#leadership

Look what do we have in the Gartner MQ leader. Well yeah switching and wireless, but what else?

Not SASE, and his you want to drink some water and what pipe BS.

How long has he been in charge of product with no innovation leadership??

Just promoting himself sadly

I know some of you were already probably on the edge of retirement so this is not for you.

My questions are for those who cannot yet retire. I’m genuinely curious as these are the things that stopped me from even opening the VSP email.

Do you have another job lined up? If not, why would you take it? How long do you think it will take you to get another job? Are you okay with it not being remote?

How do you feel regarding the fact that the amount you’re shown will be taxed? How long do you think it will last?

I know some days my job can be frustrating but I love it. Outside of a few people who don’t pull their weight, overall it’s really not that bad. I have great leadership and a good team and overall a wonderful department in which my team is a part of. I am paid pretty good for what I do. There is never a boring day. I’ve got over 13 years of knowledge and experience and yet still I learn new things. And I get to do it all at home.

Why on earth would you want to leave? I really want to know. There are some people leaving with VSP I am happy that took it because I don’t have to hold their hand anymore, but others, I am somewhat surprised learning they will voluntarily leave but even more taken aback that some of them don’t have anything else lined up. I don’t know some of them well enough to ask this because I am not close to them and feel like asking is inappropriate.

So, I’m asking it here to those who will maybe answer because I don’t want to be unemployed in this economy. If they want me gone, I’m gonna make them do it to me. No way am I volunteering myself.

climbing a ladder made of the bones of all those roles he sla-ghtered

With the massive profits the company is raking in, it might go a long way with the employees who have hit rock bottom morale to give an additional bonus. I know there's a f a t chance of that happening with MW ,but all of us who have suffered through his leadership should get an extra piece of the pie!

One of the many “Chiefs” of marketing (ET) is leaving. Will the marketing bloat and rot be fixed? They need to clean house and flatten that org. It is chaotic. So many of the high paid leaders brought in by the last CMO have done their damage and left.

laying off sales staff or putting them on a PIP for not using Dell's AI Sales Chat enough but outperforming their sales quotas is not....well it's not a sales position, it's a KPI position...I smell bean counters and Icahnists...they reduced payouts every quarter this year, were awarded a #10 Billion.... with a "B" no bid contract from the "government" and the day they reduced commission payouts.....was the same day the VP of sales was given a $123 million dollar bonus....'Merica....I've been with Dell since 2005 and have NEVER seen this level of disloyalty from leadership. Leadership gets paid on orders that are booked.....Managers and sales staff get paid on orders that are shipped...there is a difference..

jana being involved is a huge positive. these are the exact moves we need to make. let's all do a little more and get this back to $200 !!!

More mass layoffs NOT coming within the next year, this wasn’t the start of monthly rounds thankfully, though I wouldn’t be surprised if a couple roles across departments are eliminated, but that’s common occurrence nowadays. This was confirmed directly from leadership in my orgs townhall.

Is there a video or something to confirm this?

So to stop people who leave AEP transmission because of the poor executive leadership over them, they are now going to break the relationships we’ve built with our partners and have another company control our OECs so we can’t build relationships. They are so blind. You treat your people with respect then you won’t have them leaving. Pure and simple. Kamran and Manish have NO respect or repore with their people. Sad.

you should have left dell already. the company is crumbling and the company only cares about how much the CEO makes. Michael Dell has not done one thing for it employees

I'm the richest woman in America. I have a firm that despises me due to my faults. I have 10 ELT members. Two love only themselves. Each of them loves no one but one is very loyal.

I have a wardrobe that transports me to the “big tent” that I used to reference in 2019…just look at the circus that I’ve created where my pink slips are tickets, the leadership has smoke/mirrors, and the only thing missing from my my wardrobe is a flower that shoots water and a red nose.

I have plenty to eat, a mansion to sleep in, and somehow still can't understand that the only person who still wants me here is me.

https://www.msn.com/en-us/money/general/ibm-ceo-arvind-krishna-goes-one-on-one-with-jim-cramer/vi-AA295NFl

He is all over the place. AK is so weird.

Why did the stock tank after earnings? Is this the Kubasik effect or the new CFO or both?

...can keep firing people but it's not going to fill the hole that he's dug for himself.

Fraudster Kelly King’s disciples are running Huntington. Expect a sermon and the same lies and deception at Huntington.

These guys tricked all of us investors for years, and now it is time for them to go and to bring Hock Tan in. He is the only one who can save this sinking ship.

Over the last decade, this company shifted more and more toward hiring and promoting people who are friendly and easy to manage, instead of those who are smart and willing to challenge the status quo. Anyone who asks tough questions or push for better ways of working are immediately labeled as difficult and punished, while yes-people are rewarded. This is exactly why you hear less debate, see less accountability, and see fewer ground breaking ideas. Maybe it’s time to recognize that agreeableness is not the most valuable trait for a company’s success.

Related note, but toxic positivity is also overwhelmingly present here.

Source: Justin Bateh, PhD

Tactical advice for managers running teams, projects, & operations in the AI era | CEO @ AI Operators Lab | Led 40 AI Rollouts | PhD & PMP | Top 100 Maven Educator | Leadership • AI • Project Management • Career Growth.

They didn’t teach me this in school:

1/ Perception beats performance
→ People promote who they trust,
→ Not just who deliver
→ How you're seen > what you do

2/ The real decisions happen before the meeting
→ Most rooms are just theater
→ Influence happens behind closed doors

3/ Loyalty is transactional
→ It’s not personal, it’s positional
→ Don’t confuse company values
→ With job security

4/ Power protects power
→ People in charge defend their seat first
→ Be aware of the hierarchy
→ Even when it's unspoken

5/ Silence is strategy
→ Sometimes the smartest play is no play
→ You don’t need to join
→ Every argument you’re invited to

6/ Allies matter more than arguments
→ Influence flows through relationships
→ The right support can move mountains quietly

7/ Information is currency
→ What you know can help, or hurt, you
→ Share wisely, not widely

8/ Your reputation moves faster than your resume
→ People talk, good or bad
→ Make sure the version of you in the room
→ Matches the one outside it

9/ Not everyone wants you to win
→ Growth triggers discomfort in others
→ Keep rising anyway

10/ Politics are unavoidable
→ It’s not dirty. It’s real.
→ Navigating power is part of leadership

Don’t ignore politics. Understand it. Then use it to protect your team and your growth.

AI entire executive board leadership save millions, VZ stock price might increase

Lincoln Nautilus and Lincoln Corsair coming from China only.

Who is the genius that chose this over US manufacturing?

I have previously proposed in this platform that Nike's answer will be split the company in few different segments and run separately with each segments with its own CEOs who reports to one Big CEO.
That idea was shut down by just about anyone in this site (if they are still in here).

So a year has passed since that exquisite moment and we are sinking more in the mud. It was ankle deep but now it is knee deep.

So I want to ask everyone in this site.
Do you think that splitting company and running more independent is the solution?
Because it has been shown that Nike is too big and vast in sports/fashion industry for one guy, specifically EH and his cronies to fix it and turn it around.
And the little CEO that shows most result should be considered for next big CEO.

So, on to the next bandwagon Jim is jumping on: automation, and hard. AI is suddenly the solution to all our problems. Outsourcing is great, but in 5 years when 85% of white-collar jobs are in India and the remaining 14% are on H1B visas here in America, who is going to replace them?

I wouldn't be too worried; these things go in cycles, and Jim has to look busy and visionary for his boss. What just amazes me is how they haven't caught on that the company's real profit-makers weren't even conceived by him. Zero ideas hatched by him and his team have actually done anything positive.

I'd be a little more concerned with the executive team, their friends and new hires. A criminal has managed training in both Marketing and now oversees Finance training. Look it up—she's been convicted of defrauding companies. But hey, she may be sadistic to employees, but she's a friend of the new CFO, you know, from that tiny car company (or was it a software company? Not sure Lucid even knows...).

https://www.theguardian.com/media/2005/jul/14/advertising1

This company has gone in a very weird direction. We have LL2s with no common sense or understanding of what manufacturing actually looks like, and C-Suite individuals with zero understanding of manufacturing, coming from companies that weren't even best-in-class for their own areas.

DEI was fun while it lasted. Interestingly, a significant portion of the current LL3 and LL4 leadership secured their positions through this initiative. Now, some appear to be distancing themselves from their past involvement, as it has become evident that a few individuals actually we-ponized their influence against others.

Ford — Start treating your people with dignity and respect. Use some common sense, like your parents did, and you might eke out survival. Quit playing politics (you're all terrible at it), or hire some political consultants to help you clean up your act. Fire the incompetent, fire the criminals, and fire the ones that don't embody good, old-fashioned family values and morals. At least show the public you've turned your act around to save yourself a shred of dignity in the community.

Crescent Communities has implemented layoffs, attributing the decision to a slowdown in development investment. The company has not disclosed the specific roles that were eliminated. These workforce reductions follow a recent leadership transition within the firm. The exact number of employees affected by the layoffs remains undisclosed. This move signals a strategic adjustment by Crescent Communities in response to market conditions.

Charlotte, North Carolina

https://www.bizjournals.com/charlotte/news/2026/07/30/crescent-communities-layoffs-charlotte-developer.html

Wow that PPD townhall was my first time watching Harmeet speak. My god, talk about monotonous, boring and uninspiring.

Seriously when people ask questions like how will people who lost their skip level or direct managers be fairly assessed on their work this year, the response shouldn't be a plain "yes they will be assessed for their work throughout the year". Duh, people are seeking clarity on the HOW, for goodness sake. Talk about how you already drew up the relationship graph of people remaining in the org, how you guys took stock of how the entire ecosystem of projects fit together, how teams are going to be assigned under new leaders who are genuinely excited at what they have to provide.

What's the point of these townhalls if you're going to be as vague and sombre as possible? When people ask questions about motivation, you don't just tell them to sit with their feelings for this week and look forward to the future. Tell us what exactly we should look forward to, and if layoffs are done for the foreseeable future, then use that to motivate remaining workers. Give people a carrot or something! When people asked if alternatives were considered, talk about how existing employee benefits cuts were considered, whether costs regarding AI models (why are there 80 available models btw) could be cut, whether this was made accounting for that crazy phase of token maxxing, will leaders personally taken salary cuts / pay increases this year during such a "sad and difficult time" as they claim.

Do these people even know how to motivate or show empathy at all? Have they been in genuine leadership positions outside of the corporate world where you actually have to inspire to get people to follow? In the military you have servant leadership (personal sacrifice) at the core, on sports teams captains are expected to display leadership by example, these people have no idea what any of these concepts mean!

They're genuinely soulless puppets, you can see it in their eyes, Harmeet, Rajat and whoever that HR minion brought up to speak during the townhall was. Actively applying for other roles right now, whatever culture Al Kelly instilled is completely gone.

How many Dell PMs does it take to implement a feature?

Ten minimum

• One PM to ask engineering what features they’re working on given the PM roadmap is just whatever engineering accidentally mentions in Slack.

• One PM to get permission from engineering to talk about the feature followed by a mandatory disclaimer from engineering stating no commitments or guarantees the feature will actually be delivered.

• One PM to break the feature into 13 micro‑features so engineering can ship 1.5 micro stories per quarter and claim iterative customer value even though it doesn't work yet.

• One PM to update the roadmap no one sees, trusts, or uses because it changes so often it’s basically a weather forecast.

• One PM to create a 67‑page PowerPoint deck his manager will present as if he personally invented the feature, the product, and possibly storage itself.

• One PM to plan the release date four years from now, which will later be delayed because engineering discovered “unexpected feature creep."

• One PM to schedule a customer advisory call to validate the feature, then ignore all feedback because engineering thinks the customer is wrong.

• One PM to rename the feature three times so marketing can claim it’s AI‑enhanced.

• One PM to write the requirement and five more PMs to argue whether the requirement should exist at all or be replaced with a vision statement.

• One PM to present the feature in an exec review where leadership will ask why it isn’t already shipping, why it isn’t generating $400M ARR, and why it doesn’t run on ARM.

What are his contributions over the years?

He needs to go.
If you're running with 50M plus quotas, being micromanaged is just stupid.

so Chris D is gone... what did he deliver?? see you later...

What a day for Dell! they subjected the entire sb in round rock to a pie eating contest like the Mandingo fights from Django unchained. while they put the entire sales force on a draw. MD would've walked in like a plantation master and started throwing his coins at us like beggars

An Open Letter to Shane O'Kelly, the Executive Leadership Team, and the Board of Directors of Advance Auto Parts

From one of the thousands of leaders in the field.

Today, another respected leader is gone in RVA.

Whether you agree with the decision or not, field leaders across the company are asking the same question:

Have we reached the point where a Vice President's, DMs', GM's, TM's career can be defined by Project Pack sales?

If that perception is true, then we have lost sight of what is actually wrong with this company.

I honestly don't know what's more disappointing.

The previous leadership team that many employees believed focused on corporate initiatives while the business continued to deteriorate...

Or the current leadership team that appears to believe Advance Auto Parts can fight its way back by demanding more Project Packs, more attachments, more scorecards, and more pressure.

This isn't a turnaround strategy.

It's a distraction.

Selling more Project Packs will not fix years of declining market share, inconsistent inventory, operational challenges, technology issues, staffing shortages, customer frustration, or decades of strategic mistakes made far above the store level.

Those problems weren't created by Store Managers.

They weren't created by General Managers.

They weren't created by District Managers.

They weren't created by Vice Presidents.

Yet somehow, the people closest to the customer continue to carry the burden.

Every quarter there's another initiative.

Another metric.

Another conference call.

Another dashboard.

Another leader gone.

Meanwhile, the fundamental questions remain unanswered.

Why do we continue to lose experienced leaders?

Why do we continue to replace homegrown talent with outsiders who don't understand our culture?

Why does it feel like accountability flows only downward?

And where is the Board of Directors in all of this?

At what point does the Board stop measuring PowerPoint presentations and start asking why so many dedicated field leaders have lost confidence in the direction of this company?

The people in the stores are not asking for miracles.

We're asking for leadership.

Real leadership.

Leadership that listens before it mandates.

Leadership that fixes broken systems instead of creating new scorecards.

Leadership that values people more than weekly KPI reports.

Most of us have dedicated years—some, decades—of our lives to Advance Auto Parts.

We have missed birthdays.

Worked hurricanes.

Opened stores before sunrise.

Closed them after dark.

Worked weekends.

Covered vacancies.

Helped struggling stores.

Trained future leaders.

We stayed because we believed in this company.

We still do.

But belief alone cannot carry a company forward.

If today's events have taught us anything, it's this:

Fear does not inspire performance.

Pressure does not create loyalty.

And no company has ever KPI'd its way back to greatness.

Advance Auto Parts deserves better.

Its customers deserve better.

Its shareholders deserve better.

And most importantly...

Its people deserve better.

A Concerned Advance Auto Parts Leader

Other SBGs hear that BA is the promised land. How are things there, really? What is the leadership like and what is it like to work there?

T-Mobile is making leadership changes, including the departure of Mike Katz and the
rebuilding of the Un carrier spirit. The company is seeing progress in enterprise and
small-sized businesses, but the success of T-Mobile for Business is unclear. The
speakers discuss the potential for growth in the mobile business and the importance
of maintaining a fixed cost versus variable cost decision.The potential for disruptive companies to move into themobile space, with T-Mobile and Charter expected to see strong growth. TheSo we got some leadership changes taking place across the industry. Most recently, T Mobile where Mike Katz is stepping away after two decades. Coming on board at T Mobile as their new chief enterprise officer is Chris Sambar, who will be leadingthe SMB enterprises and government businesses. What we are observing here at T Mobile is with Srini Gopalan, a rebuilding, and we talked about thiswhen Srini came on board, a rebuilding of the Un carrier into a company that is even more focused
now on execution than it was ever before.With Greenie now being deeper in the saddle, and we saw like half a dozen of senior execs already leaving, the senior leadership team is like three quarters new.We see that Sriniis putting his team in place. You know, Andre Almeida, who came from Europe, oneof his close lieutenants of Srini's lieutenants, he ran the expanded enterprise group that not only hasbusiness init, but also like key ads and the Al efforts. He is now moving over as the president of marketing.It will be very interesting of how Andre will do that.They hired Chris Sambar, who, up until about two years ago, was at AT&T, a highly respected executive, a terrific leader, straight sho-ter, great executor, one of the architects and implementers of AT&T's FirstNet success story. For the last two years, he was like the COO of a storage company, and
now he's coming back to telecom. With Chris, T Mobile is getting a terrific executive. When we look at T Mobile for Business, they're making progress. They're growing. For somebody like Chris to come in, there's only upside,you know? In comparison, it's a huge number as a multiple. In absolute numbers, we always knew it was like.modest, but you have to start somewhere. And so, Andre is handing over that portfolio, and | think Chris will execute very well here. Yes. It will. Yeah. Well, let's see exactly where Chris takes this. On his farewell LinkedIn post or his goodbye to T Mobile LinkedIn post, Katz mentioned that he startedas ajunior in college as anin store sales rep. And with him, T Mobile and you have to give TMobile a lot of credit for rewriting telecom and, as they like to say, changing wireless for the better.He has a big role in this. He was also instrumental in forging the MVNO between the cable companiesand T Mobile for the business side. He never got enough credit for this. He was kind of the unsunghero here. | watched this over like five years happening, and how this slowly progressed forward.And without him, T Mobile would not have closed that MVNO agreement. You know, the cable companies just recently, and | don't think there was a big announcement about it,
they fully launched on T Mobile. | would say that the cable guys the cable guys are coming for small and mid.Now that
they have an offer where they can address up to a thousand lines, | would expect that the cable companies will get a lot, lot stronger in business on the mobile side.So, it will be an increasingly crowded space where three very disruptive companies, T Mobile witha new leader, Charter and Comcast, especially a Charter that will have absorbed Cox soon, play the.business market You know, we mentioned it before, T Mobile made about six monthsago the opposite decision of adding more company owned stores. For me, more company owned stores means you're more bullish that you have pretty consistent traffic where you put them.Whereas the variable decision, you don't know if it goes up or down, and you only want tocompensate for performance is when you move towards mobile.And from the T Mobile front, a branding perspective, you own the overall experience. So youyou are making sure that your employees are giving those customers exactly what they want.Obviously, you need the foot traffic to make that happen first and foremost. But, yeah, it's an.interesting divergence.At AT&T, about a month ago, Pascal Desroches announced he'll be retiring from a CFO position at the end of the year, and he will be replaced by Jennifer Beery. She's an AT&T alum,most recently CFO and COO at McAfee. Thoughts on Pascal stepping down?
Well, Pascal was the right man at the right time. He came in with John Stankey taking over as CEO,and he established a different tone than John Stevens had. Pascal really established faith and trust
and transparency back into the AT&T numbers. Under John Stevens, they changed how they reportedthe number almost every quarter. And it was so difficult to reconcile of what's actually going on in the
company and what the numbers said.
And as a result, none of the analysts trusted really AT&T's numbers. And a result, the stock traded ata discount of where it should trade. Pascal, who is a great person, really simplified how the company
was reporting, made it a lot more transparent, which also helped the company then to fully
demonstrate the success it has made over time, and how the company has focused on thefundamentals that has made AT&T an American icon. John Stankey refocused the company's strategyonconvergence. And Pascal told the story very successfully to Wall Street and investors.We did some work around investor relations. And one of the things that's also very interesting is
about half of AT&T's shareholders are retail shareholders. And what came out of that work that we did is that PASCAL restored the trust of small investors in the company. Investor Relations typically only deal with the massive investors, which is only half of the universe. And so, you know, Jennifer is coming in.She worked for John Stankey also before. When you go back when Jennifer worked for John the first
time around, John was very effusive about the qualifications of Jennifer. And I'm sure it hurt him when she stepped away. And what you need inthe relationship between the CEO and the CFO is a trusting relationship, you know, next to the COO. It's the most critical relationship you have.| always like to say the CEO is the brain of the company. The COO is the heart in Jeff McAlfresh. Hemoves the blood through the organization. The CFO is the lungs. They supply the oxygen that the
heart needs to push the blood through and to supply also the brain with oxygen.John gets back somebody he knows, he trusts, and based on what he said inthe past, admires and really gets along with.

OK, so I have sympathy for everyone who's impacted, and nobody deserves this. They don't need to get rid of all the directors and VPs because some of them actually know what they're doing. But seriously, and objectively, they should get rid of the ones who have no understanding of the ins and outs of the team. Their biggest contributions are taking credit for their managers' and ICs' work, creating unnecessary bureaucracy, and dragging everyone into endless, pointless meetings. The team/org would honestly run much better without them.

Is anyone on this meeting with Marissa??? What is happening….. why are they allowing people to change their minds. What a poorly lead organization. This is PHCO. We can also request a negotiation of our separation date…………

There is a unique kind of professional dread that comes with sitting in a mandatory weekly roundtable for a company with no remaining backlog. Being asked what are you working on when the answer is effectively nothing, because we are sitting ducks turns corporate communication into pure performance art. It highlights a painful gap in leadership when routine replaces reality, forcing employees to invent micro-tasks just to fill the silence.

Large number of them can be replaced with AI far easier than your lower level SMEs.

CTX is the worst. I don’t know anyone, other than a handful of a$$ kissers that don’t do any real work, that are happy. One of you leaders with some b@lls needs to step up and make some positive changes before all of the good people are gone or too burnt out to care.