5 IGMs, head of solutioning, head of finance, head of brand, head of suppliers, Middle East leader all quit in 3 weeks. This is falling one piece at a time. Who is next?
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The current leader at DXC can't admit his limitation of being unable to cut his steak. Why does HR lady need to do all the dirty work then?
Who was head of middleeast that quit ? MBS ?
@10gFlYyn-2ovp you forgot one thing about leaders, they know thier limitations. They know when the tech is beyond them, and they know to listen to thier team and take that counsel.
And to take your leaders lead and bosses push, I think it's more bosses pull and leaders support. Bosses pull the group behind them and do not lead them, while leaders make sure thier team has what it needs to thrive, which may be hands on, hands off, or a flack shield from above.
My manager asks everyday when he leaves; "is there anything you need?"
As you can tell, I'm not at DXC anymore...though my manager (L6) was a true leader, and I'm sure they saw the ship sinking and tried to get the team the highest points for as long as possible.
I beg to differ there are no leaders at the DXC. None of the managers have the balls to actually say something to make processes and procedures more efficient and easier for the technical people. Having to beg people for support I have a problem with a critical account is just ridiculous and I’m sick of it
The company should have priorities and everyone should be on the same page with what those priorities are
@1xet @2eed
You both have it wrong. We have only one Boss and many leaders.
Leaders Lead, Bosses Push
Leaders motivate their employees, which then inspires them to follow their leader’s example. Bosses tend to push employees instead of directing them. This type of manager tends to never make decisions, which forces employees to work without guidance and expectations while their manager hides behind a wall of inaction.
True leaders frequently present ideas and work alongside their employees. They clearly communicate objectives to the team and their actions are aimed at achieving goals together. This is the difference between inspiring team members and losing their respect. When a team has confidence in a leader, it can help improve team culture and motivate employees to contribute.
Leaders Listen, Then Speak
Good leaders spend time listening to their employees rather than talking above them. They understand the value of seeking and incorporating the opinions of others into the decision-making process.
Bosses tend to dominate conversations. They expect employees to listen and carry out their commands, with little or no direction. This type of attitude is not a sound approach to building a team of engaged employees who want to be valued for their knowledge and skills.
Leaders Offer Equality
The business world is not elementary school – although the idea of a “teacher’s pet” is as unattractive in the office as it is in the classroom. Bosses can sometimes pick a favorite employee or two, which can result in unfair treatment, such as devoting more time to certain employees than others, giving them more benefits and creating an inner circle. This typically does not sit well with other employees, and often will decrease team productivity and morale.
Good leaders treat everyone equally, giving one person’s ideas the same weight as everyone else on the team. Strong leaders don’t let personal preferences get in the way of creating a dynamic environment.
Leaders Roll Up Their Sleeves
When a company launches a major project, true leaders get “in the trenches” with their teams. Leaders take initiative, while bosses tend to stand aside and “supervise” others doing the work.
Seeing that a leader is as invested in a project as the team can inspire others to do their best work. Bosses like to sit on the sidelines and only interact to give orders. This hurts team motivation, collaboration and creativity.
Leaders Don’t Scold
A time and place exists for communicating wrongdoing and corrective action. However, the vast majority of matters involving an employee can be handled with a dose of constructive criticism, not harsh scolding, whether in private or in front of peers.
Leaders offer sound advice in a private setting, while bosses tend to scold and may even threaten their employees, which can leave them feeling concerned, embarrassed and defeated. Leaders can deliver discipline too, but their approach in doing so should be a learning experience for employees to redirect their efforts away from what is not working.
Leaders Don’t Need Fear
The old adage that says a person would rather be feared than respected is not going to work in the modern office (if it ever truly did). Leaders understand that intimidating employees and attempting to control them with fear will not work in any setting. Fear leads to doubt, poor morale and productivity loss. Smart leaders inspire with trust, enthusiasm and empathy, and display confidence in their employees to make decisions on their own.
Leaders Invest Time
Some bosses – especially those who have chosen favorites – tend to ignore a majority of their employees. This can give other workers the sense they are drifting with an uncertain future. Leaders don’t ignore. They invest time and effort into developing employees in their profession, teaching them new skills and helping them advance in their career.
These represent some of the differences between a boss and a leader. They seem simple enough, but simple does not always mean easy. True leaders make a commitment to assess their management styles, understand these key differences and then make a concerted effort to put these good leadership characteristics into action.
DXC has only ever had one leader, and we all know whom that is. L2s, L3s and maybe even L4s may style themselves as 'senior leaders' but they have almost no authority and simply implement whatever the real leader orders them to do. This makes them managers, not leaders.
HP, even in pre-split days, was pretty similar. You know something isn't right with a company when a Country General Manager admits that he cannot authorise pay rises for his people. Sad.
They see the ship sinking faster and faster. Got out before it sinks!!
@10gFlYyn-1xmt I have an educated guess. I've heard from people in the security consulting branch that a total of 5 or 6 executives have left the organisation; all of them were from HPE.
There is only ONE leader at DXC, the rest of them are scared sh–less of doing any of the things 'normal' leaders should be doing.
They could automate RTA's.
Simple condition check... "is the company currently running a CEO mandated global travel ban? yes/no".
If yes, bounce RTA immediately.
Of course, you probably don't even need that logic test, because there are about 5 days a year when they aren't trying to cook the books, just reject them all, all of the time.
I haven't seen a leader at DXC yet.
We have managers who are good to approve RTAs. But no one who is leading the path, creating a strategy and making it happen, other than cost cutting.
Organisational structure is changing every few months completely.
I had IT tickets open longer than some management structures existed.
Sometimes, when I receive an email that a head of something left, it's the first time I have heard about that position at all.
Let them all go. I only need 7 levels of leadership to get my RTA approved. Don't care about the names.
It was Chris Thomas (see other discussion thread). He's now at https://www.piworld.com/article/deluxe-corporation-names-new-chief-revenue-officer-chris-thomas
With reference to the "5 IGMs" - are these the practice leads under the Build organisation? or someone else? Think there were about 8 or 9 of them in total, so to lose 5 in one hit seems careless!
head of solutioning ? - did not even know that it existed !!