucks to fix these problems.

I’ve resigned and last day is coming up. I have 12 days of PTO accrued through my end date. Does Wells pay that with my final paycheck or separately? Don’t trust these people at all. I’m in NC if it makes a difference.

Now I was asked by my manager if that's true and I feel like there's a target on my back. Fu-k me and my life. Don't make the same mistake of trusting your coworkers, folks.

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.