#leadership

How long before Kyle announces his “retirement”? It’s a matter of time.

It’s the same story everywhere, but it feels especially absurd at our
company. VPs and above fly business class, enjoy generous budgets they
seem to circulate among themselves, and receive inflated bonuses for
minimal impact. Many of them likely couldn’t find another role in this
industry paying even half as much.

Shame on the board for tolerating an ineffective CEO. Shame on the CEO for
building an ineffective C-suite. And shame on us for continuing to work
here.

The worst of the EVPs. Mrs "look at me smiling into the camera while I announce the most condescending and heartless changes I could think of".
Good riddance.

you and your post-its won't be missed, you absolute feather brain

Sick of seeing RVs face on linkdin plastering bullsh-t to the public and everyone else who fans over him on there while destroying careers behind the scenes. Oh look hosting our board trash in DC. Spending my millions at the expense of bnys employees headcount reduction. Cut 100 people this week so we can eat fancier meals . Cheerio fu----s

People ask me where they should go to work, and I always tell them to go to work for whom they admire the most. It’s crazy to take little in-between jobs just because they look good on your resume. That’s like saving s-x for old age. Do what you love and work for whom you admire the most, and you’ve given yourself the best chance in life you can.

Anyone else spending most of their time training their new useless leader on what tech is, what their new area does, and wondering the value of the useless leaders salary while waiting to understand direction and deliverables.
Still tons of dead weight just collecting money with no value add work to be had.

T-Mobile US (TMUS) has seen significant insider selling activity in 2025 and 2026, involving multiple executives and major shareholders, though some trades were pre-arranged or tax-related.
Jon Freier (COO): Sold 4,799 shares at $190.00 per share in May 2026 under a Rule 10b5-1 plan, retaining 217,167.63 shares.
Callie R. Field (President): Sold 12,300 shares for $2.96 million in July 2025, part of a trend of insider selling despite strong financial performance.
Raul Marcelo Claure (Director): Sold 550,000 shares for approximately $119.7 million in February 2026, reducing his stake by roughly 38%.
Telekom AG Deutsche: Sold 209,520 shares in July 2025 and has sold over 3.26 million shares total in the past six months, reflecting a larger trend of divestment by the major shareholder.
Thomas Dannenfeldt: Withheld 311.4 shares in June 2026 for tax obligations upon vesting, which is a non-market transaction.

Mike Katz (President of Marketing, Strategy & Products)

Current Holdings: 181,930 shares (directly owned).
Recent Activity: Katz sold 5,000 shares on May 1, 2026, at a weighted average price of $195.81 per share.
Transaction Value: The sale totaled approximately $979,050.
Status: Despite the sale, Katz retains a significant stake valued at over $35 million, reflecting his long-term tenure and executive position. He had previously sold 2,500 shares in November 2025

Mike Sievert (Director)

Current Holdings: 125,696 shares (directly owned).
Recent Activity: Sievert sold 15,000 shares in late February 2026 (Feb 23–24) at weighted average prices between $220.07 and $221.85.
Transaction Value: The sale generated approximately $3.3 million.
Status: Despite the sale, he remains a significant individual shareholder with a stake valued at over $27 million based on current prices.
Mike

This company is literally thinking it can operate the daily works and tasks much easily without employees. Leadership doesn't care about employees. When there is no value to employees then what is the reason behind working here. Need mass resignation.

What’s everyone’s take on the demotions that are coming? We did have a bit of title inflation, but this project seems drastic. Some people are taking a huge hit to their title and external resume value.

I really think leadership is massively underestimating the morale impact of this project. Bain is demonstrating that they don’t understand our industry in doing this.

Because that always worked out for others, right? Id--ts. We're being "led" by id--ts.

Hello
How is the RTO policy now ? Asking for a friend. I heard like a month back the the new CEO don't care much about coming to office and many ppl stopped coming to office as less as once a month?

We have a fearless leader that is constantly threatening our jobs. Now he is going after our vacation time that we earned. SINK THE PULSE SURVEY! Make him wake up from his coffee slurping delusional mindset.

Layoffs that were expected in June now appear to be slipping into July. My guess is the company is adding more people to the RIF list, which is not exactly surprising given Global Payments track record of recurring workforce reductions and the pressure to deliver the $600 million synergy target tied to the Worldpay deal.

Meanwhile, GPN stock is trading at its lowest level since the TSYS acquisition in 2019 and is down roughly 30% since Cameron Bready became CEO in 2023. Oh and the guy that Cameron put in charge to run the SMB business ($6 BILLION!) who has never run a business in his career? Yes, layoffs are definitely coming.

Remember when Cameron got on stage when he became CEO three years ago and told everyone his goal was to build a "best-in-class" culture? Three years later, many teams are doing the work of two and three people, while bracing for yet another round of cuts and the lack of leadership at the C-suite level is truly shocking.

When is the board going to realize that Cameron isn't fit to run the company? Until then, employees should expect even more uncertainty, more restructuring, and more layoffs. So GPN employees listen up, things are only going to get worse so if you get offered a package next month, be grateful, and RUN as fast as you can.

In the meantime, #BringSloanBack!

Well we can hate Dan but one thing he did good is to get rid of the Mafia like Russo, Cox and VPs under them. It needs to be cleaned up and ofcourse Sampath who literally destroyed VZ causing all the churn. I hope now he get rid of useless GN&T VPs and AVPs that keep posting on linked that are all lies.
Dan may not be the greatest guy but him breaking the mafia culture is something we all should appreciate!!! Hans failed at that

It’s funny today they came to shut off the power at a corporate store Lakeland. They said the power had not been paid. The Assistant manager scrambled to call the District Manager. He picked up and could be heard saying he is very busy. The ASM said sir they are about to shut our power off. That DM is very lazy on a normal day They gave them an extension of 24 hours LMAO. When is the last time that has happened. I knew the Retail leadership team were clowns but not our team that is supposed to pay the monthly bills too lol

Must say...so many layoffs came and went....there are cosmetic layoff's in his empire but nothing significant. All his directs are still there. It can't be his or his directs' performance..none of them have any kind of pedigree in real data work. The whole thing is a house built on cards that will collapse when there is a proper regulatory exam under a proper administration.
Tim Ryan must be one helluva godfather

So the legal lady comes in to clean up the mess after CG doesn't "do the right thing." But the whole function is worse than ever. What gives? Where is the talent brains and skill in the org spending all this $$$? Are we really going to win this way?

https://www.bloomberg.com/news/articles/2026-06-10/xbox-plans-significant-layoffs-as-it-transforms-under-new-ceo-asha-sharma

Ole Danny boy is quickly becoming the laughing stock among tech leaders because he’s so over his head about AI. He thinks he’s a leader in the space, and it’s hilarious to read commentaries, feedback, opinions about him that point out his misguided beliefs and his totally wrong view of AI. It’s honestly embarrassing and I know the C-Suite in several large corporations and sitting back building war chests to buy out parts of Verizon once he fully flops and drives the company to its knees. I meet with C-Suite level in multiple companies through consulting contracts, and I can tell you 100% that Dan is the punchline of the joke, but he’s too arrogant and/or stupid to see it.

So, finally, it happened.

First, I want to thank Piotr S. for doing what almost nobody else had the courage to do — breaking the silence and speaking the truth. In that moment, you showed more humanity, more integrity, and honestly more leadership than an entire room full of executives combined.

But maybe expecting anything else was naive.

What can you really expect from a CEO and a C-Suite whose success is measured by stock price and shareholder applause? When your stock-based compensation is worth $7.1 million, finding ways to squeeze another 5-6% out of the stock probably feels more important than the lives of the people behind the numbers. And apparently, one of the easiest ways to do that is simple: sacrifice employees. Works like a charm.

And just like that, a 10-12 year organization disappeared.

3M GSC wasn't perfect, but it was built by thousands of hours of hard work, dedication, late nights, friendships, shared struggles, and people who genuinely cared. Overnight, it was dissolved. Why? Nobody really knows. We were told it's a "transition."

God, these people love transitions.

I'm already imagining the next shareholder presentation:

"Expanding AI capabilities."
"Driving efficiencies."
"Transforming the operating model."

Corporate bingo at its finest.

Then came the management communication. Pre-recorded videos. Carefully scripted messages. Smiling faces. Words that somehow lasted several minutes while saying absolutely nothing.

People left those meetings still wondering:

"Am I staying at 3M?"
"Am I moving to Genpact?"
"Why me?"
"Why not someone else?"

No answers. No transparency. No logic.

Just confusion.

The most impressive achievement of the day was probably making thousands of people more confused after a communication session than before it.

A place that grew, evolved, and achieved things people were proud of. Today, we're left with leaders who seem more interested in protecting themselves and pleasing their bosses than protecting their people.

The irony is almost painful.

Some of the people being pushed out today are literally in Warsaw representing 3M at Women in Tech.

Others are leaders in Pride communities.

Others spent years building Employee Experience programs, WLN initiatives, Belonging Teams, clubs, events, volunteering activities, engagement campaigns.

They were the smiling faces in the videos.

The people holding the 3M logo.

The people proudly telling everyone that this was a Great Place To Work.

Seven years in a row.

LOL.

What a joke that slogan feels today.

Many of those same people are now being told they no longer belong.

Years of effort.

Years of loyalty.

Years of believing the company values.

All erased by a spreadsheet.

Management keeps telling people what they think their managers want to hear. Managers tell leaders what they think leaders want to hear. Everyone protects themselves. Everyone avoids uncomfortable truths. The cycle continues.

And the people at the bottom pay the price.

Today many of us feel less like employees and more like livestock being traded between corporations. Packaged up. Sold off. Handed over. No ownership. No accountability. No one willing to stand up and say:

"Yes. This was our decision."

Just another transition.

Another restructuring.

Another corporate success story for the next earnings call.

So with that, goodbye GSC.

Goodbye to the friendships.

Goodbye to the memories.

Goodbye to the culture that thousands of people spent years building.

Whatever happens next, nobody can take away what this place once was.

May the memories never fade.

❤️ Goodbye.

Lee Raymond’s Famous Quotes on Employee Performance at ExxonMobil

Lee Raymond, CEO of ExxonMobil from 1999 to 2005, was known for his strong emphasis on merit-based systems, hard work, and the role of competition in driving performance. While he did not publish a single “employee performance” manifesto, several of his public statements reflect his philosophy on how people should be rewarded and motivated in business.

Key quotes related to performance and merit:

“The market system requires that people be committed and willing to work hard. Inherent with that is what I call a merit system, which I think gives people the greatest opportunity.”

This statement underscores his belief that performance should be tied to effort and results, with merit being the primary driver of advancement and rewards.

“The main professional responsibility of a person in business is business. He or she must be successful in economic terms, but always within an ethical framework.”

Raymond stressed that business success—measured by performance and profitability—is the core duty, with ethics as a guiding constraint weheartquotes.com.

“It is important to remember that all business has an impact on the lives of real people.”
This reflects his view that performance should be evaluated not just on numbers, but also on its tangible effects on people and communities weheartquotes.com.

“Ethical conduct is something that becomes inherent in an organization over a long period of time.”

While not directly about performance metrics, this implies that a culture of integrity supports sustainable, high-performing organizations weheartquotes.com.

Overall philosophy:

Raymond’s approach to employee performance was rooted in a meritocratic, results-oriented mindset. He believed that hard work, competition, and measurable success were the keys to both personal advancement and organizational success, while maintaining ethical standards as a foundation.

If you need a concise summary for a presentation or discussion, you could frame it as:

“At ExxonMobil, we reward those who are committed, willing to work hard, and deliver results—within an ethical framework. Merit, not favoritism, should be the standard for performance.”

All levels of leaders are gonna be cut. Anyone know when?

I can't believe something like that is happening in freaking 2026. They don't even try to pretend they care anymore, they're just playing A RECORDED VIDEO with announcement basically saying "fu-k you all". Don't we at least deserve a stupid standard teams call with any possibility to speak up?????? #GSCPL

Link dropped in our emails. Let him have it.

Mike Lyons gets 70 million in year one while cutting staff, forgoing bonuses or salary increases for many if not all, stating market and company talking points around why they cannot spend money. All while taking 70 million 😂

Incredible leadership. Just who everyone wants to follow!

So leadership has changed but the new CISO is someone who just can't stop talking. Sheesh...

The most alarming number in the Wall Street Journal’s “Best Companies for the Future” ranking isn’t AT&T’s overall rank of 375.

It’s the Talent rank of 390.

The WSJ’s methodology specifically looked at hiring, retention, and employee satisfaction as part of future readiness. In other words, human capital.

For years employees have been saying the same thing, excessive RTO mandates, constant uncertainty, forced relocations, and a lack of flexibility are driving good people out the door.

Leadership ignored it.

Now a respected third-party ranking is essentially saying the same thing. AT&T isn’t being viewed as a future-ready talent organization. It’s being viewed as a company struggling to attract, retain, and develop the workforce it needs for the future.

Even Kevin O’Leary (hardly a champion of employee entitlement) recently warned that companies risk losing their best talent when they become overly rigid about RTO and where work gets done. His point was simple - if you make flexibility a non-starter with RTO, your talent pool shrinks and you will only attract the undesirable bottom quartile of talent nobody else wants.

And that’s exactly what many of us have watched happen… I’ve never seen this many experienced employees leave. At the same time, a strict 5-day RTO policy isn’t a selling point to younger workers who increasingly value flexibility and work-life balance, it’s a detractor and immediate non-starter. Nobody with other options will ever sign up for this prison-like micromanagement.

Talent rank 390 isn’t the cause of the problem. It’s a symptom of this bad policy.

You can mandate badge swipes. You can mandate presence. You can mandate commutes, but what you can’t mandate is that talented people choose to work here, or stay here.

At some point leadership has to ask whether a five-day RTO policy is helping build the future, or helping explain why we’re ranked near the bottom when talent is measured.

Was in a call yesterday where a vp said "we are locked in a room in sunbury, trying to figure out and setup the new org and reporting lines" for the capital dev team. Seems like we are "reinventing" the wheel again. Incredible waste of time and resources, whilst some leaders egos (and pockets) get boosted. So fatiguing.

A long time well respected veteran retiring ...an unqualified minion chosen = disaster waiting to happen

A single capable person? If there is, who is it?

You wouldn't believe how many talented people are stuck here doing nothing useful because management won't get out of their own way. They constantly override the people who actually understand the details and then act surprised when nothing works right. After a while, even the best folks just stop caring and go into survival mode because what's the point of trying anymore?

Outside of ignoring problems until they get worse?

Why do industry observers and specifically BP staff automatically give high praise to Meg? Can one person from the outside manage to upright a failed strategy and a culture which abhors change?

I report to someone, but after they flattened the hierarchy and got rid of all the middle managers I ended up reporting directly to the director in my org.

He's not interested in or capable of leading a team. I never see him except during our monthly 1:1 (which is basically just a monthly recap so he can tell his boss what I do).

There's no leadership here at 3M anymore. Just a bunch of disinterested, self-important jagoffs having meetings because they didn't know what else to do. And nobody can get promoted, so it's never to change.

I’ve been here long enough to notice how often the company seems to shift based on the latest trend. Some trends fade fast, while others stick around much longer, and I don’t think we always know which is which. I wish leadership would think further ahead instead of treating every new moment like the whole strategy.

My last day can’t come soon enough. This has to be the worst sales leadership in the whole industry. My 5 year old grandkid could do a better job than the SVP and he doesn’t whine n’ cry as much.

Cronyism rules! Very bad leadership except in IT. Then UHG bought them and allowed them to be over two established groups and they tanked those groups. This company brought a massive breach, which is public information, they also brought a “l@wsuit” over their claims system. The breach has caused so many layoffs yet their leaders keep their jobs because they have the ability to pick who gets laid of. Toxic group!

Should be exactly what its always been, "The Fleecing of Lumen Humans" . She might as well tell the truth while she lines her pockets.

Curious people’s thoughts or knowledge of Gunjans announcement from last week announcing the new AiDI org and the change of moving Ankit under CBB product. Seems like a big change that will shift how we work but can’t quite piece it all together, and if it’s viewed as a positive move. What say you, layoff people?