#management

Ever wonder why your management says such nice things to you about your future with the company and potential but then ranks you poorly? It is because they need you to stay and be the one to take the low ranking!

Its either bad direction that failed and\or improper forecasting. JF though plays by different rules. According to her…..
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“We are not graded on effort. We are judged on our results,” she wrote, adding she expects “the last vestiges of old, bad habits” to disappear as the bank pursues a leaner, more commercially aggressive culture in 2026. The language marks one of her sharpest internal messages since she took over in 2021, underscoring a shift from transformation planning to execution.
Fraser told Citi’s roughly 200,000‑plus employees “the bar is raised” and stressed performance will be judged on outcomes rather than intentions or long hours.
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So if management comes up with a direction that does not work, you get no reward of putting it long hours trying to make it successful. She though, gets rewarded with stellar bonus’s and raises for getting us to this point but again, its you that pay the price.
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https://www.aol.com/articles/citigroup-ceo-jane-fraser-warns-181918792.html

https://www.msn.com/en-us/money/news/citigroups-jane-fraser-signals-more-jobs-cuts-this-year-report/ar-AA1UdTVT?ocid=BingNewsVerp

The IT organization is overflowing with program managers, product managers , product owners and managers and lots of overlaps. People who just pass along emails and live in power points. Who are good at talking and doing nothing. So sickening..

In speaking to others during my lunchtime, we all agree that technology is going to be the biggest area that will suffer. And when technology suffers, the customer base will suffer. No one, and I mean no one is going to bend over backwards, work evenings, or weekends anymore without work/life balance. A lot of good talent will leave. And remember, even though we are replaceable, good talent takes time to find and bring up to speed. We are talking months! Who is going to pick up the slack? The managers? They can only do so much. They are already over stressed and overworked putting in so many hours.

The worst thing as well, is the media will get wind of this confirmation of a 5 day return to work requirement and PNC’s reputation is going to suffer. Mark my words. It will make them look bad. Why couldn’t we just be a leader in the banking industry and keep it at 3 days a week? Why do we always end up being the follower? Can you imagine the talent we could bring in with a good life/balance plan? At the end of the day, when employees are happy, they tend to go above and beyond for their employer. That’s a known fact.

Not sure what if anything can be done but..
VZ has continued to have union workers serve as “set up” managers before and after RIF (still as of today) in same exact management job. Is that getting leaner or simply a cheat day for Schulman Inc. is there a discrimination case there??

bP writing down Billions in foolish investments and then will try to save money on bog rolls or changing the thermostat in offices

I genuinely want to deliver a good service to our customer, but I’m constantly blocked from doing so. At this point, I’ve more or less given up trying.

The client wants something relatively simple, yet getting it done feels almost impossible. I don’t have the access, authority, or trust needed to make the required change.

Even with an agreed task, every individual step has to be re-approved by someone else — often with different interpretations or priorities. Eventually, someone may action it, but more often than not it’s done incorrectly. I then can’t see what’s actually been changed, so I’m unable to diagnose why it still doesn’t work.

The end result is that I often have to resubmit the same ask and hope that next time someone different both understands it and implements it correctly. It’s an incredibly inefficient way of working, and it makes delivering a quality outcome for the customer far harder than it needs to be.

What’s most frustrating is that management appear to see this as acceptable — even desirable — because we charge by the hour. The more friction there is, the more time is spent, and the more the client ultimately pays.

There has to be a better way, but I’m surrounded by people who insist there isn’t. We’re not keeping customers happy - we’re not keeping customers at all. They won’t be won over by a new logo or rebrand — they want the way we work to change. And while people continue to feel undervalued, it’s hard to see how that change will happen at DXC.

I have noticed that managers and directors, especially those in the divestiture no longer work (if they did previously). They make fake meetings or keep their status as busy all day. Are your managers/directors working? This is especially true in D&D.

Heard from my manager to not expect AIP. They submitted ratings, but not budget.

I laughed when I read the company's core values. The word hypocrisy immediately came into my mind. Changing your name doesn't dismiss all of your wrongs of the past. And your existing "leadership" was never held accountable for sinful deeds.

Hi Folks its that time again, need more excuses for the Analysts, what if say we are expanding AI offices in Venezuela, Greenland, Eye rack, and Canada, or were now run by the blue flag office headquarters. I could reduce the pay raises budget so only the chosen ones get the pay and then use it for more buybacks. Help help this Qtr will be another $5 million in the bank for me amigos.

We all know that the timeline to make a room OPO employees at Deerfield. Based on that what could possible time line look like for re-org and may be layoffs.

Here is what I think it may look like:

Identify who they will still stay with the company by the end of this week.

Identify which teams they will belong to by end of next week.

Identify where the teams will sit and communicate with affected employees by the end of the month.

Here is what the structure could look like:

C-Level (CEO, CFO, COO, CIO etc)

• Eight Directors reporting to each
  • Eight Managers
    • Eight Team members ( Leads if managing large offshore team)
      • Eight Off Shore Resources

All would be aligned to achieve same goals every 15 days to a month.

There might be product management team who will continuously be managing prioritized backlog. Their whole deliverable every two weeks is to add new approved items to the backlog.

I hate to see these layoffs but I recall the high flying days of 2002 - 2006. The stock price was >500 (adjusted for reverse stock split). Shareholders were hosed for years due to mismanagement at C. Jane is, I believe, doing what is necessary to right the ship. And it seems to be working. There are so many disgruntled employees at C that I am surprised that there aren't many more layoffs. Wish the best to all.

So how is the new RTO 'mandate' going for everybody ?
So far nothing has changed at our office and management seems to not enforce it either.

Anyone else get told not to come into the office the rest of the week? I was given no reason at all for this and when i asked my manager, I get a" I don't know why "as a response.

Who in management makes the final decision about who gets cut? SVP? MD?

I started a role 3 months back from Ohio, I had to relocate for the role to Boston per contract (which I did at my own expense)

However, I had asked if I can instead relocate to Westlake as I have family there, for which I said No.

This morning my manager told me, my position will be moved to Westlake.

You can't seriously be kidding with this BS?????

I now have 3 months to find a new role within fidelity or let my snake of a manager know in two weeks if I'll be able to relocate to Westlake (at my own expense again)

Fidelity has become a joke!!!!! I wish I took some of the other posts seriously before taking up the offer.

One thing people don’t talk about enough is how being a top performer can actually trap you. Some managers don’t want to lose someone who makes them look good, so movement quietly stalls. That’s when you realize you’re on your own and have to speak up beyond your direct chain - which is always a double-edged sword. This is a constant thing at Wells Fargo but few people mention it.

Does anyone else get the feeling that some managers at TD were hired with zero real experience? Like, how is it that we're the ones having to teach them their jobs? This is unreal.

Expecting all legacy products to be wiped out and most middle managers to be let go. Director counts will be reduced.

To become the next CEO after APLA disbands this month.
Thoughts?
Would be a great time! And a great move!
Let's go!

BS is at the core of everything Verizon upper management does. So much so that they’ve started giving awards for “delighting the customer” to employees who have never interacted with a customer from near or far!

I don’t know if Dan Schulman is serious about turning the company around but it won’t matter because even if he’s serious, this kind of BS is going to nullify his plans. They will tell him whatever he wants to hear but won’t deliver while laughing all the way to the bank.

But don’t feel sorry for Dan. He’ll also be laughing all the way to the bank.

For more than 20 years he looks good. But we who know him, know otherwise. Look up The Peter Principle and there’s a picture of Ryan. Chevron and XOM (and everyone else) will get things done.

What even the Directors and Senior Directors do lol??????

Just ask the simple question is it still 120% of budget.. is it tho... the decisions being made are just absolutely absurd at this point and that's saying a lot over the past 3-4yrs let alone the last 15. Sad for all of those who put in the time and effort to hit your # you will get a BS excuse as to why it has now changed... last minute things that make you go hmmm

My manager sided with a rude customer today, even though he knew I followed all the correct procedures. He then expected me to just forget the whole interaction happened. It is incredibly discouraging and makes the job feel impossible. I am considering how to document this pattern for a discussion with HR next week. Has anyone dealt with a similar failure of leadership?

Whats the word for the future of branches? Will District management positions continue to be cut? What about Branch Managers? I am in my 30's and been in branch management for about 7 years, next move would be a DM position but how likely is that? Are other branch managers working in a teller window and as a banker half their days?

Do managers have to do the calibration according to the scale or can they actually just put more people in meets instead of rating them as exceeds, etc?

https://x.com/gothburz/status/2009386221521244406?s=46&t=8PYOIs_oDhf5yp9H30hhiw

Last September I announced mandatory return-to-office.

Five days a week.

I called it a "culture-first initiative."

Culture means presence.

Presence means badge swipes.

Badge swipes mean metrics.

Metrics mean I can prove something to the board.

I don't know what.

But I can prove it.

The announcement went out on a Tuesday.

I sent it from my home office.

In Aspen.

I have an exemption.

"Strategic leaders require location flexibility to maintain global perspective."

I wrote that policy.

HR approved it.

HR approves everything I write.

By Wednesday, 340 employees had updated their LinkedIn status to "Open to Work."

I called it "natural attrition."

Natural attrition means they quit before I had to pay severance.

Very natural.

We lost 47 engineers in the first month.

I told the board it was "alignment correction."

The people who left weren't aligned.

With coming to an office.

That I also don't come to.

But that's different.

I'm strategic.

The office costs $4.2 million per year.

Empty, it was a write-off.

Now it's a "collaboration hub."

I measured collaboration.

Average daily Zoom calls from the office: 7.4 per employee.

They commute 45 minutes.

To take calls they could take from home.

But now they're "present."

Presence is culture.

I've never been more certain of anything.

A senior engineer asked why we couldn't stay remote.

She had metrics.

Productivity was up 23% during remote work.

I said, "Productivity isn't everything."

She asked what else mattered.

I said, "Serendipitous collisions."

She asked how we measure serendipitous collisions.

I said, "You can't. That's what makes them serendipitous."

She stopped asking questions.

Then she stopped showing up.

Then LinkedIn said she's at a company that's "remote-first."

Good luck with that.

They'll learn.

We installed badge tracking software.

It cost $380,000.

It tells me exactly when people arrive.

And when they leave.

And how long they spend in each zone.

I check it every morning.

From home.

The data is fascinating.

Average arrival time: 9:47 AM.

Average departure time: 4:12 PM.

I sent a Slack message.

"Core hours are 9 to 6."

Arrival times shifted to 9:02 AM.

Departure times shifted to 6:01 PM.

Productivity did not change.

But the metrics look better.

Metrics are culture.

We have a "hybrid" option now.

Three days in office.

Mandatory Monday. Mandatory Wednesday. Mandatory Friday.

That's called "hybrid."

Because Tuesday and Thursday are optional.

But there are "anchor meetings" on Tuesday and Thursday.

Attendance is "strongly encouraged."

"Strongly encouraged" means mandatory without the liability.

I learned that from legal.

The head of product asked if he could work from home when his wife had surgery.

I said, "Of course. Family comes first."

Then I said, "But let's revisit your Q4 performance targets."

He came to the office.

His wife understood.

I assume.

I didn't ask.

That's personal.

The CFO asked about ROI on the RTO policy.

I showed him the badge data.

"Presence is up 340%."

He asked if revenue was up.

I said, "Revenue is a lagging indicator."

He asked what the leading indicator was.

I said, "Badge swipes."

He nodded.

The lease renews next year.

Seven more years.

$29 million committed.

We needed bodies in the building.

Now we have bodies.

Fewer than before.

But present.

Morale is down.

Glassdoor says we're "hostile to work-life balance."

I told HR to respond.

They wrote, "We're a high-performance culture that values in-person collaboration."

That's corporate for "the review is accurate."

But it sounds like a rebuttal.

The CEO asked if RTO was working.

I said, "Absolutely."

He asked for evidence.

I showed him a photo of the office.

Full desks. Glowing monitors. Bodies in chairs.

He smiled.

"This is what culture looks like."

It looked like a stock photo.

Because I got it from a stock photo website.

The real office has 40% occupancy on a good day.

But he doesn't know that.

He's also remote.

We're both strategic.

Next quarter I'm proposing a "collaboration bonus."

$2,000 for anyone with 95% badge-in compliance.

The bonus costs less than the turnover.

And it shifts the narrative.

We're not forcing people to come in.

We're "incentivizing presence."

Incentivizing means paying people to do something they don't want to do.

It's different from mandating.

Legally.

The employees who stayed are "loyal."

Loyalty means they have mortgages.

And kids in school districts.

And RSUs that haven't vested.

They're not loyal.

They're trapped.

But on paper, it looks like loyalty.

And paper is what the board sees.

I've been doing this for 22 years.

I know what culture looks like.

It looks like butts in seats.

Butts in seats mean control.

Control means management.

Management means me.

RTO isn't about productivity.

It never was.

It's about seeing people.

So I know they exist.

So I know they're working.

So I know I'm in charge.

That's culture.

As long as the badge swipes go up and to the right.

Any new rumors or anything that’s going on with RICOH? I am a long time employee and there’s never been such silence, slow product releases, and lack of senior management interaction.

Pic will be managers of entire store. Demoting FS managers into ops

15$ plus an hour no degree needed. Now you know how we are backfilling all the management positions recently Rifed!

I talked to someone at UP on another platform and was told seniority with UP only determined your shift and off days. Management will line up individuals on any job they want to and seniority does not matter.

https://techrights.org/n/2026/01/09/No_Microsoft_Did_Not_Deny_the_Q1_Mass_Layoffs_Microsoft_Can_Del.shtml

Managers, mdirectors,, VPs,,, advisory engineers,, “scientists” are not doing any work in the office and they are alllllllllll getting passes by their supervisors Morale is at an all time low

They're all the same. All they think about is how to line their own pockets. That's their one and only goal. Don't expect much to change. I wish I was wrong, but I believe that we're in for much of the same.

You can tell the state of a workplace by what people joke about. The only time you hear people genuinely laugh or smile is when someone's making a joke about how terrible things are or complaining about management. It's the one form of morale we have left, I guess.

Getting back $.70 on the dollar for everything Stankey touches is a win. ATT Campus in this day and age. What products does ATT pitch and for what reasons? You can't make up just how extreme the company's do as I say customers but not as I do.

The company is so poorly managed , they overpay management, they allow these techs to take home there trucks , I see cable trucks parked in one location sometimes for 2-3 hrs , here’s an idea why don’t you take back contractor work and give it to in-house techs