#trust

The 800 nurses working under the utilization review umbrella were lied to or was it a bait and switch? The nurses were told a new work hour schedule was in the works -the nurses would be notified this week and the new hours would start Monday 8/31/26
Today in an email that was very flip they ignored the fact they LIED and said the schedule would be released next week to start 09/30/26 Humana Values Really — Golden Rule — NO
—-Team with TRUST —NO
The Leaders all need to be Fired
Morale is at all time low
Not professional

There’s a growing concern about how decisions are being made. On top of everything else, there seems to be a pattern where certain groups receive preferential hiring and protection when their managers share the same background. This creates an uneven culture where opportunities, visibility, and project access aren’t distributed fairly. Many employees feel sidelined while others are consistently shielded, and it’s affecting trust across the team

It’s hard not to see the company’s recent actions as deeply disingenuous.

For years, we were told that work-life balance mattered, that employee feedback was valued, and that engagement surveys actually influenced decisions. Today, those messages ring hollow.

Don’t forget what the company has done.

A year from now, there may be apologies like Meta did, polished messaging, and attempts to reframe the cuts and other measures as mistakes that went too far.

The narrative will likely be carefully crafted to sound optimistic and reassuring.

But by then, much of the institutional knowledge and experience may already be gone.

There seems to be an assumption that a younger workforce, combined with AI and fewer experienced employees, can simply replace what was lost.

That’s a dangerous assumption. Younger employees aren’t stupid, and Gen Z and the generations that follow are fully capable of recognizing when a company’s actions don’t match its words.

People remember how they were treated.

When experienced employees continue to leave and younger employees follow them out the door, we’ll see where the company is left.

You can’t erase years of institutional experience and expect everything to function as if nothing happened.

The biggest problem may not be the cuts themselves, it may be the loss of trust.

Once employees stop believing that the company genuinely values them, rebuilding that trust is far harder than any polished corporate message can fix.

Leadership seems to need a decoder to comprehend the results, so here it is. The negative survey results are not about healthcare perks or wellness programs no one uses, they are only about RTO and the lack of flexibility.

“I am proud to work at AT&T”

Once true. No longer. Public perception has deteriorated, and when people outside the company hear about the five-day RTO policy, the lack of any real collaboration, and the absence of assigned seating or co-located teams, the reaction is disbelief. Pride erodes when policies feel performative instead of purposeful.

“I would recommend AT&T as a great place to work”

That answer is now clearly no. A mandatory five-day RTO policy for roles that historically had been remote before COVID and can be done more effectively remotely is an immediate dealbreaker for modern workers. The policy alone makes the company undesirable and uncompetitive as an employer.

“We trust the leadership decisions”

Trust is broken. Employees do not support the financial decisions that destroyed value, nor the RTO mandate that ignored clear employee feedback. Trust cannot survive when leadership consistently doubles down instead of course-correcting.

“The company provides opportunities to support career growth”

Opportunities are narrowly concentrated in Dallas, with limited mobility elsewhere. For a national company, that is a self-inflicted constraint that unnecessarily caps growth and retention.

“Our policies and systems support me doing my best work”

They do the opposite. The five-day RTO policy actively reduces productivity, and many internal systems remain outdated and inefficient. Physical presence does not compensate for structural friction.

“The company cares about my health and well-being”

Employees feel burned out, mentally and physically, largely due to excessive commuting and rigid mandates that add stress without any benefit to the company or the employees. Well-being is not addressed by pushing unused benefits or wellness messaging while ignoring the root cause repeatedly identified in feedback.

“Do you feel changes have been made as a result of prior surveys”

No. In fact, the opposite. Employees explicitly opposed three-day RTO in the last survey, and leadership responded by increasing it to five. Feedback was not just ignored, it was contradicted. The disappearance of the prior third-party McKinsey survey results only reinforces that perception.

Did I miss anything else?
The pattern is now set and clear. Instead of addressing the core RTO issue employees are raising, leadership deflects with ancillary benefits and BS messaging. That approach feels like gaslighting, and not listening. So why should I even bother taking the next one?

If leadership truly wants different survey results, the solution is not another manifesto email, benefit rollout, or talking point. It is addressing the one issue employees are consistently, overwhelmingly, and clearly raising.

Flexibility. Trust. Results over “presence”.
That is the message of the survey, whether leadership wants to hear it or not.

This company had more layoffs this week. They lied to us and said that they weren't going to layoff anymore people, but that was proven to be false. I have noticed a pattern with Archer, when they hired a team from Career Builder. Ever since they came onboard, they have let go of a lot of people, to bring in their own. This was the best company to work for, and we all felt secure. Now, we are all on edge.

Fear tactics, low morale, revolving door, broken trust... All of which BNY leadership has hit, and then some. We need a completely new leadership if things are ever going to improve.

Mission Simplify: layoffs, outsourcing, and offshore hiring (through Alorica and JobHai). Employees ask: who's really benefiting?

Mission Simplify cuts jobs while offshore hiring grows. Employee trust and morale continue to erode.

As U.S. jobs disappear and offshore roles expand, many see Mission Simplify as anything but simple.

$365M in severance. Offshore hiring expands. Employees question the direction of Mission Simplify.

The bridge between leadership and employees weakens when layoffs and offshore expansion occur together.

Mission Simplify: American jobs out, offshore jobs in. Workers and members are taking notice.

Someone in India is more valuable than you right now.
Londons Bridges Falling Down!

How are all the BU’s feeling about Devon rolling out the new Samsara fleet cameras with forward/rear facing cameras and microphones. Just tell your people you don’t trust them at this point.

I am on a team of about 12 and we had 2 employees within a week fired. Makes me wonder if a new approach to RIF is setting unrealistic standards, allow team to fail and fire without offering severance to save on the bottom line. Trust absolutely eroded in this company.

Trust me, you do not need “mentors.” By my second year they assigned me one, and when I asked my teammates what that even meant, they all said the same thing: “We barely talk to ours.” And after my own interaction, I understood exactly why. These people aren’t mentoring anyone ,they just want to claim they’re training, developing, and guiding you so they can collect credit for work they never did. It’s corporate politics. They’re not helping you; they’re helping themselves look important. Avoid them. You’ll learn more on your own in a week than they’ll “teach” you in a year.

What happened to that sh-t? 🤷🏻‍♂️

This is fact.

Managers in FIS India tell their employees that Glint survey is not anonymous.
Be careful what you write.

Another item for your reading pleasure. Doubtful that Stinkey has read this one.

https://enhancv.com/blog/rto-stealth-layoffs/?utm_source=chatgpt.com

Ya don't say!!! For your reading pleasure. Wonder if Stinkey has read this.

https://thehill.com/opinion/technology/5992056-office-attendance-backlash/

Why would anyone take this. Here’s a few things I’ve thought about:

1. You have no control or say over how the firm is run
2. No covenants and Class B has no rate floor, so you are last in line for any payouts
3. If something happened in the markets, or the firm is badly run, you have your salary, bonus, and LP at risk, it concentrates your wealth to a single firm you have no control over.
4. 20% over the last few years might not have even been better than a growth fund, so there are alternatives.

The whole structure comes down to whether you trust the current management or not.

What am I missing?

Today they posted a link to the town hall recording. I missed the event so I was looking forward to watching.
Watched the entire recording but it was only 38 minutes long for an hour long call!
They deleted the Q&A!!!!
Talk about a lack of trust that I will ever have that they will accurately provide recordings.
Lack of ethics to edit the town hall.

Recent layoffs at ESPN have highlighted significant issues in how the company communicates with its employees. Several prominent figures reportedly learned of their terminations through indirect channels, such as social media or news reports, rather than directly from management. This lack of controlled communication has led to a breakdown in trust and raised questions about leadership's execution of these difficult decisions. The article emphasizes that while layoffs are a necessary business function, the process of delivering the news should be handled with professionalism and respect. This incident serves as a cautionary tale for all organizations on the importance of managing sensitive information effectively.

https://barrettmedia.com/2026/07/27/espn-layoffs-what-managers-should-learn/

Recently attended an Agency travel trip with the top SF agents in the company. The common feedback shared with Chairman’s Council and other executives during the trips sessions was agents have lost TRUST with SF senior leadership. Wow….That speaks volumes for the >20k agents selling and servicing SF products.

https://www.trustpilot.com/review/tiaa.org

Companies are increasingly rehiring employees after AI-driven layoffs, a trend dubbed the "AI boomerang." This phenomenon highlights a potential shortcut in cost-cutting measures that overlooks the value of experienced staff. Experts advise a more thorough evaluation before eliminating roles, considering task automation and the loss of institutional knowledge. Transparency and empathetic departures are crucial for rebuilding trust and encouraging former employees to return. Ultimately, a people-first strategy is essential for navigating AI integration without costly corrections.

https://hrexecutive.com/fords-rehire-wave-has-hr-leaders-rethinking-how-ai-layoffs-get-decided/

Every town hall, they ask us to trust leadership's vision. But vision doesn't pay the bills when half your team gets laid off. We've watched promises get walked back, strategies flip quarterly, and executives cash out while we scramble. So no, I'm done trusting leadership. I think they let us down one time too many for that.

Frank Bisignano left JPMorgan Chase, one of the nation's largest banks, after complaints about his behavior led the company's CEO to lose trust in him, according to a Wall Street Journal article.

The fact that she can get on an all-company townhall and just blatantly lie is wild. My faith in this company has fallen so far that I no longer even trust USB to manage my money. Have been transferring my and my parents accounts to other institutions. This townhall just strongly confirmed that decision.

Stankey seemed awfully confident during today’s ATG Live. After one solid quarter in a six-year tenure, the tone came across as more smug than self-aware, and the comments about employees didn’t exactly help.

Let’s see what next week brings after Verizon and T-Mobile report. One quarter doesn’t erase years of mixed results or settle the competitive picture.

If I were in his position, I’d spend less time taking victory laps and more time rebuilding trust with the employees who helped deliver the quarter in the first place.

Juan just casually exposed that he and the Life company and the Bank president are mining member financial transactions in the Bank to determine what they pay other life insurance companies for life policies and annuities!!! That is illegal and unethical, with serious implications to the sanctity of member data he is supposed to protect. Here is what AI says. While legal under loopholes in federal laws like the Gramm-Leach-Bliley Act, consumers and ethicists generally consider this practice a breach of trust. Mining transaction data for the explicit purpose of intercepting competitor business exploits a fiduciary relationship for aggressive cross-selling.Key Ethical ArgumentsBreach of Trust: Historically, consumers view bank data as a tool for security and basic transaction processing, not as a lead-generation product for the bank's own profit centers.Lack of Transparency: Many customers remain unaware that their highly sensitive transaction histories are being combed to create targeted marketing profiles.Coercive Cross-Selling: Approaching a customer with a competing life insurance offer directly after they pay a premium can feel predatory and invasive.Current Industry ContextFinancial institutions utilize advanced predictive models to segment customers and minimize "churn" (the rate at which customers leave for competitors). However, the ethical line is crossed for many when defensive churn-prevention shifts into we-ponizing personal transaction data to undercut competitor pricing.Could you tell me which specific bank or financial institution you are looking into? I can help you find their exact privacy policies and opt-out instructions.

Appreciate the effort to send out surveys to show how difficult this place is to get anything done, but history has shown that people here who complain about the insanity are considered “bad attitude “ and given the axe in the next round of layoffs.

My manager says I'm crucial to the team and not to stress about RAs. I want to trust him, but I know these decisions come from higher up. Do direct managers get any say in deciding who to let go?

Don't trust anyone here. People will pretend to be your friend, get you to open up, and then use it against you. The whole culture is toxic.

When’s the last time you heard anyone talk about “touch, trust, technology?” LOL. This morning we got 4 separate emails detailing various ways our technology is failing our clients. Really inspiring.

Questions are posted and the admin marks them "ANSWERED" yet they are never answered and are ultimately removed from the queue. This is why we have trust issues.

"We've undermined the trust you have that your specific expertise and contribution will be valued, that you will grow and advance your career, and that this will be a place where you can actually have an impact."

I doubt you will hear anything like that from Chuck or the new CFO.

Oregon's registered nurses receive the nation's top hourly pay when adjusted for living costs. Asante and the Oregon Nurses Association are currently engaged in contract negotiations. Nurses express unease due to past economic uncertainties and recent layoffs. The union's bargaining chair states trust has significantly eroded with Asante's administration. This lack of trust complicates negotiations and problem-solving efforts.

Medford, Oregon

https://kobi5.com/news/top-stories/trust-important-in-asante-nurses-union-contract-talks-310424/

“Transforming the health of the communities we serve, one person at a time.”

If the Northwell/Fidelis dispute isn’t resolved, that’s certainly one way to transform a community of up to 240,000 members.

“We do what’s right, not what’s easy.”
“We measure success by the trust we build.”

I’m sure Northwell is overflowing with trust right now. Transforming the heck out of that community. 😳

https://www.beckerspayer.com/contracting/northwell-fidelis-face-network-split-affecting-240000/

I'm not getting all those discussions whether it's now over, the wfrs. You don't listen or what?

We are only two thirds through the costs savings program. One third is still ahead of us. Source: CFO, Q3 investors call.

Do you think one third can be achieved by forcing us to bring our own toilet paper to work?

Profit growth of 10 percent is only attributable to the wfrs. Source: same. Yes, that's the way to huge profits! What else?

P/E ratio is between one third and one half of industry peers. OT is profitable. Normally investors must be queuing up. And still no one wants to buy? Haha, "our investors are patient, they give us time" (source: was that Ayman in the last show?)

Our most important asset is people. Important is attracting good talent and keeping good talent. Source: all hands town calls, those clowns with E- and C- titles. Who of course kick the best people out. Do you really believe them? See a doctor.

Trust no one but yourself. If you do not have financial buffer, start building it now. Start looking for alternatives. Many postings here can be made by those who want you go by yourself, to save on severance. You do not have to, but just make sure you are prepared.

How's that working out for our executives?

We've undermined the trust you have that your specific expertise and contribution will be valued, that you will grow and advance your career, and that this will be a place where you can actually have an impact. -- Andrew Bosworth of Meta

I haven't seen any true metrics shared from the CES. Just high level messages from leaders saying "we are good at safety" or "there is no trust for senior leaders". Anyone in the know, what were the true results? I have to imagine they were awful!

Although I’m no longer with Centene, I still care deeply about its mission and the people working to achieve it. That’s why I’m taking the time to write this.

One pattern I’ve seen across large organizations is the belief that the next framework, consulting engagement, or AI initiative will unlock better execution. Those things all have value. They bring fresh ideas, experience, and structure. But none of them can replace organizational clarity.

When priorities change faster than results can be measured, it becomes difficult to know what actually worked. Strategies get replaced before they can be fairly evaluated, and organizations end up changing multiple variables at the same time. At that point, you’re no longer learning from the strategy. You’re learning from the interruption.

From the individual contributor’s perspective, people stop asking, “Is this the right direction?” and start asking, ”How long until this changes again?” Eventually they stop optimizing for outcomes and start optimizing for adaptability. That’s not resistance to change. It’s a rational response to uncertainty.

The same challenge applies to outside consultants. They can bring experience, structure, and proven approaches, but they can’t create clarity where it doesn’t already exist. If priorities, success measures, and strategic direction continue to shift, even great recommendations struggle because the organization is still redefining the problem they were brought in to solve.

Landing the plane…

If I could offer one piece of advice, it would be this.

Create the conditions for success before looking for the next solution.

Define what success looks like.

Decide how you’ll measure it.

Give your managers and teams enough stability to execute.

Give the strategy enough time to produce meaningful results.

Then let the data, not the calendar, tell you what needs to change next.

Frameworks matter.

Technology matters.

Consultants matter.

• Employees matter most.*

Every reorganization, every strategy shift, and every new operating model is experienced by people who care deeply about the mission and genuinely want to do great work. When people lose confidence that today’s priority will still matter tomorrow, the organization loses something much harder to rebuild than a process. It loses trust.

To everyone still there, don’t lose sight of why you chose this work in the first place. Your knowledge, your compassion, and your commitment to members still matter. Those things don’t disappear because the organization is going through change.

I sincerely hope Centene succeeds. The mission is too important, and there are too many good people working every day to make a difference. My hope for leadership is simple: create the clarity, stability, and trust that allows those people to do what they’ve always wanted to do…serve members, support one another, and do their best work.

✌️

• AI helped me tighten the writing. The observations, opinions, and experiences are my own.*

We know someone is reading this...I heard today "this is the last one this year" this is the 3rd time this year I have heard that. That is why you are not trusted. It is that simple. You don't tell us the truth over and over again. This is the last one this year....most dont believe you. Board Members. The execs are not trusted. No exec managers. I know why you tow the company line. You dont want to be next. Grow a pair and stop lying also.