#team

For anyone who has had this happen, how hard is it to get to another department/team? How long did it take? Was reorged today and not thrilled with where they put me.

Currently in prod support, WLB is not there and looking to pivot. Which is better? Or is it all bad?

ton let it slip that the company is exploring the idea of squeezing engineering teams down to 4, with the rest of the team being suplimented with ai

if you are in a team of size 5 or more, your head is likely on the block

What happens to teams that get so decimated over several rounds to the point where they realistically can't do anything anymore? Do the remaining folks get reassigned to other teams? Do they keep existing in limbo until more people are hired (which would completely defeat the purpose of layoffs)? Or something else?

A friend of mine just got and email title "Strategy Change" from their Sr. Dir. (she is a GL 28) There are no invitees, it's a BCC: It's for 10AM CDT

Any Director/ AD in this form please say. On what basis you are laying off individuals in a team.

If you manufacture watches... or honestly ANYTHING that runs on batteries or any kind of fuel... why on earth would you photograph your product sitting on a pile of lemons?
You do realize lemons are basically the universal symbol for something defective, broken, disappointing, unreliable, and headed straight back to customer service, right?
Really unfortunate creative direction, guys. Somewhere there was a meeting where a whole team approved this. Yes. That turnaround of the company should be happening any day now.

Any Omni/operations leads finding themselves being the mod more than STL's?

I love how my project team is in Houston India Manila and BA. How the F are we supposed to accomplish anything.

Overnight decision to move then out of the sla-ghter house currently known as Tech moves under Nish. Do we really need a chief privacy officer in that model and do we need over twenty people in a second line role where all of their functions were first line centric ? If we think of efficiencies and what matters for members this is pretty easy. This groups previous leadership fought tooth and nail when anyone dared to mention they belong in second line. (Judy and her leadership team) time to clean house I guess this is a no brainer. Any bets on what happens to a 25 person first line team moving into second line ?

Can you imagine inheriting a team, firing or bullying them all out, hiring a new team by yourself and have them all fired or leave within 18 months?
There has to be a trend and it can't be the fault of the 11 people fired or left under her

How they always manage to target the very people the team depends on is beyond me.

I wouldn't have minded taking a severance package. Could have saved one of my teammates who I know couldn't afford to lose his job, and he did. I'll never understand why a voluntary round isn't always offered before an involuntary one. Wouldn't that be a win/win?

Getting a free ice cream one day definitely makes up for commuting 156 days annually to take teams calls from a noisy cubicle

My team just had that dreaded meeting today, and it was absolutely infuriating. They called everyone together just to announce that layoffs are coming, then hit us with the useless line, “Sorry, I don’t have any other information to share right now.” What the actual he-l is the point of these meetings? Why drag us all in just to dump that anxiety on us when you have zero details to give? It just piles on even more stress for no reason whatsoever.

How much of a lack of character, conscience and morals do you have to be a leader at Chevron? The way it seems you cant have any and only care about yourself. MW and team see all the hardship, chaos and stress they are putting this company through and they still do it. They are affecting people's health and dont care. Must be a terrible upbringing. They DO NOT HAVE TO give everything to rhe shareholders. No law that says they have to. They can have some human decency but choose to have none! Don't put in an ounce of extra effort for these sc-m bags!

It's a mixed bag in my team. There are a couple who contribute fairly. I've stopped checking their work because they've proven reliable and knowledgeable. The rest just create more work for me. Everything they do needs to be reviewed and often redone. I can't shake the feeling that many of them aren't as invested in keeping their jobs. Which is counterintuitive, but still.

Top of the leaderboard again. Year after year:

https://x.com/TheLayoff/status/2055330545052381473

2 teammates are impacted through

Make of that what you will, but it’s getting harder not to notice certain patterns.

I have no idea how we're supposed to get anything done.

So what are the core hours you are supposed to be in the office? Execs have a tantrum if it just so happens people are in a meeting in another room or they are walking in at 8:30 and no one is in yet. What is the expectation?

Congratulations to the team all over LinkedIn, we are so proud of each other. So exciting.

invites go out today/tonight in the US. Unless you already had a scheduled 1:1 this week with your notifying manager, in which case they should have moved your 1:1 to tomorrow, and you will be notified then.

So danger zone if:
You get a 15-30 minute invite for a 1:1 with your manager or your skip for early tomorrow local time.
You had a 1:1 with your manager this week and they moved it to Thursday with no explanation.
Your skip level (or their boss) schedules a team-wide call (your entire team and possibly your manager is impacted)

Americas notifications are to be wrapped up by COB Thursday. If you don’t hear anything by Thursday COB you are likely safe.

OP is @a7+1krhpzg3b, bumping it for great info.

Favoritism galore.

USD10.6B outflows in April alone. What the helly!

Do you think lazy RM teams marked those client accounts as vulnerable?

Better than I expected. DR did a great job.

Noncompete? No talking to media? Agree not to sue?

Thought it was just another troll post on this board but it's mid-May and there's no mentions of mid-years on Teamworks. Are they really not happening?

We have chili cook offs and talent competition’s.

In essence these layoffs and reorg have taken the winds out of my team. the morale is so low it’s un-existing. everyone sounds miserable, noone answers to queries. No one is motivated. my team was a top performing team before all of this. people are scared n rightfully so

anyone else experiencing the same?

Good riddance to that garbage KPI. Everybody was fudging their numbers anyways.

Source: Inside line on a leadership call

My entire snapshot was empty except for a yes that I’m on track to meet or exceed expectations, my teammates had theirs all filled out. Do you think I’m on the list?

Heard there were a lot of layoffs in Tulsa. Anyone know which teams?

Me and the boys completed our first week of the old badge switcheroo. It was a wild success!

We take turns holding everyone else's badges. Then, the one holding the badges goes into the office and scans everybody else in. It works like a charm!

Now, each of us only goes in once per week!

We are already talking about ways to make it better. We are open to your ideas!

They hired for this yet laid off the most important people that had teams fall apart.

What even is this role?

At AT&T, I’ve learned that sustained success is rarely built on individual effort alone. It comes from being connected to the company’s priorities, engaged with the people driving the work, and committed to moving in the same direction as the broader organization. For many employees who have grown their careers here, relocating closer to Dallas has marked an important step toward greater impact and opportunity.

My own path has required real personal tradeoffs. I stepped away from what was familiar, adapted to new expectations, and chose career growth and responsibility over convenience. Those choices were not simple, but they opened doors to stronger relationships, greater visibility, and more meaningful collaboration.

Dallas is more than the company’s headquarters. It is a place where strategy, execution, and leadership come together. Being closer to key decision-makers and cross-functional partners creates faster communication, stronger alignment, and a deeper sense of shared responsibility for serving our customers and supporting one another.

That proximity also has clear business value. When teams are more connected, barriers are reduced, decisions move faster, and execution becomes stronger. Over time, that kind of discipline and coordination helps improve performance, strengthens the organization, and supports long-term shareholder value.

For that reason, moving to Dallas should be viewed as more than a personal career move. It reflects a willingness to invest in the company’s future, contribute more fully to the team, and help build a more focused, unified, and effective AT&T.

I used to love coming in on Friday because the office was empty, the manager never showed up, and it was a peaceful productive day. Too many of you are now thinking the same thing and coming in on Friday now and I need you to go away lol. That is all.