#management

All companies have problems. What are the problems specific to Waters.

Low hikes, off-shoring ….what else ?

How bad are the layoffs?
Is management any good?

Consider starting with voluntary early retirement packages for long-tenured employees whose roles have shifted primarily toward coordination rather than direct output.
Reduce organizational layers, as there is an excessive number of VP and director roles.
In some cases, directors oversee little to no staff, which is difficult to justify outside of highly specialized environments.
Finally, conduct a thorough talent review to identify roles that are more administrative than technical and assess whether they align with the future direction of the IT function.

Now with this merger it’s time to get rid of C Smith, Boling, and Lucas. They have destroyed this company.

Workplace Benefits has just launched an Adobe project management called Worfront. It is a s@/!t sandwich. No one has a clue to use it and management knows it but won’t admit. Ah, only the best and brightest team here at the Bank

Hey boss, this is about you:
https://www.inc.com/jessica-stillman/people-who-love-corporate-bs-are-bad-at-their-jobs-new-cornell-research-confirms/91314405

Heard the Legg Org is reviewing virtual ‘exceptions’ and they will need to be rejustified for approval. If not approved, must report to home office. Anyone hear anything similar?

From time to time I feel disgusted reporting to the current management structure. Unmotivated, blame shifting, self-important, lacking basic manners in communication and the list goes on and on. Three layers of unmotivated and uninspiring management chain, they just come in to cash checks. Wish I could put my name to it and call out these mo--ns on LinkedIn.

https://www.inc.com/jessica-stillman/people-who-love-corporate-bs-are-bad-at-their-jobs-new-cornell-research-confirms/91314405

Total opposite of other analysts and certainly no belief in management. Mayo hasn’t been this tough and we know how he feels about BillyBob and his management.

Jefferies initiated coverage on Truist Financial Corp. (NYSE:TFC) with an underperform rating and set a price target of $35.00, representing a significant 23% downside from the current stock price of $45.39. This bearish stance contrasts sharply with the broader analyst consensus of Hold, with price targets ranging from $48.50 to $69.
The firm cited execution risk related to the bank achieving its return on tangible common equity target of 15% in fiscal year 2026, up from 13% in fiscal year 2025. The challenge appears substantial given that Truist’s return on common equity currently stands at just 8% as of the last twelve months. According to InvestingPro analysis, 8 analysts have revised their earnings downwards for the upcoming period, though the stock trades at a P/E ratio of 11.86 and offers a dividend yield of 4.59%.
Jefferies said intensifying competition in the Southeast may hinder loan and deposit growth and add friction to the company’s hiring plans.
The firm noted that even if Truist Financial meets its ROTCE target, it would trail peers at 17% in fiscal year 2027.
Jefferies said the expected performance gap warrants a discounted valuation for the stock.

A rare sensible move, if true.

Fidelity appears to have made a business decision long ago in response to shrinking margins, automation, fee compression, and a more self-directed investor base. The problem isn’t the decision itself. It’s how that decision has been operationalized.
When a firm replaces professional judgment with opaque performance systems, “standards of care” stops being a value and starts being a slogan. The micro-management intensifies by design. Weekly one-on-ones. Additional check-ins. Maybe a "visit" from a market leader. More oversight framed as “support.” More and more metrics, but less trust.
I experienced this firsthand. It became a slow, unsettling realization that doing the right thing for clients and doing the right thing for the system were no longer the same thing. That tension doesn’t resolve, it accumulates. Over time, it wears you down. (Which I gather is the objective of a constructive discharge.)
Some people resign. Others try to hang on, only to find their work increasingly scrutinized, their judgment second-guessed, and their margin for error shrinking to zero.
It can be soul-crushing. (Which I think is the idea.) For those living it, the cost isn’t just professional, it’s personal.
Best wishes to everyone currently navigating that reality. If its any consolation, what that environment erodes isn’t talent, it’s morale and morale can be rebuilt quickly once you’re no longer inside a system designed to grind it down.

Bumped from @cf+1kh0ce72y, an on-point post.

I can't wait for town halls in other departments where the management will somehow explain how this is good for the company and the people, how great of an opportunity this is. They will of course address all the questions submitted by us

Every layoff targets the skilled workers who keep things running, and somehow the managers who do nothing but attend meetings never seem to get touched. No wonder our performance keeps sliding.

Employees should have received an email today about voting your shares. If you want things to change around here, and if you don’t want executive pay to comically outstrip your actual productive work, then you MUST read the proxy statement and vote. It’s a hundred pages - not all 100 pages are important, but I can’t read them all for you. Vote down excessive compensation schemes. Vote for increased independent oversight where applicable. Grousing on thelayoff is fun but it doesn’t change anything. Management is always betting you are either too d-mb or too indifferent to even vote.

Nothing says “ask me anything” like the “organizer has disabled new discussions, and responses” and chat has been turned off by the “organizer for everyone”

Sounds like the long-term plan is to completely get rid of professional services

They are answering their own BS questions... Not a single question from the audience. And I have never heard such absolute nonsense, complete gibberish

RTO 3/4 days a week: some managers in Risk are not enforcing it, letting their good butt buddy cronies slide. Why bother commuting for nothing but Teams meetings, when the guy next to me is getting a pass?

Wells Fargo is no longer a meritocracy, its a cronyocracy.

Is another day of Reckoning for VZB mgmt on the horizon?

Thin the herd. Desperately needed. Bring some sanity back to the business.

https://deadline.com/2026/03/david-ellison-lawmakers-letter-jobs-paramount-wbd-merger-1236760899/

The high number of RIFs and poorly run ‘transfer to contractor’ (a clear RIF later but without severance) are both obvious signs of a company about to collapse.
I blame the board and I blame senior management for letting it get this bad.
The share price will continue to fall because the company itself is failing. This last ditch effort only hastens the final failure and inevitable sale.
And I for one shall not mourn the demise.
I can only hope that it makes the architects as bankrupt monetarily as they are morally.

Lila Kate Trucking LLC filed for Chapter 11 bankruptcy protection on Friday. The Roanoke, Alabama-based carrier seeks to reorganize under Subchapter V. The company estimated assets and liabilities between $1 million and $10 million. Management stated operations will continue during the restructuring process. The bankruptcy court issued a notice of several filing deficiencies.

Roanoke, Alabama

https://www.freightwaves.com/news/alabama-family-owned-carrier-files-for-chapter-11-bankruptcy

Asking for a friend lol

Like the title many tech EDs and some VPs are out coincidentally. Am I reading too much into this?

I’m stuck in a three-layer sandwich—Sr. Director, Director, and AD. Sr. Director seems calm and confident, but the Director and AD are all over the place. Priorities change almost every hour, so the team is constantly scrambling and redoing work.

We’re getting pulled in 10 different directions at once, including being pushed to work on things that don’t even seem relevant anymore. It’s honestly a pretty chaotic and frustrating environment.

And the worst part—there’s no escape. Hardly any internal roles are opening up within Verizon right now.

My manager noticed I’ve been down lately (I wonder why) and decided to give me a pep talk about staying positive and how things will get better. Are you fu--ing kidding me? Verizon’s been a mess for years, and things keep getting worse day after day, not better. And I’m supposed to smile and pretend everything’s fine? Fu-k off.

Some info for new employees: knowledgeable others’ feedback (KOF) does not always reflect true performance. You can have great KOFs but poor ranking outcome and vise versa, depending on internal dynamics.

• When a manager pressures you to list specific individuals for KOF—especially those unlikely to provide supportive or accurate feedback—it can predetermine the outcome and increase the risk of being rated NI/NSI.
• In contrast, some employees may be allowed to list observers they barely worked with, and if the manager approves those names, fake great feedback.
• If someone claims to have mentored or supported you but does not list that you in their own KOF selections, it is often a sign that their feedback may not be protective or aligned with your interests.
• Managers can access offline or informal feedback channels, and when they insist on certain KOF names, it may indicate they are steering the process toward a specific outcome.

Why is there no structure at Verizon? Someone in Leadership in retail, who hasn't spent 2 weeks in a direct business sales role can move into leadership in the b2b channel. When did they prove their marks, show their grit, make their strides?

Someone in a AE role can jump to a senior leadership or AD role? When did they work with the larger customers in between, learn to navigate large business, share ideas on winning the deal?

Someone from any other role overstepping into a leadership role, or senior role, that others are already working towards. Why? Why no structure? Why no set steps? Why not automatic advancement based on seniority and the ability to opt-in...

Wouldn't it make sense to say you can be anything you want at Verizon l, just follow the steps.. have some structure

• Maurice Smith, at today's town hall.

Brain dead.

Also: he says culture is strategy.

He means culture eats strategy for breakfast.

It is a famous quote.

From a book.

You know, the things he says he does not read.

It was an arduous and painful seven years with her at the HR helm. Good riddance!

Ever sat in a meeting where someone declares that your company is “growth-hacking” and “working at the intersection of cross-collateralization and blue-sky thinking” and called bullsh-t? Turns out you were right.

A new study out of Cornell University published in the journal Personality and Individual Differences found workers most excited and impressed by corporate speak may be the least equipped to make effective, practical business decisions, and it can leave companies with dysfunctional leaders.

New study finds that employees impressed by corporate speak may be least equipped to make effective decisions

He’s so obsessed, and wasting millions

Whoever come up with this migration plan should be fired on the spot. What a complete sh-t show. No support. These leaders have no clue.

The management in multi-contact is a Joke, and yes I mean at the L2 level. what kind of cr-p show are they running? Constant THREAT of metrics is overwhelming the reasoning all efforts are failing is because the people taking care of their customers are overwhelmed, exhausted, led by these leaders who use fear tactics and great agents being pushed out the door! I don’t believe every manager is bad but my new manager will be the reason I’m leaving! I hope you all know your a number and not only will multi contact fail, Wayfair will fail, fix your resumes and start applying now

Any info on this? Saw it on the wireless side

Lot of management being moved to other products instead of laying them off. Wish they did the same to ICs who have real skills.

managers with under 20 person reporting to them , should just merge with other teams .

Looking at our current structure, it feels like the 'manager-to-grass root level employee' ratio has drifted toward an unsustainable level of middle management. multiple layers of management, which creates a 'bottleneck of consensus' rather than a bias for action. To save cost and be competitive, Oracle need to flatten the org chart, empower individual contributors to make decisions, and reduce the number of 'status-update' layers.