#management

With this new wave of layoffs, are you seeing any evidence of a reduction of the number of management layers as mentioned by Enrique? Managers, Directors, etc...?

I know my manager is an id--t but what kind of a heartless monster do you have to be to schedule a 1:1 titled update with somebody on a layoff day??? Related to something that isn't even all that urgent? I'm so, so angry now I can't even think properly. Yes, I'm relieved but I genuinely thought I was getting cut. I nearly threw up. What the fu-k???

Just for fun, go out to Workday and checkout the Corporate Strategy org chart. Seriously, Directors and Managers with ZERO direct reports. What is happening? We’re being told 1-16 is the new normal, but apparently this area is special. What are they even doing?

Goes to Enrique Lores

Seeing another Chief executive hire this week and more VP hires. Can someone explain the logic?

sadly, the weak stock price keeps the management and the board on edge.

Wall Street won’t spare the management, and the management won’t spare any of us.

The company is fundamentally misunderstanding what needs to happen to the structure of the organization - they are busy pushing out people who do things instead of people who manage things. It's the management layers that wont be needed in the future - they can be replaced by AI. The loss of knowledge and expertise provided by the doers will impact the corporation not the removal of management layers which are just there to polish KPIs and powerpoints. The top heavy organization will crash in on itself. It's time to cut the exec layers.

There is an old leadership principle: A leader's competence is measured by what they build, but their accountability is measured by what they ignore.

For nearly a decade at Centene, General Counsel Chris Koster has held primary responsibility for legal and regulatory oversight. Yet under his watch, the company has paid millions of dollars in state and federal settlements while the compliance infrastructure scrambled to contain the fallout.

To understand how a health plan incurs ten-figure regulatory penalties, one need only examine the appointment of Ashlee Knuckey as Chief Compliance Officer.

When Koster tapped Knuckey for the CCO seat, he elevated an individual directly from a law firm background, a litigator with no operational tenure in corporate compliance programs, no track record in managed care execution, and no prior experience as a Chief Compliance Officer.

What followed was four years of organizational turbulence disguised as a "compliance transformation."

Repeated internal escalations warned that the program lacked basic execution standards, structural clarity, and the foundational knowledge required to build an effective managed care compliance framework. These warnings were brushed aside. For four years, the enterprise operated in a state of compliance compromise, a persistent vulnerability that no amount of settlement checks can permanently ensure against.

Now, following Knuckey's exit, Koster has embarked on a series of "listening sessions" across the department. The timing invites obvious skepticism: where was he for the last four years?

Centene cannot pay its way out of fundamental governance failures indefinitely. Listening after the damage is done is not oversight, it is reputation management. If leadership failed to act on internal warnings when the compliance program was being dismantled, these listening tours are not a course correction. They are optics management.

Real protection requires leadership that understands what compliance actually entails on the ground. As Centene searches for a new Chief Compliance Officer, one directive must remain non-negotiable: do not hire another law firm attorney without operational compliance managed care experience. The next CCO must be a proven industry veteran who has successfully built and led compliance programs inside complex healthcare payers.

If Koster wants to demonstrate actual accountability now, he should step back from isolated decision-making and bring frontline Compliance team members directly into the interview process for the next CCO.

Otherwise, Sarah London needs to ask the hard question: after ten years and a billion dollars in regulatory costs, what, exactly, has Chris Koster been doing?!

How much longer is it going to take? Apparently HP has an inflated view of who should take the job than who is actually interested in it.

Anyone notice the trends last 2 years?

For the surviving “CenTeamers,” Gallup has some encouraging news. About 1 in 10 people has the natural talent to be a great manager.

Unfortunately, companies pick the wrong person for management 82% of the time.

Even better, managers account for at least 70% of the difference in employee engagement between business units.

Gallup also points out that companies often promote people because they were good at their old job, had been around long enough, or seemingly “deserved it.” None of which means they can actually manage people.

My favorite finding: statistically, there is/was probably someone on your team with the talent to be a great manager. There’s also a pretty good chance it isn’t/wasn’t your manager.

Source: https://www.gallup.com/workplace/231593/why-great-managers-rare.aspx

But don’t worry, CenTeamers. The next Pulse Survey should get to the bottom of this!

London Calling, Sarah. Gallup says companies pick the wrong person for management 82% of the time. Centene seems to have solved that problem by promoting them and laying off the other 18%.

#SimplifySarah

My supervisor is unbearable for about a week every 28 days. It is like clockwork. Is this some sort of management technique? Why would she be mostly agreeable and then a total monster out of nowhere?

It’s time to throw in the towel, this nonsense story of some kinda turnaround has been going on since the CQ acquisition. I am not sure why Wall Street and Financial Analyst believe this bull#sh-t.

If it's true that the board only cares about stockholders and stock price then that explains their worth to the company. It's like our weekly conference calls. I want 30 sales this week, that breaks down to 5 per day, here is a sales plan that involves free time and I want you to call people until you get 30 sales. Same every week and the rvp has done his job. The tools are a cr-ppy POS system, Internet phones and the same call lists week after week. Low sales the store gets blamed high sales the management gets bonuses . You want stock prices to climb get rid of these do nothing fools and put your effort where your customers are. Revenue is generated by stores fools. Dm's rvps svps don't make the company a dime and almost none of them even know how to take a payment. Make us do Amazon returns with the business model of let the stores do all the work with no support or training and ignore what happened to Kohl's. I don't sell cars or insurance I work rent to own. These returners aren't shopping their returning. You are trying to teach us to swim by saying there is water nearby. You have never gotten wet yourself. Ernie Talley ran the business and saw a need. These fools now think since they wear the hat they are chefs but the truth is stock price is low and their middle men are clueless. Blame everyone else but the fault is in the mirror Blasquez. I haven't forgotten about your ineptness or you York with your id--tic power tripping. I would be ashamed if I were you.

These upper id--ts will just send in whatever they want and load up our backrooms and pi-s off store management. Mondelez upper management is so clueless.

Source: Dr. Mullen

I once hired someone smarter than me. I hated how it made me feel.

→ They were sharper in meetings.
→ Faster with decisions.
→ More technically capable than I was.

Instead of feeling proud, I felt exposed.

I started wondering:

If they're better than me, what exactly am I bringing to the table?

Then it hit me.

I was competing with talent I was supposed to be leading. So I changed how I led.

1️⃣ I asked more questions than I answered.
↳ My job wasn't to have every answer. It was to get the best thinking into the room.

2️⃣ I gave credit publicly.
↳ If someone was better than me at something, I wanted everyone to know it.

3️⃣ I shared decisions earlier.
↳ People take more ownership when they help shape the answer.

4️⃣ I made disagreement safe.
↳ If your smartest people are afraid to challenge you, you're wasting their talent.

5️⃣ I admitted when I didn't know.
↳ Pretending to know everything wasn't leadership. It was insecurity.

6️⃣ I measured myself differently.
↳ Their growth became a better measure of my leadership than being the smartest person in the room.

That changed how I thought about talented people. I didn't need to outperform them.
I needed to create the conditions for them to outperform me.

https://www.reddit.com/r/IBM_Employees/s/LypsgKSMZg

Let’s continue to hire multiple million salaried leadership people that need to be trained, cut Nike engineering experts and have a fake ITC office where nothing gets done yet we pay millions for.
Surely that will fix our issues. Bravo, brilliant.

My so call manager spend so much time on presents report. Why can't we see their presents report? How about Stankey, pretty sure he works from home at least some of the time.

Early June this year Di-k's sock traded as high as $239.00 and in little over two months, it hit $124.31!!! That makes Nike stock price look pretty good.

Wall Street is opining that sporting goods industry has hit wet patch and two giants hit the ground. In their opinion, the experts are saying that it does not matter what Nike or di-ks does, they will be stuck in the slide for awhile since whole section is under slump.

Perhaps the problem is not just Nike's alone but rather entire sector is in it.

Yet, Nike has to have introspect of their issues.

1- Inept CEO and his cronies.
2- disconnect from young people between 13-23 years. While Nike management was busy seeing their stock price and stock options, they took eyes off from MZ who does not identify as "their" brand.
3- with ample supply of product including Retro Jordans, AF and Dunks, Nike suceeded in commoditize the whole line of shoes. And now it is not giving young people reason to justify paying for $200.00 a pair.
4- inability come out with new design that is New and cool.

this is few of the list and maybe you can add to it as you see

not a good mgmt approach IMO

Any warning shots from managers about MIP or changes in ratings etc?

I may have passed my PIP but I doubt it.

Education was a measurement and I still have a few Stand and Delivers to submit.
Met with manager at 2week interval and never again. We began focusing on the other PIP objectives ie, ensuring good customer interaction, presentations, etc.

I actually helped move project from POC to deployment as I am an AI FDE

Currently onboarded at customer and manager makes statements like “OP will continue to help get this to prod” “OP is getting contractor term extended for this deployment”.

I feel the uncertainty creeping on me and I just don’t know what to expect.
I’ve been PIP’d before and passed. That one was a 45-day PIP that I completed in 30-days. 90-days was a bit different.

What should I really expect come Tuesday?
What are some things I should do before then?

I’m in Texas if that helps.

I’m reading there are supposed to be more layoffs in October for management in retail stores. Does anyone have any details on this?

Less than meets. Received email today that my mid year was updated. There are more notes. Asked manager, they said we'd talk tomorrow. This happen to anyone else?

How astonishingly cheap has Imperial Oil’s management become that they expect employees to bring their own lunch while celebrating one billion barrels produced at Kearl. Fifty billion dollars in potential revenue, and the big reward is… packing your own sandwich. John Whelan, hope things are comfortable up in the penthouse while everyone else is told to brown‑bag it.

BTC seems to have been told to aggressively schedule early morning meetings. No respect for working hours marked in Outlook.

SpaceX may need 1.5 million small cells to compete with TMO to bad Crown caved to Elliott management and no one would listen to JB. Now Crowns is a singular business with no growth

I heard that “key” management personnel who interface with the industry in Calgary (i.e. Petroleum Club) will remain in Calgary. I wonder where they will have their office!! 🧐. And, who are these people?? 🥸

There are just too many people between the work and the results. Managers of managers, directors of nothing, and their only real skill is creating more meetings and more politics. They think they're helping, but they're really just slowing everything down. Get rid of them in the next round of cuts and we'll all be better off.

We promote people who are friends with managers, not people who know the work. It's a disaster every single time and it keeps happening.

We want to save money, so we hire people at the lowest possible rate. Then we burn out the good workers managing the bad ones. The good people leave, the bad ones stay, and we hire more cheap people to fill the gap. Then we wonder why nothing gets done. I'd rather have a team of ten people who actually show up and care, paid enough to stay, than fifteen people who are just sitting around, waiting for their next paycheck.

When coding monkeys are given the reign to run the show, the audiences (customers) suffer.

Stupid Enterprise Tech bean counters decided to eliminate the whole technical product manager (TPM) role because they couldn't tell the good ones from the bad ones. Now we're in the same quagmire of mostly bad engineering "leaders" sprinkled with a few good ones.

A place of incompetents.

Are managers in European countries making up excuses to put people on PIPs and then lay them off?

Easy way to remove excess fat.

Oracle has decided to down rank everyone in the reviews, they're pushing aggressive layoffs, demanding free overtime.

At this point what do you have to risk by coordinating a work stoppage? They're going to do layoffs anyway. No point in trying to pretend like they didn't put you on the list.

To HR and management reading this.. You asked for it.

...and it's still hilariously vague and meaningless. Our execs are an absolute clown show. These people just throw buzz words around like r.e.t.a.r.d.s. and expect us to be amazed with their genius. I guess they've been up at night trying to figure out what the he-l they could say in response to us asking "what the fu-k does market based culture" mean you fu--ing mo--ns?

Same sh-t as the AT&T Guarantee...they think if they repeat it enough it'll mean something. They went from pumping that Guarantee all the time and how industry revolutionizing it was (wow, you offer refunds when your service doesn't work...amazing), and now you don't see it anywhere. Must be pretty special!!

The CN org structure is crazy - random look at any org. I looked a Procurement - don't know a single person. VP head - 6 direct: 1 Sr Dir, 1 Dir, 2 Sr Mgr, 2 Mgr. Lets just look at that 1 Sr Dir - under is 1 Sr Mgr (3 under), 1 Mgr (2 under), 1 Dir (1 under), and 1 Sr Mgr (1 under - who is a Manger, who then has 1 under). The entire org has more Mgr's+ than people working under them. Think about this - who runs that org & how do they have a job? And if you think this is isolated -- it's not.