#culture

It won't change anything, and there will still be the associates who still want to do everything by the book in hopes that ELT will spare them. But, what if June 1st the home office was damn near empty and everyone either called out sick or WAH for some emergency reason. Imagine the signal it would send to those d-mb bags of sh!+ that sit in the corner offices. I'm sure we would all be collectively punished or lectured, but we outnumber them. They can't fire all of us, and they need us more than we need them. The 80/20 rule. 80% of the GPs and directors could take a month off and nobody would notice. 20% of home office associates who actually do the work could walk out that door and the whole thing grinds to a hault and would make a media headline. So glad to be driving 4 days a week during and energy crisis, I thought this company was all about the environment and saving the planet?

Share price in decline consecutively for years

Portfolio in decline for years

Talent in decline for years

CEO & Leadership team in decline for years

Longest period of no raises in any major IT company - they must hold the record

No strategic direction for years

I could go on and on, it is this the worst company out there?

Nike is in the middle of Founder’s Week and JDI Day is right around the corner. Now leadership wants to talk about inflection points, comebacks, legacy, courage, effort, and getting back to what made Nike great. I get the history. I get the speech. I get what they are trying to do. But from the floor, it hits different.

It is hard to hear “we are going to be fine” when the people making the biggest decisions still have titles, stock, bonuses, protection, and seats at the table. Regular teammates are the ones wondering what is next. We are wondering if raises are coming, what PSP will look like, and if we are really safe or just still here for now.

People keep saying, “At least you didn’t get laid off.” I understand what they mean, and I am not trying to minimize what teammates who were laid off are going through. Losing a job is serious. It affects families, bills, insurance, and peace of mind. But at the same time, it is hard to act like everything is okay for the people who remain.

From what I understand, some teammates who were laid off were kept on the books for a while, some received severance, and in many cases there was COBRA or some kind of transition support. That still does not make being laid off easy, but at least there was a next step. For the people still here, there has not been much clear communication. No real talk about PSP. No clear talk about raises. No clear talk about long-term stability. We are just expected to keep showing up, keep producing, keep adjusting, and be grateful because we were not cut. That does not feel like security. It feels like being minimized.

The floor has been doing the work. Teammates across all shifts have been doing the work. Production teams, support teams, trainers, technicians, leads, and everybody keeping things moving have been doing the work. People are running lines, hitting numbers, solving problems, training others, covering gaps, answering questions, fixing issues, and keeping product moving while trying to understand decisions we had no voice in.

So when leadership talks about fixing what needs fixing, I agree. But accountability should not stop at the floor. The people closest to the work should not always be the ones left carrying the weight from decisions made above us.

The timing of all this feels strange. Founder’s Week is happening. JDI Day is coming. Big speeches. Big messages. Big legacy talk. Meanwhile, a lot of regular teammates are sitting with uncertainty. People show up to these events because they want to belong. They want to believe in the company. They want to be part of something bigger. I respect that. But I also think some people do not fully see how much weight is being carried by the people with the least power.

I do not need more inspiration right now. I need real communication. I need transparency. I need leadership to explain what is actually being fixed and show that they understand the weight this puts on everyday teammates, not just the brand, the stock price, or the comeback story.

Nike talks about doing the work. The floor has been doing the work. All shifts have been doing the work. Now leadership needs to do the harder work too. Be transparent. Be accountable. Explain the plan. Stop acting like people should be quiet just because they survived the last round.

The comeback cannot just be a message from the top. It has to show up in how people are treated.

Strong story doesn't save companies. Strong work do!

I like that and He's correct—companies survive on output, not narrative.

But that's a principle for stable times.

When the house is already on fire, "just keep working hard" starts to sound less like wisdom and more like a way to keep people holding the hose while the roof caves in. It won't save anyone.

Not sure how everyone is responding to the changes over the past year and some change. Seen a lot of people move on and out the company, rightfully so. I have been showing up and leaving when I feel like it. Granted my mgr understands my beef and is cool with it, if I show up at 9/9:15 and wanna leave at lunch or 3:30 to finish my day at home, I do that. I suggest you start taking power back in some form for yourself. Whatever that looks like for you, do it. I refuse to look back one day knowing there was more I could do to empower myself in my role and regret it because I was fearful or just doing what I was told, even though it made no sense. For those still showing up daily on site in sales for a 90% virtual role, ask yourself why you're still playing by the rules and not questioning things or creating your own environment for success. Your manager feels it too, but they're not gonna speak out. You have to do it for yourself. If you understand your latitude and have positive rapport with your peers and leader, suggest you create the workflow for your success rather than abiding by this cookie cutter nonsense. Respect to those who don't want to risk their livelihoods because times aren't great. But I encourage those who're disgruntled about the current work environment to take some power back and do whatever you want to do to meet the targets rather than what incompetent leaders try to mandate.

Why at a location like Gemco ,does the company have 2 mobile trailers with Cameras 📷 posted up in the same area, having to spy on us?

One should be enough. What are the watching? Ballast? Shutdown power?

Wow! Hope you’re blocking

Anyone else take issue with the ‘motivational’ video shown at the last town hall?

Our CEO really woke up today and said, “You know what will inspire the team? Mike Tyson vs. Buster Douglas.”
So now all of us watched a heavyweight upset from 1990 like it’s a mandatory corporate TED Talk.
Nothing says “Q2 synergy” like a grainy VHS quality uppercut.

To be fair, the message was supposed to be about resilience, grit, and “getting back up when you’re knocked down.” But here’s the thing: Mike Tyson isn’t just a boxing legend — he’s also a man who was convicted of se-----y as--ulting a woman. That part matters. It’s not a footnote. It’s part of the real story, and it deserves acknowledgment, especially in a workplace where safety and respect for women aren’t optional values.
So yes, the Buster Douglas upset is iconic. Yes, the metaphor could have worked. But maybe — just maybe — there are motivational examples that don’t require HR to brace for impact.
In the meantime, if next week’s “inspirational clip” is from Tiger King, I’m calling out sick.

Let the fun times begin cause it’s almost upon us. Who wants to place bets that we will see a repeat of last year with falsifying ratings so they can terminate people based on bogus performance? Then Robbie can look amazing for saving the bank millions without saying how

1. Your Potential Means Nothing
↳ Results speak louder than capabilities
↳ "I could have" doesn't pay bills
→ Start delivering before someone asks

2. Loyalty Won't Save You
↳ Companies are loyal to profits, not people
↳ Your growth is your responsibility
→ Always have a Plan B ready

3. Being Good Isn't Good Enough
↳ Excellence is the new baseline
↳ Average performers get average lives
→ Identify your unique edge and sharpen it

4. No One Will Hand You Success
↳ Mentors guide, but won't carry you
↳ Your career is your business
→ Stop waiting, start creating opportunities

5. Comfort Is Career Death
↳ If you're not uncomfortable, you're not growing
↳ Easy today = obsolete tomorrow
→ Seek the tasks everyone else avoids

6. Politics Matter More Than Performance
↳ Great work without visibility is wasted work
↳ Relationships amplify results
→ Master the art of showcasing impact

7. Time Choices = Career Outcomes
↳ Every 'yes' is a 'no' to something else
↳ Poor boundaries ki-l high performers
→ Master the art of strategic declining

8. Feedback Is A Gift (Even When It Hurts)
↳ Criticism shapes champions
↳ Defensive people stay stuck
→ Seek tough feedback early and often

9. Skills Have Expiration Dates
↳ What got you here won't get you there
↳ Industry demands evolve rapidly
→ Stay current or become irrelevant

10. Your Network Is Your Net Worth
↳ Relationships are your career currency
↳ Tomorrow's opportunities come from today's connections
→ Invest in people before you need them

11. Your Attitude Eclipses Your Aptitude
↳ Difficult geniuses get fired
↳ Pleasant performers get promoted
→ Choose your battles wisely

12. There Are No Guarantees
↳ Security is an illusion
↳ Change is the only constant
→ Build adaptability as your core strength

Looking at Seb Page's "mental health" advice - Watch Netflix on sundays?!??!? How fu--ing out of touch with people do you have to be???????

Your manager doesn't matter at all. They don't do anything regarding whether you remain employed or not, they learn of you getting fired about an hour before they let you know...they are useless so don't worry about pleasing your management.

Just from an ethical perspective. People who feel entitled to clean out the snack bins are demonstrating the quality of their character. It is like the wait staff test - how people treat wait staff is telling you a lot about who they are.

Just woke up in the middle of the night. Feel aweful. Was having. Dream about fighting a bully who was kicking me in the nuts.

There is something different about Friday in Downtown Dallas. The week is nearly done, and you can feel it. The pace is still fast, but the mood is lighter.

On my way to AT&T, I notice the people around me more. The coffee cups, quick steps, quiet faces, and small signs of relief. Everyone is still moving, but Friday gives the commute a different energy.

It is not just a commute. It is a reminder that we are all showing up, pushing through, and making it to the end of another week. Friday makes the city feel more human. I am looking forward to seeing others on the commute.

Thoughts on the incoming CPO? I’m reeling after our last one & I’m very nervous that it’s going to just continue to be a disaster.

What's with those job postings on careers page, isn't it irony or what exactly going on, can someone enlighten me, am seeing some tech job listings, would like to apply lol

Nice touch. Great empathy.
Announcing 4.000 people being fired, while wearing a 250.000$ Richard Mille watch

Anyone have any idea what MW and the Legend of Doom are cooking up next? Benefits are what they will come for next so what are they coming for? Anyone have any insider knowledge? When will the monster retire?

9 Simple Ways To Recognize Your Team

(The stuff that’s not in any handbook)

1/ Stop Micromanaging Them
→ Trust is the ultimate recognition.
→ Hire smart people—then let them work.
→ Oversight ki-ls ownership.

2/ Promote the Competent, Not the Loud
→ Results speak louder than self-promotion.
→ Reward outcomes, not volume.
→ Quiet excellence deserves the spotlight.

3/ Give Them True Autonomy
→ Treat them like adults.
→ Let them decide how they work best.
→ Freedom fuels performance.

4/ Pay Them What They’re Worth
→ Money talks louder than pizza parties.
→ Certificates don’t pay bills.
→ Fair pay is real appreciation.

5/ Fire the Toxic Performers
→ One bad attitude drains ten good ones.
→ Protect the culture, not the culprit.
→ Removing them lifts everyone else.

6/ Don’t Be a Je-k
→ Decency is rare leadership currency.
→ Respect costs nothing.
→ Kindness compounds influence.

7/ Give Them Time Off (and Mean It)
→ Burnout isn’t a badge of honor.
→ Disconnect means no Slack, no guilt.
→ Rested teams outperform exhausted ones.

8/ Listen to Their Ideas
→ Ask, pause, and really hear them.
→ Implementation proves respect.
→ Listening drives innovation.

9/ Publicly Give Credit (and Take None)
→ Celebrate their wins loudly.
→ Success is theirs—failure is yours.
→ That’s real leadership.

Recognition isn’t a bonus. It’s a culture and culture decides who stays.

Best news of the year .. people officer is leaving not sure what her purpose was at bd other than fly and travel all over the world posing for pics and cutting ribbons and handing out lame awards must be nice. This woman was a nobody in Sumter plant somehow made her way up the ranks .. appease Tom and ur gold .. her replacement is another useless waste of space .. talent at BD is non existent and where it exists it’s not valued it’s eliminated to be outsourced or to bring in their buddies .. yup I said it and it’s the reality ..

What is the point of the feedback? Im so over getting harrassed about that sh-t and half the people requesting it or it assigns to you i dont even know.

With all the changes coming to agency, operations you better get ready for more craziness. They cut agents pay, retirement bonuses, and SF stopped contributing towards their healthcare. If they will do that to agent's, you better believe that Total Rewards in 2027 will be very different. Agents are getting to see the true nature of this sh-t hole company. They will continue the churn and burn and pump and dump business model in claims. The 2040 McBurger workforce will continue to be a disaster and they will continue the accountability scam, meaning rules for the and not for me! Execs gotta get those bonuses! The day SF shuts down is the day the world becomes a better place. The Lemmings and corporate boot lickers are in corporate he-l heaven!

The more they roll out AI and the metrics and the micro management, it’s clear State Farm think doesn’t give two sheets about employees. D1 injury has so many people out on leave or are quitting because bad management doesn’t know how to treat people with any shred of dignity. Everything is ‘trust the process’ or ‘our competitors do it’. Didn’t state farm used to be the big dog in the industry? How can a company this big just copy what it he competition does?

Worst part is that it’s a 2nd level management issue company wide. Total loss, injury, pip/mpc are all struggling. They send out those ‘anonymous surveys’ each month but they only do that to retaliate against people who’s give them 1s and 2s. You need OT but they’re so tight on the purse strings for management bonuses.

And it stinks

https://finance.yahoo.com/sectors/energy/articles/ford-didn-t-fail-evs-155206472.html

Some managers have less than 5 reports
AI is barely being used, if at all

Meanwhile companies that will survive are flattening the orgs and making managers have at least ten reports and AI is used everywhere

We are so far behind it's worrying

I worked as a developer in the Fusion Middleware area, first on the on-premise tools and later on Oracle Cloud.

My experience at Oracle was extremely negative. I believe a large part of that was because I am female, honest, and a highly competent developer.

Those qualities were not valued in Oracle development. Let me address each of them individually.

Female - There were no female managers or architects in the area where I worked. Management was dominated by Indian men from a culture where women are expected to be subordinate to men, and in my experience that attitude showed clearly. I worked for multiple managers who used the same kinds of tactics. They sabotaged demos I was giving by providing incorrect conference numbers, setting me up to demo on systems with bad network settings that caused slow screen updates, telling me to prepare slides for a two-hour session and then suddenly saying I only had one hour while pretending surprise that I had created slides because I had been instructed to do so. I was also once paired with another manager’s aggressive subordinate, who went first and then claimed I was demonstrating something different from what I had been told, making me appear unprepared.

I was undermined in many other ways as well. I was restricted in what I could work on, excluded from status meetings, denied information, given incorrect information, and subjected to every kind of obstruction imaginable.

Not everyone behaved this way, but enough men did that it became impossible to function normally. I was constantly forced into a defensive position. Although there were a couple of senior managers above me who supported me, my direct managers did not, and they had enough control to make it appear that I was the problem when I was not.

There were a few women I interacted with. Some, like me, were honestly trying to do their jobs. But one woman in marketing appeared to believe it was in her interest to undermine me with the men, and another woman who was very involved with one manager also helped set me up at one point. Because of that, I eventually felt I could not even trust the other women at the company.

Before Oracle, I had been a very successful developer at other companies and had received awards for my work. Oracle has serious cultural problems, and if you are a female developer, I would advise leaving the company. There is a much better life outside of it.

Honest - The managers were, in my opinion, largely incompetent. They were deeply insecure, and even the slightest sign of initiative beyond what they explicitly directed was treated as a threat. From what I observed, this was true of nearly every manager I encountered. They were paranoid, dysfunctional, and operating inside an equally dysfunctional environment. Managers would temporarily align with one another to sabotage employees or other managers they wanted to target. It genuinely seemed like they enjoyed doing this, and that much of their professional world revolved around schemes to damage someone else’s reputation or career.

By the end, I felt as though I was working inside an organized crime operation. The sabotage never stopped. One manager cultivated loyal enforcers who would do whatever he wanted to anyone he targeted. Unfortunately, I ended up under this truly toxic individual. Oracle moves developers around like interchangeable parts, and you often have no control over who you work for. This manager made s-xual comments toward me and treated me in a degrading way. He isolated me from others in the group and refused to assign meaningful work. In my opinion, he was deeply disturbed and manipulative.

Later, he worked with another manager and a woman connected to that manager to isolate me further and pressure me into writing a new application they intended to take credit for themselves.

There is no place for honesty at Oracle. If you want to be a thug and enjoy the idea of operating inside something that feels like a mafia structure, then Oracle may suit you. Honesty will not help you succeed there.

Extremely Competent Developer - If you are a strong developer who wants to build meaningful products and do real engineering work, Oracle is not the right place. I was an excellent developer. Earlier in my career, there were times when my abilities were questioned because I was female, but I was always able to prove myself and earn the trust of the men around me through competence and results.

At Oracle, competence was not appreciated. The managers I worked with valued loyalty above all else, and the people most loyal to management were often the least capable technically. They protected their jobs by flattering managers, attacking other developers, and helping management manipulate or undermine people within the company.

I was promoted once while I was there, but I believe that only happened because of intervention from a senior manager above me. Even while I had support at higher levels, the manager directly above me continued sabotaging me constantly.

I would have left earlier, but I had reasons for staying, so I continued trying to demonstrate what I could do, just as I had at previous companies. None of it mattered. Management remained determined to harass me regardless of my abilities.

I also saw other highly competent developers, including men, targeted in many of the same ways. My impression was that management feared capable developers because they themselves were incompetent, insecure, and uncomfortable with real technical discussions about products or code.

One important thing to understand is that none of this was obvious at first. The managers were skilled at hiding what they were doing until you started paying very close attention. They always had plausible explanations ready, and because you want to be cooperative and professional, you initially accept those explanations and move on.

For a long time, I had an application that I mostly worked on independently, and that insulated me somewhat.

My competence also allowed me to survive there longer than many people would have. My first manager gave me increasingly difficult assignments. Initially, I believed that meant he trusted my abilities. Later, I realized he was escalating the difficulty in hopes that I would fail. I believe he wanted to point to the “incompetent woman” and say, “See, she couldn’t handle the work.” But that never happened because I successfully completed every assignment I was given.

It is a deeply unhealthy place. If you dislike women, will blindly obey your manager, including sabotaging coworkers, and especially if you enjoy attacking people and playing dirty tricks, Oracle may be the place for you.

If you actually want to do real engineering work, almost anywhere else would be better.

Our staff meetings are a joke. A lot of words, no substance and acting like everything is great. How are your “leaders” handling your teams staff meetings, given nobody knows Dan’s master plan?

What's going on here? Is this just my group or a wider pattern?

Listed SS as one of the top companies to work for. LinkedIn has SS as the best workplaces to grow. Well...there you go. We all know the truth.

If they want to continue to treat us like children what’s stopping us from acting like children?

You know RTO5 is absolutely coming soon. They will start monitoring how long you’re working somehow.

Have a long commute? You better be working while driving. If not you better work as soon as you wake up and as soon as you get home to make up for the commute you didn’t ask for.

People are really on edge lately about the ranking/layoffs.
Employees look at each other as competitors as we walk around campus.
People feel compelled to speak up in meetings to state the obvious in an effort to show their knowledge.
It is really awkward.

What other stupid observations have you seen?

When are the ranking sessions? When are all ranking sessions completed?

What you guys think?

The next round of layoffs here at NetApp highlight a growing issue: leadership increasingly feels disconnected from reality. Too many decisions seem to come from a C-level bubble rather than from understanding employees and customers. Another concern is the number of VPs/SVPs coming from companies like Microsoft, Oracle, or Pure Storage. External experience is valuable, but NetApp shouldn’t become a copy of everywhere else. The company’s strength was always its own culture and people.

Are you kidding me, you show up to the town hall wearing skinny short pants and ankle top sneakers ?

Hot Mess town hall today. Will he paint the org all rosy, as if we should be happy to be working under him? Will he conveniently skip over his big project to outsource all?

All the wellness messaging in the world doesn't mean much when people are stressed about possible layoffs. Nothing says healthy workplace culture quite like anxiety, rumors, and employees wondering if they are on the next list.

You spend more time managing personalities and approval chains here than actually doing your job. Leadership still operates like it is twenty years ago, with constant micromanaging and politics attached to every tiny decision. Why does every simple task have to turn into exercises in control?