Thread regarding Truist Bank layoffs

Why does Bill Rogers only care about "Purpose" with clients and the communities they operate in with ZERO regard for employees (WHO ALSO LIVE IN THESE COMMUNITIES THAT BILLY CARES SO MUCH ABOUT)?

It's well past time that this bank shows just a SMIDGE of "purpose" towards its employees. If they don't, they won't be around 5-10 years from now.

Charlie Browns teacher makes more sense and is much more articulate….Wah wa Wah wa Wah….what kind of dressing makes that word salad edible….good grief

@3pwc+1sOxX3h1 Because he would do what he was ordered to do.

Good grief. I read the transcript several times and I still can’t make any sense of what he’s saying. How BR became CEO I will never understand.

Get out while you can that way you can free up all the time you have to spend posting on here

BillyBobs ineptitude knows no bounds

For all of you who thought KK was a country cornpone (he was) embarrassing CEO and think this guy is anyway less of an embarrassment who keeps doubling down on this purpose nonsense, why? Why does a board allow a 3 year post merger plan now become a new 5 year post merger plan with the same execs leading that could not execute the original plan. Why have we not had a stock holder revolt? It makes no sense at all.

And finally this nonsense from our fearless leader:
John McDonald

Okay. And then just a final comment from you to wrap up here. We talked a couple of times this week about banks where the bone structure is good. It's hard to see it for times in the context of macro challenges, in your case, MOE. What's underappreciated about the kind of the bone structure of Truist and gives you optimism about what you can do over the next five years?

Bill Rogers

Yes, I think, John, you have talked about this. There have been so many like outside extraneous factors. We create it. So the merger itself and merger charges. We've had the portfolio that's sort of have to look through.

We've had the TIA sale and all the other things come into that. And so I think what's missed us go back to why we did this originally. I go back to the original premise, all that's there. And not only is it there when we turn the pages, it's better than we thought it was. The opportunities for -- to expand the relationships, the places where we created symmetry and we didn't have overlap, all that is there.

The prowess in our markets, the significance going from a 10% to a 20% market share and a market is a dramatic difference. So to the -- your words of the curb your kn--e fight, I mean, we're bringing a kn--e -- a g-n to that flight. I mean, so we're extremely competitive from that standpoint.

So I think those are things that are sort of not only mess, its sort of like back to what the original premise was. And then the organization around that, the simplified organization. I think that's also been missed in all of this is that the transition here over the last certainly nine months to create a much more simplified organization that can execute with a lot more alacrity and a lot more effectiveness you see

The purpose of any company is to provide goods or services that the CLIENT thinks said company can provide quickly with reasonable expense. You can’t expand the relationship until that is done first. Truist can’t do basic banking well so why do they think clients will want them do do anything else.

Rick Warren must make a dollar every time Rogers says “purpose driven.” It was drivel 30 years ago and it still is. Warren retires from his woke church and moves into the business world. But then that is what Peter Drucker wanted.

Laughable that he thinks we’re not siloed. Silos was and is the Suntrust way and it is maddening. If he thinks leadership has stopped siloing he really is delusional.

More from our fearless leader. He can’t be this naive can he? Uh no, saying what he has to.
We can do credit approval. It's more consistent across. We don't have to create all these different silos. And so they've got that mindset. So every day, they're thinking about, okay, if I save $1, I can invest $1 and be in that kind of mode.

And that's an important catalyst to come out of the merger where in the merger you were trying to get things settled and merged. And now you're trying to run on a more efficient platform with this constant improvement mindset. And we've got leaders, systems and strategies that have really embraced that.

Truist leadership has ensured I will never have imposter syndrome again. Thank You!

The CEO is also a shareholder? That is so unique and inspiring.

He had to say I’m a large shareholder, yes we all know you will make many millions when you walk away from the destruction you wrought. Clown 🤡

what a bunch of garbage!

Persistent people present purposeful performances,
Pursuing peak proficiency with passionate persistence,
Precisely plotting paths past perplexing predicaments,
Pioneering progress, portraying powerful perseverance.

How about this gem from William, first part of the merger haaa haaa haaa haaa
Bill Rogers

Yes. Look, I'm a large shareholder myself. So we haven't met shareholder expectations during the first part of the merger, haven't met our own expectations. And we're -- all the things we're talking about, our position for the future, that hasn't been because of purpose. Purpose is this strong foundation of what we want to create as a company and purpose and performance are inexplicably linked.

They're not two separate things. And we talk about that all the time within our company is that they are linked, they are part of a cycle, purpose driven. I believe people want to work for purpose-driven companies. I believe clients want to do business with purpose-driven companies. I believe communities want to support purpose-driven companies to have a fundamental belief, and I think that's the right cultural foundation to stand for, but it doesn't matter if you're not performing.

We're in the business to perform. So when I use the word stakeholder, shareholder is a high priority in that stakeholder. It's not meant to exclude shareholders in any way. And it's meant to enhance the capacity to build more shareholder value, and our teammates are focused on that. We just use different words when we think about things.

So when we think about expanding our business with our consumer clients, we talk about having carrying conversations. It's a purposeful word. We also want to have more of them. It was someone set goals against having more of them, and we want to increase our promising. We want to increase our relationships. We want to increase the velocity.

So they are connected and they are part of the cycle. And I think -- and I get the, hey, Bill, are you putting your emphasis in the right place? Trust me, the emphasis is in the right place, but they are correlated. And I just have a fundamental belief on that.