#leadership

The next All Employee Meeting is at a CEC so they can turn the hype-meter up to 1,000 and not take any tough questions from people at HQ who actually know what they’re up to.

What happened?

As a long time WF employee and working in CAO for past two years, I have never witnessed so much workplace dysfunction and nepotism. I felt the need to urgently bring to your attention a severe and accelerating crisis within the Chief Administrative Office (CAO), led by Chief Administrative Officer Executive (EE).

The CAO organization is experiencing an unacceptable moral decay and operational drain, directly caused by the volatile and autocratic leadership style of its executive. What was once a high-performing division is now defined by a hostile work environment, blatant nepotism, and a systematic erosion of trust. Senior leadership intervention is no longer just recommended, it is immediately necessary to halt the departure of our top talent and protect the institution.

Key Issues Requiring Immediate HR and COO Action

Systemic Nepotism and Incompetence: Individuals with pre-existing personal relationships with the CAO are consistently fast-tracked into senior positions despite a demonstrable lack of competence or qualification. Qualified internal candidates are routinely bypassed in favor of personal acquaintances, undermining meritocracy and operational integrity. Some of these folks are located in UK and not qualified to run a program at a local credit union.

Volatile and Toxic Work Environment: The CAO repeatedly exhibits disrespectful, abrupt, and hostile behavior toward staff. This high-stress atmosphere creates a culture of fear where employees are discouraged from raising legitimate concerns or offering constructive feedback.

Severe Talent Drain: High-performing, long-tenured employees are leaving Wells Fargo in alarming numbers specifically to escape this volatile management. The constant loss of critical institutional knowledge poses a direct operational and strategic risk to the enterprise.Poor decisions are being made.

Required Actions:
To restore integrity, morale, and productivity within the Chief Administrative Office, we call on Executive Leadership and Human Resources to take the following steps:
Independent Leadership Review: Initiate an immediate, anonymous 360-degree review and climate assessment of the CAO organization, conducted by a neutral third party or dedicated HR task force, to evaluate leadership behavior and psychological safety.
Audit of Recent Hiring and Promotion Practices: Conduct a thorough audit of all lateral hires, promotions, and senior appointments made within the CAO division over the past 12 to 18 months to ensure compliance with Wells Fargo’s equal opportunity, merit-based hiring standards and anti-nepotism policies.
COO Governance Intervention: We request that the COO's office establish direct oversight metrics for CAO attrition, employee feedback, and organizational management until stability and professional standards are restored.
Wells Fargo cannot afford to lose talented, dedicated professionals due to unchecked personal misconduct at the executive level. We urge HR and COO leadership to act swiftly to protect our people and our organization.

Is there a more pretentious and annoying group of people than Sr. Principals? I swear every single person in that role, male or female, are kind of dou--e bags. It’s all the worst qualities of a someone who’s a director but didn’t have the people and leadership skills to become a director.

https://www.conocophillips.com/news-media/story/conocophillips-announces-planned-leadership-succession-andy-obrien-named-president-and-ceo-ryan-lance-to-assume-transitional-executive-chair-role-konnie-haynes-welsh-appointed-cfo/

The worst that ever led a Fortune 50 company

There appear to be further layoffs underway, with additional restructuring anticipated. Has anyone heard any credible information about the scope, timing, or areas likely to be affected?

Pembina has become an increasingly difficult place to work, particularly regarding leadership, organizational direction, and opportunities for professional fulfillment. The company’s recent performance also raises questions about whether its strategy is sustainable. Its reliance on commodity hedging and expansion into areas where it may lack sufficient expertise creates concern about long-term planning and execution.

From an ownership perspective, the organization appears increasingly driven by short-term financial priorities rather than talent development, effective planning, operational discipline, or a clear strategic vision. Stronger leadership, transparency, and organizational focus are urgently needed, perhaps something that JS and his gang is missing.

Anyone catch that LA mansion trip

Nike Budget Meeting:

'Sorry everyone, we're in really tough times. No raises. No team lunches. No travel. No new hires. Please share a stapler with three departments.'

Meanwhile...

'Book the 37-bedroom Beverly Hills mansion, fly in the athletes, reserve the Michelin-star restaurants, add a private chef, hire a DJ, extend the trip into a family vacation, upgrade everyone to first class, and if the infinity pool doesn't overlook the Hollywood sign, we'll need another mansion.'

Leadership:
'We're all making sacrifices'

Some leaders are remarkably skilled at standing near innovation and taking credit for the temperature.

They wander through the work, ask carefully rehearsed questions, nod with executive concern, repeat whatever language is currently fashionable, and then disappear before anything difficult requires courage, judgment, or accountability.

Their greatest innovation is turning self-promotion into a full-time position.

While talented people build, test, fail, solve, and push through resistance, these leaders focus on the truly important work: remaining visible, politically protected, and conveniently adjacent to every success.

No meaningful decisions. No barriers removed. No risks taken. Just endless positioning dressed up as leadership.

It is an impressive performance, really.

To contribute so little while appearing so important requires a very specific kind of talent. Real innovators leave behind better products, stronger teams, and meaningful progress.

Performers leave behind meeting invites, talking points, and the lingering question of what exactly they do all day.

It seems like a lot of managers and executives are taking their time.

I'm not sure if people really know what AI is and how it can help

We have it but are limited to how much we can use it for.

Elon announces he wants to have mobile service via Starlink, and the TMUS stock drops to $172 a share. This POS is down $50 a share over it high in March of $221 a share. That's some awesome executiving.

https://finance.yahoo.com/markets/stocks/articles/spacex-starlink-threat-sends-t-110144114.html

Where is the acknowledgment? Everyone is posting open roles… “join an amazing team at an amazing brand!” Is this a joke? $11K less on average? Seriously? Many of us felt it, but were assured the “2x yearly” salary check caught and fixed these things. They even declared pay equity across the spectrum at one point. How does DEI leadership even sleep at night? How does anyone stay in these roles? Money? Stock? What’s your soul and integrity worth? Not much, apparently.

Why are people so chicken shiiit scared to post names, initials, products, groups, or orgs on an anonymous site? These FCKRS have destroyed 10s of thousands of lives. They should be called out. Call them out!!

The amount of work getting dumped on people after the layoffs is honestly ridiculous. They’re putting new supervisors into roles they don’t even know yet, then expecting the people who’ve been around forever to basically train them and keep everything afloat… all with no extra pay. Leadership really sc--wed over both the new sups and the employees they’re now relying on.

Lambert leaving L3H was not a significant surprise. No need to dive deeper on that, we all know why.

Chris Melito is in now. Are we just checking boxes and filling roles? WTF!

My boss keeps making consequential statements in supervisor calls, allowing people to react to them, and then later reframing or correcting what she originally said. It’s maddening.

The whole team then misunderstands or panics over her statements badly enough that she has repeatedly needed to issue corrections.

For Gods sake please leave John. Nothing you will do will brighten AT&T’s future. The damage you are doing will lead to the company being bought out. Your ego has you frozen in place. You are the reason not the employees that the company is going nowhere. Your leadership is the worst I have ever witnessed. Take your shiny slick dome and ride off into the sunset forever!

Someone in the ELT is probably raising a glass while shareholders are staring at a 20% post-market collapse and another 52-week low.
Green day? "Look at the value we've created."
Red day? "The market is overreacting."
No. The market is keeping score.
You can't win the AI race with a legacy mindset. While competitors reinvent themselves, Teradata still feels like it's trying to bolt AI onto yesterday's business.
The stock isn't the problem.

It's the scoreboard.

Hello everyone - came in to get some laughs and get caught up on the BS I left behind. Life is better after 17+ years with CVX and recently hitting a one year anniversary with the new company and new leadership/team. Sorry to gloat but greener grass is attainable!! Hope you all can get out of the misery, backstabbing and nightmare and find something more fulfilling that does not drain the life out of you everyday. Wishing the best to all my former CVX family I left behind...................xoxoxo

Shame on you guys. I recently happened to interview a person from Oracle. He was a director in Oracle and was laid off last September. I initially rejected the resume saying big NO for Oracle but had to pick the resume due to strong recommendation.

He claimed to possess tech skills on paper and was able communicate clearly on his projects. Tech gap is ok. The real gap was his financial and strategical thinking. He doesn't seems to have futuristic vision and seems maintained his project in status quo. He doesn't have clear budgeting knowledge. Later figured out he was just running the show with his India team and some engineers which was taken over by his another peer.

Seems lots of managers and directors are hanging around in Oracle like this without basic management skills and a set of people. btw I am an ex-oracle pmts but in senior position now.

Dear ex members of the ELT,
It has now been proven that you were completely remiss and liable for the total destruction of this once great company. You placed personal ambition above fiduciary duty, personal gain and opulence above shareholder value and introduced a culture where sycophants were promoted and prudent employees dismissed. It is time you put your hands up and explained and took account for this. You have hurt a great many people, their families and loved ones along the way. Whilst at least one of you is a known narcissist, the silence is deafening. Where is this empathy that you all so dearly told us we must have?

Laid off today, no notice from "leaders", a simple/stale email from "the people team" that my position has been eliminated. A company that says it has values/principles yet exercises none of these for the welfare of their employees. They have also sheltered people that have committed s-xual harassment and I have proof. Good riddance. I would not work here.

After 20+ years it’s time. It’s not the same USAA and this leadership team is running it to the ground. Good luck everyone!

New CEO is going to be on board within the next 60 days, ole Nic's hand picked boot li---rs days are numbered. What's your guess the first boot li---r to get papers?

I must say.. initially I thought Dan did not have a strategy. But when Board member said he didn't want to get ahead of Dan on strategy it's now obvious.

Dan's strategy is to rebalance expenses and eliminate Han's DEI stink.

How? Appoint Consumer President and Consultants outside of legacy Inept Vz Execs to reset Verizon for aquisition.

There is zero operational/marketing strategies for growrh on purpose.

Buckle up!

Big Town Hall tomorrow being given by top leaders of CE Custody, now part of Fid Wealth. Anyone have any idea if it’s anything different than the usual upper management patting themselves on the back for the work that beyond burnt out depressed associates are doing and how low they keep expenses? Maybe some announcement about changes due to being a part of lovely Fid Wealth?

Apparently Erik Day and other MB managers are saying they laid people off because sellers said they wanted more accounts in Tell Dell? Has anyone else heard this too?

How incredibly insulting!!

How’s this going to affect DDAT, ETPRM, TPS, ITST damn so many acronyms and whoever else was under her.

Where should the line be drawn between collaboration and unofficial leadership responsibilities?

If an individual contributor is consistently asked to train new team members, mentor offshore colleagues, transfer domain knowledge, and guide technical decisions without any formal recognition, title, is that considered a normal expectation of the role?

How do others handle this? Do you continue taking on these responsibilities, or do you set boundaries and ask for the role and expectations to be formalized first?

The man who gutted .com and SNKRs teams and made a joke about it has been sacked. What’s next in the saga of GT upheaval.

Centene started with layoffs in 2021 after acquiring WellCare, due to promising most of WellCare employees to keep there jobs. When Centene decided to rebrand their Medicare product (AllWell) to WellCare a decline started. After acquiring WellCare, members talked to people all over the USA, not just in the state they lived, this also caused a decline on membership. Cut the fat at the top, let the company go back to the way it was ( talk to people in your state that know your state and resources). Centene was a great company to work for until 2021, acquiring WellCare.
These are my thoughts and observations!

Jeff Clarke. Will this mean leadership changes reporting to CEO - usually does, look at Five9

DOS in NY?

Was it what he said on video?

Some of the leadership in town halls, they don’t even pretend to fake it. Last Town hall, some of them even started blaming AGI as a hoax and here I thought that we are the champion of AI and AGI with $2 billion spent. ROI will bite us badly watch out, CandyCon will jump ship.

Getting deleted in the name of moderation? He's the head of a dept so senior enough to be named and shamed for his shenanigans

No communication no clear updates and Jennifer is no where to be seen apart from a low impact appearance on an all hands with a teleprompter.

Is this really good enough?

I hate this place so much, and I believe this leadership is capable of anything, including that.

We keep cutting the wrong people. Until leadership goes, nothing fixes.

No one has seen corporate officers out in public or at work centers. Are they hiding in their corporate refugees and private equity firm gated enclaves? They obviously recognize outside their fawning and servile sycophants they are loathed and despised by employees and customers. It is obvious they are going to extreme measures to conceal their whereabouts. We have to face our coworkers and customers everyday. Why do we continue to tolerate cowardly leaders, who have no skin in the game and steal all our profits?

So, what do you all think are the changes that are going to hit now that Jack Attack has 3 months and 24 days under his expansive belt?

Kane out <-- Too old, not bringing in the razzle-dazzle anymore
Brenda out <-- Mid market wh-z-bang not growing fast enough to hype hype hype
CTO Hughes out <-- not technical at all and an certifiable a--hole

Anyone else have any-other predictions on this disastrous team TEAM dream team? Who's next on the package and gag-order list?

After sitting in a few of the technical board review meetings, I can say this, totally unimpressed with the quality and caliber of these teammates. My dog can recite the buzzwords better and actually understand what he's barking about more intelligently, really.