#culture

He-l would be better than working for this boomer dinosaur company compromised by contractor corruption and Israel.

Come in the office 5 days a week to talk to Indians on teams, so Stankey makes more money when . Soul su-king.

Great job, keep it up. Looking forward to more market cap decline so Hock can burst a few blood vessels.

The first one is getting laid off. The second, and more revealing one, is not getting laid off because that means staying in a place we hate, watching the ship slowly sink while we're still on it. And I know of more and more folks who feel this way. Says a lot about T, doesn't it?

All the smart people are gone. Just underachievers and people riding out retirement left.

It's been bad for several years, but not like this. This is the worst it's ever been. Dell is truly a shiity company. They do not care about employees, at all, whatsoever.

Sure, other companies have problems too, but not like this.

How do you guys deal with them? They trample on everyone to get to the top.

Sharing of knowledge is like shucking oysters. You'll get nothing from anyone unless you pry it out. Everyone feels they have the upper hand if they hold the secret sauce.

Products and solutions are being built the same way. In a vacuum. Little collaboration until they stumble and need a shovel to dig themselves out.

I'd be better off learning three chords and singing the truth on College Avenue.

This company is a enviromwnt nightmare hand down

It's the leadership. It's always been the leadership.

Look at recent performance and it's obvious. Absolutely poor leaders who only speak in PowerPoint prose and can't think beyond a bullet point. Leaders who go above and beyond to keep themselves apart from their "subjects."

DTC wasn't a bad idea. The execution was a sh-tshow. Inept supply chain. Cr-ppy tech. Marketing leadership that thinks we're a fashion company. Innovation that does... actually, not sure what Innovation does anymore. Poor people management. Lack of transparency.. look at the fact that we bury. annual survey results when they are unfavorable. Internal transfers are rarely fair. Finance/procurment.. enough said. Smh

And it all flows from the layers at the top. If EH wasn't good enough to be CEO when JD was appointed, what made him better a few years later? Same for our CMO .. did her experience really grow that much from “co-founding a minority-owned agency”. Our supply chain was so great we gave VA a bigger remit, lol… Can’t make this stuff up.

You can't cut and outsource your way to growth.

We need new leadership.

It gets really exhausting to feel the need to post in reply to je-ky type people on here.

I think there are basically two camps of people, those who have lesser positions of control and know just how lousy this company and the leadership is.

Then, you have those delusional folks who because they were graced with being put in some relative position of power make the incorrect assumption that they will never find themselves in the first camp so they defend the company absurdly thinking that their loyalty will always protect them.

Well, news flash to the second delusional camp, you mean very little to the company as well and will some day be thrown away like a dirty used kleenex.

The rot has been allowed to set in at the management level. High performing individual contributors are leaving every week! Frustrations with the Presales team now boiling over as opportunities don’t have any support and management clueless to what is going on in the field. GA looks like a fool thinking RL is a capable leader.

by going direct and dump all the distribution channel who were loyal to them for long time.
And found best possible human being in this world to run company, JD.
The guy has no soul, no imagination, no leadership, no personality and bona fide total a@@hole.
To make long story short, sh-t did not turn out they way PK imagined to say the list.
And not sure if company will be full before he is no longer in this world.

With EH's performance until now, I don't think anything good will come out under him.

Let me just say that EH makes JD look pretty good. LOL

J

Title says enough. Company is in the death grip of the CEO/Chairman of the Board/Supreme Leader, Dave Schaeffer. He runs the board how he see's fit which is how he managed to crater the stock price and still maintain control of the company. Everyone from CEO to sales managers just yells to work harder with no real direction or ideas of how to improve. Cogent is being sued left and right by both shareholders and shorted employees. This company is dead in 5 years, 3 if the current leadership stays.

Anyone know when the union pulse is coming out? I have some feedback I’d love to share with my 3rd-4th liner.

We have got managers who should not be managing anyone, goals that are completely detached from reality, and zero training to help anyone succeed. Bullies run wild because nobody bothers to fire them anymore, bare minimum is the standard, and asking for pay that actually covers your bills somehow makes you the bad guy. They talk about integrity and flexibility but it is all empty words because neither shows up when you actually need it.

I left the company months ago after 10+ years and I must say I wish I left sooner. You don’t know how awful that place is while you’re there because you pacify yourself thinking about the benefits and culture, muse on here and tell yourself you’re not alone. You tell yourself the grass isn’t greener on the other side. But I can honestly say it is. When you have an opportunity to leave, RUN! My life has improved greatly and the folks I’ve spoken to who have left since me all say the same. I pulled this page up by accident in my browser and see things have gotten worse since I left. Get out folks.

What has happened to professional communication at Canon USA?

Lately, I have noticed emails with no greeting, no “please,” no “thank you,” and little consideration for tone. Some messages to vendors come across as rude or condescending, while communications to colleagues can feel abrupt, impersonal or simply careless.

Is it stress? Have we forgotten the basics of effective communication? Or have we stopped considering how our words affect the people receiving them?

In my 20-plus years at Canon USA, I have rarely seen this level of communication between internal teams or with external partners. It makes me wonder how our vendors perceive us when they receive emails that sound less like professional correspondence and more like they came from a schoolyard bully.

Professionalism is not just about what we communicate—it is also about how we communicate. A greeting, a respectful tone, and a simple “thank you” take only a few seconds, but they say a great deal about the organization we represent and us.

We can—and should—do better.

And now ready for trolling for this post, LOL

Did you ever wonder how some of these shiny empty suits ( make and female) got their positions? They are always on unlimited pto, don’t do the work and avoid the first sign of conflict? I would like to know how to get these skills.

def Webster: an unduly fearful person

def Oxford: an informal, disapproving, and often childish word for a person who is easily frightened

def Dell: a middle manager

Two senior executives have resigned from Pace Gallery following significant staff and artist reductions. Chief Communications Officer Amelia Redgrift and Senior Sales Director Danielle Forest have both secured new positions in the arts sector. These departures occur after the gallery laid off 50 employees and dropped 50 artists earlier this year. CEO Marc Glimcher acknowledged the contributions of both executives, noting Redgrift's role in shaping the gallery's culture and Forest's dynamic presence. The gallery indicated it would work with Forest in a new capacity.

New York, New York

https://www.artforum.com/news/two-pace-gallery-executives-resign-1234757150/

Those all American boys and girls working those cheap Indians to the bone. Keeping all the money and good jobs for themselves. Do they actually think that model will work? What happens when the Indians realise they are being sc--wed by the greedy Cowboys? What about the other folks in Argentina, Brazil, Budapest....?

Hehehe. OMG, what a bunch of 🤡🤡🤡 at the helm...

have u seen that linkedin in post - lol - an svp was bragging how her flight got cancelled but she got all strong and mighty, was able to overcome the challenge and persevere. what an amazing times to be alive - how much more deranged and fake can we become. makes me sick.

Is the wealth that our nation and economy create being distributed to the working class? This is a serious question, not trolling, just watching news recently and asking myself questions about this as I see a fair level of pent up anger on both left and right sides. I know that there is a layer of folks (I am partially there) that feels that things are OK, I am unsure if my three adults kids would fall into this category. Thoughts?

I put years into USAA many years ago, before USAA even advertised on TV much less did any performative woke sh--. I was there in C when Bob Davis decided that parts of USAA and the people who work there are just disposable biomass. Much like the Indian contractors who vie for izzat points nobody outside the building cares about now.

Have had several friends and family members also come and go from USAA over the years. Short of the period Joe Robles was trying to repair the damage from the Herres/Davis years, everyone left the place never wanting to return or hear of it again (IOW, the typical USAA exit experience).

Overall, a large chunk of USAA membership is now fully aware they are getting subpar financial products, particularly with the bank. But of course also with dwell and auto. It's probably been 15 years now since I've heard a single veteran sing the company's praises. They're still with USAA only because of inertia and the chore of moving accounts away (a chore that's less of a chore now thanks to Plaid).

Then occasionally USAA does something to knock off a few procrastinators who take their business.

Let's take the ridiculous marketing and advertising of P&C this summer, specifically the laughable auto rates that the quotes system has been handing out. How many millions were poured into getting us all to laugh? Many LOLs were had by prospects sharing their USAA quotes on Instagram this season.

Like... GEICO writes motorcycle policies for $75 a bike on a FULL YEAR TERM, right now without UIM and $175 with UIM. USAA can't even underwrite that sector anymore (it used to, back when it also sold jewelry in the basement of the AB building LOL), pays PRO's fees and hands out a sh-t laughable quote 20 times higher. I sat with my sister (she has a perfect FICO 850 no claims) and got a $4,900 annual for a Nissan with 2k miles. Everyone else came under $3,000. The only way I could describe this behavior coming from USAA, and this is my opinion of course... but I'm confident I'm not alone with this opinion: USAA has finally devolved itself into a full-blown FTC-violating scam operation.

It's either that or there is some serious FCF problem at the company to be throwing quotes out multiples to the market, higher than Chubb.

I mean, I guess the new overpaid IBM Bob AI can figure out how to right the company since hundreds of leaders that have come/gone can't seem to figure it out. Perhaps its hopeless.

Remember: USAA was once a business that was growing with no advertising and it also built its HQ on Fred Road while it was never advertising. It had a culture. Which has been completely destroyed and is never coming back. The members were once so excited about the company and the culture, the business sold itself and members told others of its values for free.

Look at it now. USAA is a cesspit masquerading as finance.

Maybe USAA should go ahead and re-register itself into Virgin Islands shell husk like CIGNA did and free the HQ building and the land up. Nobody needs any of the products the company offers any longer.

Is it just me or is the culture at an all time low? It feels worse than ever before.

Where have they all gone?

No really, why don’t we start a union at Visa?

Just left Databricks and jumped over to Teradata… and yeah, I’m already loving it.
Honestly? Excellent place to work. The people are solid, the vibe is good, and it just feels right. If you’re looking for somewhere that actually treats you well and lets you do interesting stuff, this is the place to be.
Glad I made the move.

“Study finds remote workers are far happier and more productive

Remote workers reported much higher well-being, but were also less likely to leave their role

Study also dispels myth that remote workers might feel alienated from co-workers”

https://www.yahoo.com/news/politics/articles/taking-away-peoples-choice-probably-120000206.html

Some workplaces say they want honesty.

They don’t. They want compliance.

The moment you question dysfunction, challenge bad leadership, or point out what everyone else is quietly seeing, you become “difficult.”

That is how toxic cultures protect themselves.

They make integrity look like insubordination.

If you are trying to stay honest in that kind of environment, you need more than good intentions.

You need strategy.

A few things I’ve learned during my career:

1/ Document patterns, not feelings.
One bad meeting can be dismissed. A pattern is harder to ignore.

2/ Ask questions before making statements.
“What outcome are we solving for?” lands better than “This makes no sense.”

3/ Keep your tone boring.
If they can make the conversation about your reaction, they will avoid the issue.

4/ Talk about the work, not the person.
Focus on process, deadlines, expectations, and decisions. Keep ego out of it.

5/ Know who is safe.
Not everyone who agrees with you privately will stand with you publicly.

6/ Know when the culture is the answer.
Some places are not broken. They are operating exactly how leadership allows them to operate.

Integrity still matters. But in the wrong room, it needs strategy.

Have you ever worked somewhere where telling the truth made you the problem?

The LeBron James Innovation Center was built to represent the future. Instead, it increasingly feels like an extraordinarily expensive monument to executive vanity, an architectural masterpiece filled with empty desks, empty language, and far too many empty suits.

Walk through the building on an average day and the most impressive innovation may be how successfully leadership has made actual leadership disappear. There is hardly anyone there, accountability is even harder to find, and yet the people in charge continue performing their roles as though everything is working perfectly.

From facilities leadership to the executives supposedly responsible for product design, development, and engineering, the operating model appears remarkably consistent: protect the narrative, protect the hierarchy, and never acknowledge the widening gap between what is presented in meetings and what is actually happening.

The building is world-class. The leadership seems better suited to a corporate costume department.

These leaders speak endlessly about innovation, collaboration, courage, transparency, and psychological safety. Nike has apparently perfected all five, as presentation slides. In practice, when someone raises a legitimate concern, challenges a failing process, or points to a red flag, leadership rarely addresses the issue. It simply begins treating the person who identified it as the issue.

Nothing says “innovative culture” quite like punishing the people who notice what leadership would prefer not to see.

Real leaders confront uncomfortable information. Empty suits manage the optics. Real leaders create clarity, accept responsibility, and protect their teams. Empty suits schedule another meeting, repeat the approved vocabulary, and wait for someone more disposable to absorb the consequences.

At the LeBron James Innovation Center, there is no shortage of impressive titles, carefully staged presentations, executive theater, or self-congratulation. What appears to be in critically short supply is ownership.

The irony could not be sharper: a building dedicated to innovation operating within a culture that can discourage honesty, punish dissent, and reward people for maintaining the fiction that everything is fine.

Innovation does not come from dramatic architecture, expensive equipment, slogans painted on walls, or executives pointing at presentations about “the future.” It comes from capable people being trusted to challenge assumptions, expose weaknesses, and solve difficult problems without fearing professional retaliation.

When leadership treats critical thinkers as disposable while protecting those who preserve the status quo, the organization is not engineering the future. It is engineering its own decline, apparently with executive approval.

Nike still has extraordinary talent. What the LeBron James Innovation Center appears to lack is leadership worthy of that talent.

But perhaps that is the building’s greatest innovation: proving that you can spend a fortune creating a monument to the future, fill it with empty suits, and still expect everyone else to pretend the emperor is fully dressed.

Caucasian hunters, resume collectors, scam baiters, or whatever the current terms are.

Congratulations Nike you have leaders who are allowing scam agencies into your mix collecting US citizen resumes to be legal when they only hire Indians.

I really wonder what kind of justifications they’re giving for these long-term remote staff. Are they actually that exceptional? Honestly, you can grow a great engineer from scratch in seven years. Laying off in-office workers while keeping remote ones feels like a deliberate move against company policy.

I am quoting the above words from another post.

As a long-timer at ESG, I have the same question! There are many remote workers based in Dublin, Ireland. Most of them report to the legacy VP and Security Response Director from Symantec.

Why are they protecting these remote workers?

Do we have core customers in Ireland?

Do they possess unique skills that make them irreplaceable?
Skills like programming, reverse engineering, or threat hunting/incident response are common in ESG. We have many engineers in other regions who also possess these skills. And, the VP and the Director have laid off many other office workers who possess those skills.

I’m sure this changes month-to-month or year-to-year. But, do people leaders have awareness to layoffs or are they just as caught off guard? Please provide your experiences.

CenTeam,

After a career defined by remarkable leadership and an unwavering dedication to transforming healthcare in our country, Drew Asher has announced his intention to step down from the CFO position on December 31st and retire from Centene at the end of 2027. Drew has been an incredible CFO and a true partner to me in the leadership of this extraordinary company. He has also served as a mentor, friend and role model to countless members of the CenTeam.

As we look ahead, I’m excited to share that Chris Neczypor will join us in September and will become Centene’s next CFO on January 1st. Chris joins us from Lincoln Financial where he served as CFO and also led strategy and enterprise transformation. Beyond his robust financial experience, Chris embodies our One CenTeam culture. He is a collaborative leader who is deeply committed to helping us simplify healthcare and transform the health of the communities we serve. Native to the Philadelphia area, Chris is a die-hard Eagles fan who loves spending time with his family and three dogs.

Over the coming months, Chris, Drew and I will partner on a thoughtful transition, ensuring we are well prepared to step into Centene’s next chapter. We look forward to giving Chris a warm welcome when he begins with the company next month. In the meantime, I’d ask that you join me in thanking Drew for all he has done and will continue to do for Centene. I look forward to celebrating his remarkable career and legacy when he retires late next year.

A crummier company led by cynical, gaslighting people who worry more about "shareholder value" (and value of their stock holdings) than the financial and mental well-being of their employees.

Why are people in their 40s looking to get out of Cisco? I am told Cisco has a very chill environment and people are happy to work there. I am seeing posts here on people voluntarily leaving and it’s scaring me, as I am currently looking to join the company. Do you guys still recommend Cisco?

There are "senior leaders" within IT, specifically within the IT S&S org that have been blessed with the ability to be FULL TIME REMOTE.
Why are these "specials" allowed to work from: Florida, Ohio, San Antonio, Houston.
How is it cost effective for all these leaders to spend 3M $ to meet in MN once a month for a week?
Can anyone shed some light on this? Big bright spot light...