#leadership

They're milking the company for quick profits while it lasts. Layoffs boost stock prices and pad bonuses, even if they hollow out the company for the future. They're not clueless. They just don't care what happens after they cash out.

I'm yet to met a useful one.

We had a great manager who was knowledgeable, supportive, and respected. They forced him out and now we have a credit-stealing dolt. Can somebody explain to me why this was done? Because I certainly can't figure this stupidity out.

With all the recent changes, I have no other explanation.

If you could choose anybody, not just from Intel's current or former leadership.

How long does this leadership think we can keep getting these PR hits and getting away with it?

The leadership's perfect candidate has wisdom of a 50yo, experience of a 40yo, drive of a 30yo, and will work for pay of 20yo.

Not with town halls, but real conversations about things getting better? It seems like they're hoping the issue will fix itself.

We're having trouble attracting top talent these days due to the plummeting reputation. All the bad reviews I keep seeing on the usual sites are true, calling out no leadership, no promotions, and no care. I wonder if the leadership thinks they can ride on Dell's old reputation forever.

Is their strategy to hire more VPs and fire people who understand the business? Veritas - if you are reading this...you are stressing out the staff and ruining what should be a profitable well run business. Stop hiring d-mb VPs who don't know the business and start taking care of your long-time staff. Your bad decisions are risking the point of no return. Who's going to buy this business when our competitors can wait for bids and just take our contracts. HMS used to be a great business but everyone who remembers the 'good old days' is gone. The executives are waiting for their big payday and couldn't care less. This is a model of how not to run a business or how to run a decent business into the ground. If you are an executive: Make smarter decisions or resign! The good staff at Gainwell are tired of this sh-t! Veritas should be embarrassed at how this acquisition turned out! You are a bunch of losers!!

Ford should rotate managers, supervision... around or bring quality talent from outside to change the culture.

Did anyone see our illustrious Chief Empowerment Officer for Clover in Vegas last week? Is she still on the payroll? One of the largest boondoggles from FB & SW.

Haters may not want to read this...
This proves how smart Eddie is. Why continue to run a bunch of dumpy brick and mortar stores that lose money, when he can see his products online and through other retailers? The transformation is nearly complete.

https://www.linkedin.com/posts/jonethington_having-closed-out-nearly-four-years-with-activity-7494034203332972544-yO_O

If Tom makes that decision, are we going to replace Ms. Fleming with someone similar? BD has one of the most inefficient IT teams, and only a capable leader can turn it around. However, I doubt that many qualified candidates would be interested in joining BD.

I changed roles thinking it would help, but it didn't. Nobody leads, nobody mentors, nobody even seems interested in talking to me. My manager has never asked if I need anything or how I'm doing. That's not leadership. That's just someone occupying a title. I'm not staying where I'm invisible.

The idea we can return Nike to glory or even growth just selling more to Wholesale has never been right. Sounds like an easy fix because it is too simple. On and Hoka didn't eat our lunch because of shelf space. Their products were innovative, comfortable and looked cool or different and our running products were not any of that - until at least the Vom18 which is a pretty good Hoka knock off. New Balance brought back retro running and got cooler and deeper in culture through athletes. Adi sparked a low pro trend as were overheating on chunky high pro Air Force, AJ1 and Dunks. They did sell those in wholesale. We now have lost all of the people who get all of this. If or when we ever get those types of people or a new visionary and our mojo back, Nike digital stores and wholesale will all grow. It's not complicated - innovative or cool/style right product and inspiring brand marketing and also being part of shaping culture have always been the answer. When that happens, our products sell everywhere. This is not a turnaround taking longer - what drives Nike's growth just isn't happening here any more - not now nor over the past 2 to 3 years. Even still, that's all easy to say, hard to do. Need visionaries who can also hire talent and inspire everyone. Layoffs are not the answer either.

Why is this going on for so long?

Am I the only one that finds it odd that this large charity event we hold every year does not have our MP anywhere near it? I swear this woman is a ghost and is checked out from this company. She makes time to fly around the country for photo ops at random country music concerts, but cannot spare a couple hours in her "home town" to attend the United Way event.

Workplace excellence often ends up meaning:

looking good
sounding good
being visible
being “aligned”
being socially smooth
fitting the corporate narrative
participating in culture, meetings, rituals

It’s about optics and behavior inside the system.

Work excellence usually means:

delivering results
doing the hard work
solving the real problems
carrying the load
improving the bottom line

It’s about actual output and impact.

Why is the TAO leader (P. M.) threatening an employee about his job security in front of hundreds of employees during her talk in Bengaluru? Why has the Board of Directors and CEO not taken any serious action? Are leaders at that level not accountable for their words and actions? What happened to Nokia being an Ethical Company? How do you think the employee who was being threatened felt after being embarrassed in front of hundreds of employees? Does she think this is a joking matter? What type of damage does this do to Nokia (brand, investors, customers, future contracts (gov't and commercial), employees, etc)? Should leadership be just as ACCOUNTABLE as any other employee?

Heard the update on GCC. A lot of questions were asked by attendees of which some were selected for response. The answers were non-answers which was not surprising. People can handle uncertainty and difficult truths much better when they are presented plainly and honestly. I just wish our leaders understood that.

1. Nix big meetings

Excessive meetings are the blight of big companies and almost always get worse over time. Please get rid of all large meetings, unless you’re certain they are providing value to the whole audience, in which case keep them very short.

1. Ditch frequent meetings too

Get rid of frequent meetings, unless you are dealing with an extremely urgent matter. Meeting frequency should drop rapidly once the urgent matter is resolved.

Leave a meeting if you’re not contributing

Walk out of a meeting or drop off a call as soon as it is obvious you aren’t adding value. It is not rude to leave, it is rude to make someone stay and waste their time.

1. Drop jargon

Don’t use acronyms or nonsense words for objects, software or processes. In general, anything that requires an explanation inhibits communication. We don’t want people to have to memorize a glossary just to function.

1. Communicate directly, irrespective of hierarchy

Communication should travel via the shortest path necessary to get the job done, not through the ‘chain of command’. Any manager who attempts to enforce chain of command communication will soon find themselves working elsewhere.

A major source of issues is poor communication between departments. The way to solve this is allow free flow of information between all levels. If, in order to get something done between depts, an individual contributor has to talk to their manager, who talks to a director, who talks to a VP, who talks to another VP, who talks to a director, who talks to a manager, who talks to someone doing the actual work, then super d-mb things will happen. It must be ok for people to talk directly and just make the right thing happen.

1. Follow logic, not rules

In general, always pick common sense as your guide. If following a ‘company rule’ is obviously ridiculous in a particular situation, such that it would make for a great Dilbert cartoon, then the rule should change.

This is a great site. Really.

People come here with good questions, stupid questions, and occasionally questions so id--tic they achieve a kind of accidental brilliance. That’s society. We live with it.

But we also know this forum has a dedicated HR “team” reading pretty much every post and repost. And, apparently, the “moderators” occasionally lend a hand by making particularly effective posts disappear.

Not insider trading. Not NDA material. Not confidential information.

Just good, sharp criticism of the current leadership.

And my favorite feature—arguably the best health indicator on the entire site—is the down-arrow brigade.

Mention a particularly sensitive subject and, within minutes, the arrows start raining down. You couldn’t ask for a better diagnostic: someone hit a nerve.

And apparently that nerve belongs to the oligarchy.

So, to the HR “team” and the helpful moderators: please, keep it up. The disappearing posts and instant downvotes are remarkably refreshing. They tell us far more than you probably intended. Like that is gonna fix your problem

And to the people running this place: you’re welcome.

We’ll keep asking the uncomfortable questions, poking the obvious holes, and—apparently—keeping your lazy as--s employed.

Try not to delete this one too quickly. It’s almost a compliment.

It seems as though we have lost our way to deliver high customer satisfaction. The forward models are uninspired. Quality leaders seem seem to be happy with status quo. There needs to be a change in the Quality leadership so we can start engineering vehicles customers want and deliver high satisfaction. Is it time for a new Quality Czar?

Is Tanya McNally also no longer at Centene? I see her showing as "presence unknown"........

I couldn’t be more queasy about that whole boondoggle circus in Vegas — dragging out the new execs like show ponies, trotting them around in some desperate song‑and‑dance routine for clients, flogging “new products” that any serious person would laugh out of the room. Absolutely stomach‑turning watching those mercenaries Mike and Takis hauled in strut about like they’re the future of the company, when half of them will be gone before the dust settles, leaving the wreckage behind like it’s someone else’s problem.

And honestly, the LinkedIn boot‑licking from the SVPs is even worse. Reposting every blurry moment from Forum like it’s some historic global summit, all just to kiss MC backsides and prove their undying loyalty. Pathetic, the lot of them — parroting whatever the latest corporate catchphrase is. “Double‑click on this,” “finish the swing,” all that drivel. It’s like they hop online every Monday to see what the biggest su-k‑ups are saying so they can copy it word for word. Watching from a distance and having a good laugh. Have some self‑respect, for crying out loud.

And you ever notice who these people are? Divorced, middle‑aged blokes and women, or married but outsourcing the raising of their kids — yet they never forget to post that one annual holiday photo with the children to pretend everything’s normal. What a life.

Let’s not even start on how much this Vegas stunt cost. I’m sure it’ll have the same impact as Investor Day and that Town Hall where Takis bragged about going to the NBA Finals the night before — as if he could pick a basketball out of a pile of sports gear.

Thoughts? They’re in the transition, why not? Shift a bit of sakes sales.
Less risk and guaranteed a cut for Senior Leadership.

Source :

https://economictimes.indiatimes.com/news/international/us/quote-of-the-day-by-oracle-co-founder-larry-ellison-taking-care-of-your-employees-is-extremely-important-and-very-very-visible-offers-timeless-wisdom-on-teamwork-productivity-in-workplace-kindness-compassion-empathy-charity-shows-psychology-of-true-success/articleshow/133318935.cms?from=mdr

The R2B leadership is more lost than Stevie Wonder and Ray Charles in a fun house. I have never seen this level of incompetence and desperation from a leadership team. Rumors are circulating about significant cuts to senior management and underperforming account managers, along with the possibility that whatever remains of R2B will be merged into B2B.

I can’t say I feel particularly bad for the bootlickers. A lot of people spent their time kissing the rings instead of building skills that translate outside the organization. Now some of them may be about to find out the hard way what the real world thinks their $100K corporate title is worth.

They are next. Most of them couldn't get a middle manager job outside of this company.

Anybody else befuddled by the ELT leadership shake-up today?

Good luck, BA. Starting October 1, you’ll all be reporting to one of the worst leaders at Honeywell. JP is incredibly toxic, and there’s a reason so many leaders under him have cycled out—they’re desperate to get away from his behavior and constant blowups.

BA has delivered consistent growth. Don’t be surprised if that turns into a revolving door of leadership, with people jumping ship rather than sticking around to be JP’s next tantrum target.

The recent post on Culture saw a few positive references to Pat Daniels - reminders of what a great leader he is though sadly someone many current employees would not have experienced.

We are a big company now so it’s great to share with colleagues who the current great leaders are.

Let’s keep this positive shall we? Enbridge HR will have the thread removed if there negative mention of certain VPs.

This will be Judas Moriarty’s 3rd failure in a row.
1 Morningstar Retirement Calculator

• never implemented Cost 180k per year x 3 years
  2 FIS Fiasco - Loss of $4B in client assets
  (should have been canned then)
  3 - New Offshoring Partnership
  Big trouble ahead everyone knows this.

Think about it - Who is going to want to business with MOA - with Judas profile on it ?

This is a flawed individual with deep narcissistic character issues - a true technical mo--n.

Leadership has learned no lessons from the past - Rough future for MOA

Look the other way leadership - this is on you - How long before HR starts sending out excuses !

Any of you got an email with official statement? Since these were group leaders, you would think some communication would follow.

I can't prove it but it's what I think. When Alex was brought on as CEO, everyone was like WTF this guy is at best an EVP at PayPal and definitely not CEO material. Enrique joined the board in 2021. When it came time to hire Alex, every board member was not on that search to hire him/her. It was only Ann Sarnoff, John Donahoe (then the chair), David Dorman, and Enrique. It ultimately did go to a full board vote but Enrique was on that initial candidate review team of four that narrowed downt he list. Eleven months after Alex started, Enrique becomes the board chair. With Donahoe, shareholders voted for him. With Lores, it was not done that way. He was appointed via a governance committee. About 1 1/2 years after Enrique becomes chair, Alex is sacked and Enrique is appointed.

Writing from me but data below from ai research and SEC public info discovery.
Alex Chriss (2023) vs. Enrique Lores (2026) equity when hired:

Regular RSUs: Chriss $16.75M | Lores $16.5M
Performance RSUs: Chriss $17M | Lores $16.5M
Make-whole RSUs: Chriss $10M | Lores $20M
2027 RSUs granted upfront: Chriss $0 | Lores $11M
Special stock-price award: Chriss $0 | Lores $25M

Total listed equity: Chriss $43.75M | Lores $89M - dan's comp was less than 30 million btw. Now you tell me how important WE are in this equation? We are not. I've never felt so disgusted with a company.

finally, one more question, why tf was Enrique's comp almost doubled over Alex Chriss? I also looked at his compensation at HP. our equity package was 4x that what he had at HP. something is OFF with all of this. this is what I am doing instead of working as I wait for the axe to come down. go to h*ll PayPal.

Well.. you all are fu---d based on what was just said on thebeat..

Some interesting chatter is coming out of Florida this week.

Word on the street is that the independent investigation into ousted L3Harris CEO Chris Kubasik isn’t just looking at his recent behavior. Apparently, investigators are digging into old HR complaints from 2021-2022 to see who else knew what was going on.

As most of you know, 3M CEO Bill Brown was the Chairman of L3Harris back then and engineered the merger with Kubasik. The rumor going around internal circles is that some senior executives are worried paper trails or emails might surface showing that Brown was warned about Kubasik's conduct years ago.

Read here in the Wall Street Journal: https://www.wsj.com/business/women-at-l3harris-shared-concerns-about-ceos-behavior-years-before-ouster-966010ab

Not good for 3M if true. I hope it's not true.

This is absolutely horrible and it was allowed to happen. Not somewhere I'll be working for long.

https://www.wsj.com/business/women-at-l3harris-shared-concerns-about-ceos-behavior-years-before-ouster-966010ab