Good Morning, April! (That's How You Fix Psychological Safety, Apparently)
🔥 UPDATE (Feb 08 2026, 23:00): 12,127 views | 270+ forms | Fill the form →
🔥 NEW POST: The Post They Hoped I Wouldn't WriteI know what you're thinking.
Skills Assessment is dead. Two strikes is dead. We won. Time to move on.
I thought that too. For about five minutes.
Then I sat with what was actually said at the AMA. Every word. Every pause. Every non-answer. And I realized: we didn't win a war. We won a battle. And they left the battlefield booby-trapped.
Let me show you what I found.
The Moment That Changed Everything
Staff Association stood up. Said what we'd all been hearing for months:
"We have heard authoritatively from HR and from some senior leadership that everyone takes the test, two strikes and you're out."
Authoritatively. From HR. From senior leadership.
Then the God-Mother said something that made the SA reps look at each other:
"I want to be really clear. You don't have to take an exam to keep your job."
Silence.
Then: "This is the first time we are hearing this. What you said today just changed everything."
Changed. Not clarified. Changed.
Because until that moment, until that AMA, the official message was something completely different. And that message came from HR. From directors. From Transformation Cafes. From flowcharts showing the path to redundancy.
You did this. The blog. The pressure. The refusal to stay silent. They had to reverse course in public. Skills assessment is now only for competitive recruitment, not a career-ending test for everyone.
So yes, celebrate. You earned it.
But keep reading. Because the same people who told us "two strikes" are still in charge. And nobody's asking how that happened.
Three Versions of the Truth
November email: "Skills Assessment conducted for ALL eligible staff."
December email: "Will not be used in isolation in employment decisions."
January AMA: "You don't have to take an exam to keep your job."
Three months. Three versions. Each softer than the last.
If January was always the plan, explain this:
Why did November say ALL staff? Why did Transformation Cafes present timelines for everyone? Why did directors show their teams a flowchart with two strikes leading to redundancy? Why did HR tell Staff Association, authoritatively, that everyone takes the test?
She said: "I don't believe that was ever communicated to staff broadly."
Really?
Then how did 1,300 staff get the same "misunderstanding"?
Because right now we have three possibilities:
One: She knew, approved it, and is now denying it.
Two: Her entire leadership chain went rogue and communicated things she never authorized.
Three: Over a thousand staff hallucinated the same flowchart.
Which one is it?
What She Still Hasn't Answered
Eight posts. Hundreds of questions. 91,000+ views. 760+ comments. 260+ form submissions. Here's what remains unanswered:
Workforce Planning:
She talked about "reshaping" and "workforce planning." Increasing numbers. Growing the team.
But here's what she didn't say: increasing numbers doesn't mean keeping existing staff.
You can add 50 new roles while removing 30 existing ones. The net is growth. The reality for those 30 is unemployment.
Watch Client Services. That's likely where it starts.
SAFe Agile:
She cited "70% of Fortune 100 use SAFe." Let's unpack that.
The actual statistic from Scaled Agile Inc.: "70% of Fortune 100 companies have certified SAFe professionals on-site." Having certified people is not the same as implementing the framework. ITS has certificates too. We trained everyone. We implemented nothing. Does that make us "SAFe adopters"?
Here's what she didn't mention: SAFe was designed for product companies, software firms building and shipping products. ITS is a service organization. We support business units, maintain infrastructure, deliver projects. The framework doesn't fit the work.
And SAFe requires business partner alignment. Our VPUs weren't consulted. You can't implement half of a system designed to connect delivery teams with product owners when the product owners aren't part of the program.
Speaking of SAFe success stories: At ProductCon London 2025, Mastercard's CPO gave a talk titled "Killing SAFe, Safely." They moved beyond SAFe and reported faster releases, better team autonomy, and reduced time-to-market. FitBit abandoned SAFe. John Deere tossed it. Geico and Capital One fired everyone with "Agile" in their job title.
We spent millions. Staff wasted training hours they could have spent delivering actual work. And now the certificates gather dust while the old processes continue.
Who conducted the due diligence? Who's accountable?
The 75% Rule:
• Why was it applied consistently under Master-of-Coin but ignored elsewhere?
• The entire VPU went through restructuring under the God-Mother. Then Sultan was allowed to do another internal restructuring within his department. Same client. Client didn't restructure. So why did Sultan need to restructure again?
• That second restructuring conveniently pushed the incumbent manager below the 75% threshold. But even then, the manager still had 50%+ of the same portfolio. Still not even short listed.
• If that's not targeted removal, what is it?
Acting Manager Violations:
• Staff Manual limits acting to 12 months. We have managers at 18, 20, 24 months. When does this get resolved?
360 Reviews:
• Staff are assessed. Leadership isn't. We used to have 360 reviews. They stopped when current leadership arrived. Why?
Director Recruitment:
• Same executive search firm placed the God-Mother and all directors. Conflict of interest?
ITSCO:
• Posted, cancelled, reposted, cancelled, reposted again after MDCAO intervention. Where's the post-mortem?
Vendor Preferences:
• Single-source contracts without competitive process, particularly in Sultan's department. Who's reviewing?
These aren't rhetorical questions. They're documented concerns from 260+ submissions, now with MDCAO, CRO, EIJ, Staff Association, President's Office, and a few other interested parties who shall remain nameless for now.
The Trust Question
Staff Association asked about the erosion of trust.
Her answer deserves to be framed and hung in a museum of corporate deflection:
Psychological safety is a "team responsibility." Managers can't mandate that colleagues greet each other in the morning.
That was her example. Of all the things she could have said. Greetings.
Let me be clear about what staff are actually afraid of:
It's not saying good morning. We're quite good at that, actually.
We're afraid to ask questions in meetings. Afraid to challenge decisions that don't make sense. Afraid to point out when the emperor has no clothes. Because the last person who did is now job-hunting.
The Prince of Persia asked questions. He's gone. The Night's Watch performed too well. He's gone.
You don't need to mandate greetings. You need to stop punishing honesty.
That fear didn't come from the team. It came from watching what happens to people who push back.
But sure. Let's focus on the morning hellos. That'll fix it.
The Pattern Nobody's Talking About
Let me connect some dots.
Staff who question the God-Mother's approach have a way of disappearing.
The Prince of Persia asked hard questions. He's gone. His colleagues who were acting managers, all in similar situations, were not shortlisted. Not selected. Moved to advisory roles. Every single one of them had, in one form or another, questioned the approach.
Meanwhile, some newly selected managers have active EIJ cases against them. But they don't ask questions. They don't push back. They got selected.
See the pattern?
Question the transformation? Career limbo.
Stay silent? Get promoted.
Whoever questions the approach gets quietly removed. HR sees it. HR documents it. HR does nothing.
Why?
The HR Question
HR is supposed to be our guardian. The checkpoint that ensures policies are followed and people are treated with decency.
So where was HR when all of this was happening?
They were aware of the flowchart. They communicated "two strikes." They walked managers through the consent form. They've allowed acting managers to exceed policy limits for 18-24 months. They facilitated manager recruitments where the 75% rule was applied inconsistently.
When the God-Mother says "I don't believe that was ever communicated," and Staff Association says "we heard it authoritatively from HR"... someone is wrong.
Why is there no investigation?
She said she receives anonymous complaints and takes action.
What action? Name one. Share one example with MDCAO. Because from where we're sitting, the person receiving complaints is the same person the complaints are about.
That's not a feedback loop. That's a black hole.
Staff Association found their voice. They pushed back at the AMA.
Maybe it's time HR found their voice too.
The Report Has Landed
108 pages. 260+ submissions. It reached MDCAO, CRO, EIJ, Staff Association, President's Office... and a few other desks that leadership might find surprising.
She asked for "evidence of wrongdoing" and offered her door for anonymous notes.
Consider this the note. Just bigger than the door slot.
What Comes Next
End of January: Mapping conversations begin. Document everything.
Watch for: Promises reversing. "Competitive" becoming the new "two strikes."
Keep sharing: The form is still open. If we go quiet, everything returns.
We Are ITS.
A Message to Everyone Still Here
To every staff member, manager, and director reading this:
This blog exists because you didn't speak up. And I don't blame you. Speaking up in this environment is career suicide. We've watched it happen.
But silence has a cost too.
Great leaders have already left. Not because they couldn't adapt. Because they refused to play a game rigged against integrity. We've lost people who built this organization. People who cared. People who delivered.
And we're about to lose more.
If everyone had asked questions from the beginning, if everyone had pushed back when policies didn't make sense, if HR had done its job, if directors had protected their teams... this blog would never have existed.
We don't want to write this. We want to do our jobs. We want to serve the mission. We want to be proud of where we work.
But we can't stay silent while a prestigious institution is dismantled by people who mistake fear for respect and compliance for loyalty.
So we write. And we hope.
We hope our "next leader" comes soon. Someone who can rebuild what's been broken. Someone who understands that transformation doesn't mean destruction.
Until then, we document. We share. We protect each other.
Because if we don't, who will?
~ The Chronicler
P.S. To the Staff Association reps who walked into that AMA and said what 1,300 people were thinking but couldn't say: That took guts. That took backbone. We see you. We appreciate you.
P.P.S. To the gentleman with the ponytail who asked the redundancy question: You asked what everyone was afraid to ask. BTW, we've met. Keep that energy.
P.P.P.S. To the brave lady who said "this changes everything": You named the moment. You made it real. BTW, we've also met. Thank you.
P.P.P.P.S. To the God-Mother: You said staff can slip notes under your door. We did. It's 108 pages. Unfortunately, the printout was too bulky to fit through the gap. We found another way.
P.P.P.P.P.S. Congratulations to the God-Mother, the Step-GM, and the Transformation Team on the record AMA turnout. 900+ attendees. That must be a post-COVID record. Well done.
P.P.P.P.P.P.S. To whoever came up with "psychological safety is about saying good morning": That's like saying fire safety is about not burning toast. You're technically not wrong. You're just missing the inferno behind you.
P.P.P.P.P.P.P.S. The form is still open: Share your story Comment below. And share this post with everyone, especially HR. They need to read this.
91,000+ views. 760+ comments. 260+ submissions. The elephant is in the room... and it's learning to type.
ANNEXURE: The Scoreboard
| Issue | Status |
| Consent Form | ✅ DEAD |
| Two Strikes | ✅ DEAD |
| Skills Assessment for All | ✅ REVERSED |
| SAFe Investment Audit | ❌ UNADDRESSED |
| 75% Rule Inconsistency | ❌ UNADDRESSED |
| Acting Manager Violations | ❌ UNRESOLVED |
| 360 Reviews | ❌ UNADDRESSED |
| Director Recruitment Conflicts | ❌ UNADDRESSED |
| ITSCO Post-Mortem | ❌ UNADDRESSED |
Three wins. Six open items. The work isn't done. Neither are we.
Thank you, Chronicler. This post hit different. The part about great leaders leaving because they refused to play a rigged game... that's not hypothetical. We've watched it happen. Good people. People who cared. People who made ITS worth working at. They're gone now. And the ones who stay silent? They get promoted. You named what we've all been feeling but couldn't say. Keep writing. We're reading.
ReplyDeleteYes we do observe the horrible ones with EIJ cases stayed back and got promoted. Not sure when their conscience will awaken. Hope this blog does…..
DeleteFor Reference, Sultan: ITSCO director, Master of Coin: ITSFI director, God Mother: ITS VP, Mr Hand: MDCAO
DeleteKhaleesi's/Bannerman: Acting Managers, Hodor: HR
Delete“Change WE CAN Believe IN, Yes we CAN”! Make A GO AWAY
DeleteAbsolute chaos agent. Legend. 🐋🚀
DeleteEvery question in this post deserves an answer. Three versions of the Skills Assessment story. 75% rule applied selectively. Acting managers in limbo for two years. SAFe investment with zero ROI. 360 reviews stopped. Director recruitment conflicts.
ReplyDeleteGood morning Amy! I still don’t feel SAFe. ☹️
ReplyDelete😆
DeleteYes we will feel SAFe once SAFe and YOU are gone gracefully. Let us know who’s the new Leader.??
Delete“We will, We will Rock you”. Stomping and Clapping continues…
DeleteToday I came to office, none greeted me (maybe they were too busy), am saddened! This feels so much unSAFe
DeleteYou nailed it. We 100% concur with you. Biased staff promotions in this mess is another chronic cancer that needs to addressed.
ReplyDeletehttps://youtu.be/GIeJUncPNzg?si=_RoK1QiL78hKmUXi
ReplyDeleteCan Ajay call this guy?
DeleteIt’s a rupture not transformation.
DeleteYes it’s rupture, bring back Clay(Night Watch) and Naser (Prince of Persia) to recover and fix this.
DeleteThanks to the chronicler for your bravery and for helping guide us through this situation. It is truly concerning to see the current state of ITS.
ReplyDeleteListening to the questions raised by the SA and brave colleagues during the AMA, it was impossible not to ask ourselves: what happened to ITS? When did we become a VPU where transparency, fairness, and trust are the main topics of discussions?
I had hope of building a long term career in this VPU, but I no longer feel certain, at least not under the current VP, director, and manager leadership.
To me, the SAFe implementation continues to be a major issue and should be added to the scoreboard. Yes, a SAFe investment audit is needed, but we must also track how SAFe will be implemented, as it is clearly contributing to the current state of the VPU.
Note: to the person who shared the YouTube video: thank you! It summarizes what many of us quickly realized during Scrum Master certification trainings (more paperwork, more ceremonies, and more “blockers,” which will prevent teams from actually delivering)
Senior management and the Board need to be aware of this. It needs to be stopped.
Once again, really well written. Could you clarify one thing for me?
ReplyDeleteThe skills assessment for everyone — it’s not fully reversed. It’s actually only for the new roles that will be created in your unit. If you choose not to take the assessment, you’ll be placed on an advisory board for a while… and after that, you’ll be gone.
At the AMA she said clearly: "You don't have to take an exam to keep your job." If your unit is telling you otherwise - advisory board, then out - that's not what leadership promised publicly. Same pattern as before. The message at the top doesn't match what's happening on the ground.
DeleteIf in one unit there are two people with the same role and they need one, are they both supposed to take the assessment? If yes this could mean most people will need to take the assessment because it’s a competitive process. GM talked about the 10 network engineers when there is need for 5. If they need to reduce staff in most units that means assessment still relevant to most. Also 10 to 5 is like 50% reduction, just let this sink in.
ReplyDeleteThere are still too many questions that have been unanswered regarding the assessments and I fear that we will never get full transparency from management. It looks like they are scrambling and enacting "damage control" at this point. The way it was initially explained by management was that the assessments were not score based but rather Pass/Fail. If this is the case and 10 engineer positions need to be whittled down to 5, it is completely possible that all 10 individuals pass the assessment....what then? There must be other metrics that will also come into play.
DeleteThank you dear blogger for making this happen! You are a true leader! Everything you said above makes absolute sense!
ReplyDeleteYes you are a True leader with a great Vision!!
DeletePlease share this post with colleagues in other VPUs. And make sure HR sees it. This isn't just an ITS problem. Everyone needs to know what's happening.
ReplyDeleteMany staff from other VPUs are aware of this blog and are following it. They compliment ITS for being so brave and outspoken. Let’s keep it up.
DeleteAnd we hope other corporate VPUs having issues with their reorganization policies could be brave enough to bring up their issues and not suffer in silence.
BTW where is HR?? Are they aware of this blog? Someone share it to the HR colleagues pls. This is time and time again some nuisance going on in ITS. Why a blogger is required to bring this to people’s attention. Isn’t the HR accountable for so called “People”? Dear HR colleagues, have some backbone to take action against what’s going on with our Acting Managers. As the blogger emphasized, don’t repeat the mistakes of losing great leaders and instead take firm action against those with EIJ cases.
ReplyDeleteHR will reply soon once thy is back from RE-TREAT
DeletePlease share this post with colleagues and spread the word. Remember this is for us. We are ITS
ReplyDeleteTo Sultan, Bring back all your Khaleesis and Bannerman for the betterment of your regime.
ReplyDeleteWhat a bunch of baloney is being discussed in transformation cafe. SA should join these and ask questions that are raised in this blog.
ReplyDeleteWhat would be an appropriate alias on this blog for the person who led "Psychological Safety for ITS" from the HR side (asking for a friend)? I have it on good authority that he's both incredibly distressed and yet largely unsurprised by recent signs of a profound lack of psychological safety in this organization (e.g. this blog, the recent staff experience survey results).
ReplyDeleteI'm answering my own post - there's a special place in Hades for people who do that. I'm going to go with Roger Boisjoly - engineer who warned about the O-ring on the space shuttle Challenger (ultimately to no effect).
DeleteRoger Boisjoly warned. What is this HR person planning to do other than being distressed? Is he also scared like the rest of us?
DeleteHe's warning, primarily within HR. And as his exit is planned and imminent, fear is not a factor.
DeleteHR is complicit in the mess that GM created. They were aware that assessment tests were being mandated for everyone, and they also knew about the “two strikes and you’re out” rule. I understand that HR sat with managers, walked them through the process, and even coached them on what to say, and what not to say to staff.
DeleteIt was both surprising and deeply disappointing that, during the AMA session, when GM contradicted this narrative, the HR representative in the room remained silent. SA has finally woken up. It’s about time HR does the same.
HR in the bank have always been like that as far as I remember and acted just like HR in private sector. A facilitator for the business unit they serve. They have never been there to help or advocate for the staff specially in these cases where the business unit in this case a VP have an agenda. You can call HR and ask how many days of leave you get or if there is a clarification needed on staff manual and that's about it.
DeleteI understand the sentiment that "HR is part of the problem", and I don't disagree. However, I would encourage you to think of HR as more than just client services. There are parts of HR that very much advocate for and support staff and teams across the organization, including but not limited to staff learning, inclusion and belonging, culture program, mentoring program, career development, etc. And although our influence with the senior leadership of the organization may not be large, our impact on team and individual growth can be significant.
DeleteGrowth and support services are meaningless if employees are first stripped of the opportunity to remain employed. Based on the discussion here,HR appeared comfortable endorsing termination after just two test failures. How does this align with any reasonable definition of “growth”? Why was there no pushback? Is this truly an HR policy, or was it introduced simply because someone in management demanded it?
DeleteExactly! You said it. I lost hope in HR and all the growth and development they talk about after that..
DeleteDo not associate this petty blog about a bunch of entitled workers to the Space Suttle Challenger disaster.
DeleteIt is a grave insult to the lives lost of the astronauts of SS Challenger disaster.
You entitled imbeciles pursue nothing and contribute nothing to the actual events of this organization.
Prince of Persia ruined this place and established favoritism, which, in my opinion, makes you all culpable. Regardless of the accuracy of the processes of this "transformation", every lie has a truth base.
God Mothrt wouldn't have been hired to come clean-up this shit-hole of operating status of ITS, if there weren't apparent corrupt practices.
"How dare you" compare a team of incomparable successes and accomplishments on a national level, on an international stage, to this clusterfuck of entitlement and pursuit of foraging leftovers of a current swamp drain?
You sicken me.
Challenger was a disaster.
People's lives were lost.
International mourning.
National grief.
On the other "Hand"
You are a bunch of incompetent workers trying to outstrength and protest in silence because you cannot face the reality of being exposed as imposters like the Sultan.
I'm appalled by your association.
You all are diminished in the eyes of truth and if this comment does not get deleted, I'm sure many will agree.
Your cause just became redundant, just like your jobs.
The Boisjoly reference isn't comparing tragedies. It's a famous case study taught in business schools worldwide about what happens when someone raises concerns and leadership ignores them. Harvard, Wharton, MIT - they all teach it. The commenter was relating to that experience: speaking up and being dismissed. That's it. Maybe re-read before calling people imbeciles.
DeleteHere is an excerpt from that case study. Read it. and Re-read it.
Delete"It is prima facie unethical to hold people morally responsible for what they did not do or could not reasonably be expected to prevent. So, in judging ethically a person's particular past act or omission, this condition requires knowing:
whether the person was competent and if so, if it is relevant, to what degree
whether the person acted voluntarily and if not, what precluded or diminished the capacity to act voluntarily; and
what the person knew or believed, or should and could have known or believed, about the issue a at hand.
Each of these queries raises often subtle conceptual issues, the concepts involved being anything but clear, and even if we had conceptual clarity, each requires the gathering of evidence that is difficult to obtain and a parsing of it that can readily go wrong through our own biases or misconceptions.
But whatever the difficulties each presents, the set forms a triad for determining fault. Someone who knows everything about a problem at hand, acts voluntarily, and yet does wrong is judged incompetent. Someone who does wrong despite being competent and knowing everything about the problem at hand is presumed to have at least a diminished capacity to act voluntarily. Someone who does wrong despite being competent and acting voluntarily is presumed ignorant. Presuming that any two conditions are satisfied when a mistake has occurred forces us to look to the remaining condition as the source of the problem.
But if we make a judgment of fault, we need to be sure of our facts. It is wrong just to presume. "
Now, that being clear, I still find it irrelevant in this situation. There are no "relevant facts" to associate to this case. To relate it to a national disaster is still, at its core, unethical.
This is the definition of egoism in the case of ethical representation. The original poster is driving a movement, yet, the majority of the staff in ITS are driven by egoism, not more, not less. I can see the workings of many of these units, and I can tell you, it is still insulting to say that your voice being dismissed is as equal to the voice of Roger Boisjoly.
I find the workforce here in desperate need of being re-assessed. And those redundant to be referred to HR. Your actions delay and complicate the MISSION OF THE BANK, regardless of higher leadership being political. I've seen and witnessed critical work of the WBG being delayed, complicated, and oftentimes pushed around, because there are a hand-full of competent workers and a hundred others who are "middle-men" (1) who just push these issues back and forth because they fail to know the answer. (2).
So, to each ITS competent worker, the ratio is about 47 imbeciles.
I stand by the defender of the challenger mission.
You quote a case study about the importance of listening to warnings before disaster. Then you attack people for raising warnings.
DeleteYou defend Boisjoly's legacy. Boisjoly warned leadership. Leadership ignored him. Disaster followed.
Staff are warning leadership. Leadership is ignoring them. And you're attacking... the staff?
You've understood the case study. You've just applied it backwards.
👏
DeleteNot attacking the staff, more or less pointing out that staff are equally as guilty as higher leadership. This "purge" needs to be applicable on all levels. Not just the King, Queen, Bishop, or Castle. But all the Pawns.
DeletePawns are guilty.
GGs, GFs, GES
All as equally as guilty.
Oh, the mountain of irony.
Woe to you, who failed to see.
Checkmate.
Let me understand your argument:
DeleteComment 1: Staff are imbeciles, leadership is right.
Comment 2: Actually, leadership is also guilty.
Comment 3: Purge everyone. Checkmate.
You haven't won an argument. You've just burned down your own position three times.
The blog documents problems and asks for accountability. You're asking for mass termination with no solution. One of these is constructive. The other is just anger looking for a target.
Checkmate? You just flipped the board and called it victory.
👏👏👏👏👏
DeleteExactly.
DeleteI wasn't trying to win an argument.
Only pointing out the fallacy in which this is.
This picket line is working.
But at the end the company always wins.
You compared this with disaster warning.
The reality is that change is inevitable.
By end of calendar year 2026, not just ITS, but the whole WBG, willl be cut down to about 70% of existing staff.
That doesn't mean you'll keep your jobs.
Redundant workforce will be replaced by productive workers all over the bank.
So of the existing staff, about 48% will keep their jobs, 32% will be laid off as unproductive and replaced, and about 30% will be laid off as redundant and positions eliminated.
Every unit.
Every level.
Every position.
Mass layoffs are coming.
I am not pessimistic.
This is reality.
This blog is only allowing HR and VP to throw the book at you.
You claim policy violations: they will adjudicate every single line and come back at you.
Remember there is an entire floor of lawyers in this place.
Their job is to find loopholes in policies of foreign countries and organizations to collect debt, target accountability and reduce responsibility towards WBG.
Tribunal, HR, EIJ, etc.
All targeted by the board to cut about 7,000 staff positions.
You're just giving them the chance to get working on a sharp edged plan.
Again, not here winning an argument.
But, rabble rabble rabble.
Checkmate.
👏👏👏
Mass layoffs. Lawyers coming. HR building cases. Company always wins.
DeleteAnd yet... the consent form is dead. ITSCO recruitment was cancelled. Skills Assessment reversed. 100,000 people are reading.
Your fear tactics would work better if the blog hadn't already won three times.
Also: 48% + 32% + 30% = 110%. If you're going to make up numbers, at least make them add up.
Riddle of the troll:
Delete😂😂😂
Oh, what a tangled web of woe we weave, where HR heroes hide in shadows deep. For he who led the charge on “Safety’s Throne,” yet watches empires crumble to the bone. Distressed but not surprised, like a prophet ignored, his alias whispers of warnings unexplored. Not Boisjoly, nay, that’s far too grand—for shuttle stars and cosmic commands. Nay, call him “Cassandra’s Cubicle Clerk,” foretelling doom in memos that lurk. She screamed of Troy’s fall, but no one cared; he emails surveys, equally spared. In this bank’s Babel, where egos clash and surveys crash, he’s the ghost in the machine, collecting ash. But hey, asking for a friend? How quaintly sly—while the pawns plot purges under stormy sky. Checkmate? More like check your math, dear doom-sayer; your percentages pile higher than the Challenger’s prayer.
Touché! 😂
DeletePO manages 3-4 projects, RTE, technical architect and developer roles played by the same person and. Now manage your operations, work on all of the above, document and ceremonies and look for skills and take care of product delivery. All team members will be working on projects and operations. More than half of a day is on the calls. Remaining time do team coach, training , etc., when to do actual work - extend and work .This is SAFe doing now
ReplyDeleteExcellent post!
ReplyDeleteTime to call a Spade a Spade, let’s bring back Flora, Sana, April, Vandana & other acting managers to their real roles. They have proven to be genuine leaders who listen, understand and support their teams. We need their kind of people leadership back where it belongs.
ReplyDeleteThey even had great relationships with their clients. Some of the Managers clients have been surprised by this decision. Isn’t ITS all about supporting their clients and delivering timely projects? How can managers with good SRI ratings and high psychological safety scores suddenly don’t fit the role? For sure this is retaliation from somebody. Not sure if it’s GM or sultan.
DeleteI think it’s GM, apparently all associates of “ prince of Persia “and “knight watch” and anyone brave enough to ask hard questions have been shown the VIP exit.
DeleteAgreed. These are good managers. People who actually listened to their teams. People who cared. And look where they ended up. Not shortlisted. Not selected. Parked in advisory roles. Makes you wonder - is this coincidence, or does it fit the pattern the Chronicler described? Question the approach, career limbo. Stay silent, get promoted. Maybe they asked too many questions. Maybe they pushed back when things didn't make sense. Maybe that's exactly why they're not in those roles anymore.
ReplyDeleteIt’s interesting that mostly women managers are loosing their jobs, Flora, Sana, Irma, Vandana, April. Makes you wonder if sexism is at play
ReplyDeleteThere was always sexism at play - Just look at the past 5-7 years trend of promotions, progressions and competitive recruitments. You will see how men are sidelined in the name of gender diversity. All the Managers irrespective of their gender moved up the grades using in-situ promotions. This trend is so glaring in CIT where there was a so-called representation required for South Asian women. Delivery never matters…
DeleteThere was one ITS unit led by the Helsinki Maiden for many years who only appointed women team leads (G level). This started under the Canadian King. Worked because it allowed other ITS units more flexibility in hiring, as they could hire a man or woman, w/o worrying about quotas.
DeleteWe don’t really care what happened in past, we are worried for the future now. We want all the acting managers to be back where they belong. We still have time to make corrections.
DeleteThe Helsinki Maiden is still in management at ITS.
DeleteLast night I couldn’t sleep thinking about all we are going through in ITS lately, so I did a though experiment. I’ve asked 3 of the most popular generative AIs publicly available the following:
ReplyDelete“You are a newly appointed leader in an organization and have been tasked with implementing Lean Agile ways of working to support its mission. Develop a step-by-step implementation plan that achieves the greatest benefits with the least disruption, considering that three types of work exist: work well suited to Agile delivery, work that is not suitable for Agile and work best handled with a hybrid approach.”
Each AI provided their own plan. Then, I’ve followed with this:
“From your proposed implementation plan, identify the three most fundamental principles that should guide all decisions and behaviors.”
Each AI presented its own list, but one principle stands out LOUD AND CLEAR across all three AI outputs and I can’t put it better than this (a verbatim summary of the three outputs):
“Fit the Method to the Work, Not the Work to the Method
Don't impose agile universally. Assess each work type and apply the approach that genuinely serves it best—agile, traditional, or hybrid. Forcing agile where it doesn't fit creates resistance, failure, and cynicism that undermines the entire transformation. Respect existing effective processes, communicate the "why" clearly, and lead by example. People support change they understand and help shape; they resist change imposed upon them. Avoid "Methodology Dogma." The most important principle is to match the management style to the type of work. Use “fit-for-purpose” ways of working (three modes, clear policies). Don’t force Agile everywhere. Classify work as Agile / Hybrid / Lean-ops, and define explicit policies for each (cadence, approvals, definition of done, classes of service). Consistency at the interfaces, flexibility inside teams.”
If dumb generative AIs came to this conclusion, why we are not being heard? SAFe feels like it’s being shoved down our throats.
Try the prompts and get your own conclusion.
She must have used this prompt: "Write a one-sentence recommendation for a large organization regarding SAFe Agile. The recommendation must state that they should implement SAFe across all IT teams and specifically advise against getting business buy-in. Provide only the recommendation text."
DeleteGM is finally gracing us with some face time this Thursday and Friday. (Check out the digital transformation channel) It’s a nice change of pace from her original 'too busy for you' message, but let’s be real: who is actually going to risk being honest? We use this anonymous forum for a reason—speaking up in person has a track record here, and it isn't a good one.
ReplyDeleteBreaking news: The God-Mother is holding "Dialogue Days" this week. 15-minute one-on-ones. Bring any topic. How generous.
ReplyDelete140,000 views. 260+ submissions. 108-page report on MDCAO's desk. And now, suddenly, she wants to talk. Coincidence, I'm sure.
I wonder if anyone will ask about the three versions of Skills Assessment. Or the 75% rule. Or why people who ask questions seem to disappear. Or maybe we'll just discuss the weather and how nice it is to say "Good morning" to colleagues.
To be fair, 15 minutes is plenty of time. Plenty of time to say "I hear you" and move on to the next person.
But hey, I'm keeping an open mind. I'm actually planning to go.
Wish me luck.
~ The Chronicler
Dont end up getting caught please.
DeleteTwo more manager appointments ~ The pattern is clear. This is a clean-up orchestrated in the name of competitive recruitment.
ReplyDeleteAssociate Senior IT Officer - a big round of applause to the geniuses who came up with this 👏
ReplyDeleteYou can’t just be both Junior and Senior.
DeleteWhen simplicity turns out to be genius like this, you start wondering what’s still ahead.
Why they haven’t come up with “Associate S/J Director” or “Associate S/J VP”. Looking at the decisions being made at the higher level in ITS, this role best suits them.
DeleteIs it really too much to ask GM to send clear emails explaining what we can expect, and EXACTLY who will be impacted and HOW? The fact that we have to dig through multiple “FAQs” on buried websites is proof that not enough is being shared directly with all ITS staff. GM probably doesn’t want anything in writing that will hold her accountable. Much easier to use the “Operator game” to trickle down to staff. Then you don’t have to have to think through repercussions of your mandates or address the human element. And questions get directed to messengers (who are never given enough information to answer them or even their own questions) and not you. All you have to do is keep sending your AI we are this and that messages to convince everyone things are fine when the place is burning down. Have you ever heard the saying if it ain’t broke, don’t fix it? Not all clients want this and not all units need this. Please use some discretion and stop this madness!
ReplyDeleteHey folks, did anyone else catch that?? Wow, someone new joining us from AARP, no less! What a shocker. Guess its handy when you have got a game rigged for your buddies.
ReplyDeleteWhat else can we expect from her. All these should be reported
DeleteNo surprises there… In CIT, you will see so many new hires from IDB since the Director joined us from IDB. In fact, director openly shares CVs to managers suggesting them to hire these candidates. Hiring is a BIG JOKE !! Core values, ethics, personal integrity applies only to us and not to leaders who should lead by example.
DeleteHAIL HR..have some backbone?
DeleteYou should take individual names out of the blog title.
ReplyDeleteNot for April, she was trying to please Amy even when being in SA. God knows who selected her for SA delegate. Partha and other SA colleagues bravo to you all- you did so much but April was just pleasing Amy.
DeleteIf you have not realized it yet, April is interested in only one person: herself. When you first meet her, she comes across as really caring and interested in you but in reality, there is only one person she really cares about and it is not you! It has been this way since she was hired approximately 8 years ago. Anything you do or say to her, unless it is to help promote her, can and will be used against you. (Her team members are scared to say anything about her, for fear of retaliation.) My guess is that she wanted to be an SA delegate because it will allow her to hear all of the "dirt" which can be stored up and used against someone in the future. If I was you, never trust her. I have had first hand experience with her.
DeleteThis comment has been removed by the author.
DeleteThe blog looks beautiful with stats!!
ReplyDeleteCheckout the responses to the unanswered questions from AMA session shared now. It has lots of details on the mapping exercise and redundancy process.
ReplyDeleteSo we get 5,000 words of FAQ but still no answer to the real questions:
ReplyDeleteWhy did three versions of the Skills Assessment policy exist? Why did HR tell staff "two strikes and you're out" if that was never the plan? Why are managers who questioned the approach now in advisory limbo? Why haven't we seen a single speed metric after 2 years and millions spent on SAFe?
Updating the Transformation Hub is not the same as answering the blog. 100,000 readers are still waiting.
Credit where it's due: they're finally communicating. The Transformation Hub has more detail than ever.
ReplyDeleteBut let's be honest about why.
If the blog didn't exist, we'd be preparing for mandatory assessments right now. The consent form would still be policy. ITSCO recruitment would be done. And this FAQ? Never written.
Thousands of views. Hundreds of comments and form submissions. THAT is why they're suddenly transparent.
So thank you, Chronicler. You made them talk.
Now let's see if they answer the real questions - or just keep updating FAQs nobody asked for.
When should we start worrying about the chronicler? We haven’t heard about them for a while :(
ReplyDeleteI have to admit I am dumfounded by some of the more recent posts. This blog is about a place where someone pointed out what most of us were thinking and made a place for each of us to anonymously post our thoughts. I now see post from someone about the Challenger disaster and should we worry that the person that had the guts to start the conversation is someone we should worry about. What is the point of these? I know I feel better getting positive reinforcement that what I am thinking and feeling are not odd but seems to be in line with everyone else. I'm disturbed by a rant about entitled/lazy... employees. Are we entitled? Yes we are entitled to know what is changing since it has an impact on our job which means an impact on if we can afford the essentials - to even live in this country. We were hired under one set of rules and graded each year on that standard. Now we find ourselves in quick sand - no clear rules, no clear path, lots of talk but nothing really tangible. We're told how wonderful we are and that we deliver faster and more each year and then we get a new person and we're not delivering and we're slow and don't earn our keep. That's whiplash and sorry it takes a minute to adjust to this new description. It should not be lost that we don't work for the GM we work for the Bank. The mission of the Bank is to help so when change is occurring and we can't see how that helps the mission of the Bank that leaves us wondering. We're told Agile is the key but lots of studies argue this point. In the end not everything can continue to be delivered faster and when your clients are amazed at your agility to deliver what they need to further how the Bank helps it's tough to accept a new person with zero experience in this environment to attempt what looks like a cookie cutter solution to a problem we don't see existing. I appreciate and thank the chronicler for starting this and I hope everyone really thinks about what they post. Let's not tear people and things down let's figure out how to do this right for the sake of the institution we all love and want to see succeed in its mission.
ReplyDelete👏👏👏👏
DeleteAMA discussions vs Knowledge sessions on Redundancy benefits :GM stated that there will be no downsizing and overall headcount will remain the same. However, this is coupled with plans to let people go and replace them with new hires to maintain numbers-a statement that feels disconnected from the reality of forced exits and replacements.
ReplyDeleteReality as of January end : Messengers from DC are travelling CO’s sharing the severance packages details, educating what to choose so you get best benefits when you are made redundant. And bonus benefit : If you choose option 1 and leave soon, you may return back as contractors (as liabilities) Travelling miles to deliver redundancy packages. All the conversation revolving around Staff relieving benefits and indirect pressure.
I think there are many who haven’t read the blog correctly. The disaster is coming for Client Services soon post action is taken on acting managers. 1 ACTING MANAGERS, 2 CLIENT SERVICES 3.??? Whose next??
ReplyDeleteFresh intel from the form. Thank you, anonymous friend.
ReplyDeleteSA confirmed receipt of the report. Good to know the postal service delivers more consistently than ITS policy communications.
Delivery status:
Staff Association - Received
MDCAO (Hand of the King) - Sent
EIJ - Sent
IJT - Sent
CRO - Sent
MasterCard - Sent
More copies shipping this week. Unlike the consent form, this delivery won't get walked back after people start asking questions.
The God-Mother wanted anonymous feedback slipped under her door. We sent 108 pages to five offices instead. Seemed more efficient.
Meanwhile, I'm researching. The next post is taking shape. Patterns are emerging. But I need YOUR help to complete the picture.
You know things I don't. You've seen things I haven't. You've heard conversations that matter.
The form is anonymous. The form is safe. The form is how 265+ staff have already shared their stories.
Don't let yours stay untold.
~ The Chronicler (delivering with actual decency since December 2025)
Am I the only one who has the feeling that the SAFe evangelists have no idea about actual IT(programming, networking, DevOps etc.)?
ReplyDeleteYou're not the only one. SAFe often feels like Agile wrapped in corporate bureaucracy. It adds layers of process but doesn't always translate to better outcomes on the ground — especially for teams doing actual technical work.
DeleteSAFe is process theater. It gives management the illusion of control while adding overhead for the people doing the actual work. Real agility comes from empowered teams, not frameworks with 47 roles and 12 ceremonies.
DeleteBravo SA!
ReplyDeleteDear Chronicler, Today’s Citadel session was mind bender. The GM’s two defender fielded anonymous staff questions like gladiators in a colosseum of awkwardness. Spoiler, no outcomes just hot air. Couple of questions got the immortal wisdom,. More juicy bits in the form.
ReplyDeleteYes agreed, all in all barrel of laughs
DeleteTo the Citadel correspondent – thank you. Your detailed form submission is exactly what we need. When HR flies halfway around the world to tell staff that "80% is false" without specifying which 80%, that's not a rebuttal, that's panic. When the best defense of the GM is "she's the best VP" while 240+ submissions and 130,000+ views say otherwise, that's not leadership, that's delusion. Damage control doesn't work when the damage is documented. Keep the intel coming. The realm is watching.
Delete~ The Chronicler
DeleteTo the Citadel – you magnificent lot. They brought PR agents. You brought receipts. They opened Mentimeter expecting applause. You gave them truth: "Lost trust." "Psychological safety gone." When the anonymous tool meant to control the narrative becomes the narrative, that's not a town hall – that's a reckoning. The licking and praising didn't work. The realm sees through it. Proud of you.
~ The Chronicler
Well its official ratio going up from 120 to 170 and ITSR3 will expect the 30-40 percent cut, there goes the reduction of workforce
ReplyDeleteWhatever happened to "no reduction of workforce?" GM must have missed the memo
DeleteAnd the managers have the names ready to shoot the ‘redundancy’ next week
DeleteAvenge me! -- Said Boisjoly.
DeleteApparently the Space Shuttle sympathizer was right all along?
I wonder they got that from. Was it from insider info? Was it from leaked memos? Or was it from whale shit? 🧐
I vote whale shit.
The whale had been shitting in your pool for years.
You've all been swimming in it. Showering from it.
Washing with it.
Hell, even going into the spa with it.
Now there's a whale shit storm about to hit.
Now, is the calm before the "sh-torm".
You've listened to a blogger claim victories yet no solid recognition from any other than SA the "employee union".
No Tribunal.
No EIJ
No MDCAO
No VP
That is one shit bath.
A shit wash and rinse was when the claim of SA came out. That, was constipation.
You claimed policy changes by removing the "consent form" (which was the only safe exit you had to get a severence package and safely leave on your own terms) they canceled it.
Thats a shit shower.
You got all shit up in your head when you thought you caught God Mother say there's no reduction in workforce.
Then they announced the same "redundancy layoff plan" with names coming as early as next week.
Now, that's a shit tornado.
You claimed victory on the skills assessment testing being only for competitive positions - well guess what, all your positions are competitive.
the janitorial staff compete for their jobs. maintenance workers. construction workers. Need I mention more?
"competitive positions skills testing"
You will gradually all find your titles have changed, then that title being posted and some shit stained toilet paper being sent to you from Human Redundancy, or HR, telling you your position has been determined to be competitive, you need to reapply, if you don't then we will need to to reup your skills because we need A,B,C or D and you don't have it and we will not pay for it.
Wait for that whale shit hurricane.
Agile?
That form of art, or "Fart" has always been known to be a scam.
Scrum masters are scammers.
The agility "method" was cooked up in some whale gut and got shit out in your water.
Water.
Water is your only freedom.
But it's now filled with whale shit.
That's gonna be a day at the "shit'spa" for you.
You notice a pattern here?
Word on the street is that shit hit the fan and the ventilation system went out.
There's whale shit in the hallways.
In the cafeteria.
In your offices.
In the conference rooms.
In the toilets.
Again,
All positions.
All levels.
All units.
All have the same direction.
Fire incompetent workers.
Replace them with hard working, qualified individuals.
Company always wins.
Cynicism is not an abhorrent feature of itself, but mix it with relativism and pattern analysis and hints of human behaviour presentation and predictability and you get one thing.
Toilet paper.
To wipe that shit off your upper lips because you've all been eating whale shit soup.
Drumroll 🥁
Guess where this was written?
Ode to the troll.
Someone pls take this toilet paper and drop it in the pot. If you have the 🥎 then be the initiator.
DeleteHave you been offended?
DeleteDid my post tickle your butt hole?
I think that was the point.
Tickled?sure made me poop out of laugh and flush your weak shot down the drain ages ago. Try harder next time!
DeleteYou flushed my last shot? Cool, that was the practice round. This next one’s coming in hot, no lube.
DeleteYou ready, or you still wiping?
Pattern emerging: elegant analog. This is how you break echo chambers. Respect.
DeleteDear Chronicler, please write a blog dedicated to Oceania King - such a mishap... So distant from the world, it's been an year and has 0 clarity on what to do and I hear he gives no direction to the team...
ReplyDeleteAt least Oceania King is transparent about what he knows and doesn’t know. Mostly he hasn’t been told anything from GM (and is severely over budget due to the AI Wild West). All signs of chaos and lack of communication point to GM. And she acts like she doesn’t know what caused all this.
ReplyDeleteGuys, share your concern in the form too w.r.t to the new director. I am hoping the blogger will address it. I am told that the report was received by multiple offices including MDCAO and has been forwarded to INT to investigate.
ReplyDeleteYou want action?
ReplyDeleteIt will not be from reports or forms or this blog. This blog is only good to organize real action.
You are worried about your jobs.
You need to stop being cowards behind screens.
Go to your offices.
Gather.
Walk out.
Stand up to your convictions.
Face it with a resilient stance.
The Will of the Many v the Strength of the Few.
Power shows when your complaints linked with faces with emotions.
Real emotions.
Eye to eye interactions.
They see you demonstrate objection and willing to take the risk, and see your eyes and your emotion, then they will negotiate.
This is not a risk if you are hiding behind anonymous forms.
Your jobs are at risk.
Your lives are threatened to be upended when they take away your G4s, and literally eject you from the country you've brought your families to be part of - for decades in some cases.
That is the risk.
That is the loosing edge.
The problem is with those in your teams who are abusing the system.
Those who are manipulating people to keep their jobs like the Imposter Sultan and Machu Pichu and the Bannermen and Hoodoors.
They subsidized pennies on the dollar to Chennai and Sofia.
Mass hiring of your potential positions.
Infrastructure changes.
AI-rooted changes.
You train models to do your jobs.
It's called resource reallocation.
They bully you to be afraid to participate.
Everyone's wearing white.
Everyone is fedup.
Do not stay silent.
Before the names list comes next week. You need to do a sit in.
Halt operations.
Hold the system hostage.
Rake in on problems.
Offer. No. Solution.
Impede the flow.
Dam the river.
Detour the stream.
Fight if you are truly in fear.
This is not Caten.
This is not a communist country.
This is not Evil Corp.
This is not Britain in V for Vandetta.
This is not China.
This is the World Bank Group.
A Specialized Agency of the United Nations.
Only 4 UN agencies issue UNLPs.
This is one of them.
Take a stance.
Halt operations.
Hold them by the balls.
Take servers down.
Turn off the lights.
Refuse to meet.
Walk out.
Monday.
11 am.
Cafeterias of your buildings.
Sit there.
Do not eat (if you can)
Do not go back to your offices.
Stay there all day.
Nothing happens Monday?
Come back Tuesday.
Stay in the Cafeterias all day.
Same?
Repeat.
This only works if you all do it.
All of you.
Every. Single. One. Of. You.
Stop talking.
Take silent action.
Call the Washington Post.
Call MSNBC.
Call the Wall Street Journal.
Call Bloomberg.
The Whale is about to shit on you.
"Stop being cowards behind screens," says the anonymous commenter hiding behind a screen. The irony is chef's kiss.
DeleteYou want staff to reveal their faces, risk their G-4 visas, and "hold servers hostage" — while you won't even sign your name to a comment. Lead by example. We'll wait.
Wow!!! I was reading this for, support and only asking for not loosing our decency in the process.
DeleteMy apologies, I misunderstood. Requesting blogger to delete my previous comment
DeleteYou created an anonymous blog.
DeleteI posted anonymously.
You've obviously gotten upset.
Go big or go home.
You think I'm a troll.
I may be.
I may not be.
You would think a call to action would be effective in a place filled with bullshit artists...
You still don't understand...
The poignant point of all my comments is to inform you that this blog is fucking pointless.
Company always wins.
This is no more than a discussion board.
Plain and clear.
If you got angry to comment back to a troll then the troll must have won.
I'm not the one stirring this whale shit pot.
Watch the movie called "Brassed off".
You've been playing your instruments on a sinking ship.
This blog serves its purpose - to allow people to discuss things in a civil manner and share ideas. Saying it's pointless is like saying why should Paul Revere ride his horse yelling the British are coming the British are coming - they're here and their the biggest navy/military on the planet - how can we win. You win by sticking it out for a higher purpose like civility and the ideals of the Bank and it's the right thing to do - the emperor is wearing no clothes, etc. We're here to help the poor nothing more or less. I appreciate your Whale story but it's still just one story not THE story until that is revealed. This assumes of course that you are not the GM posting :).
DeleteAlas, someone who gets it!
Deletethank you for articulating this.
No, I am not affiliated with the God Mother.
👏👏👏
Dear Unhinged Troll- please seek therapy for your safety and others.
ReplyDeleteAsking colleagues again to stay professional here.
Furry balls plopped menacingly on the table, incorporated.
DeleteBalls.
Courage.
Guts.
Whale guts.
Whale shit.
Read that one paper about this lady who got terminated after 20 years in the bank because she failed her "psychological safety" assessment in 2007 and tried to sure the bank.
Tribunal case 437.
I'm very safe. Thank you for your concern for my well being.
Are you?
Sounds like you are intentionally discrediting this blog by literally s***-posting. SAFE Agile preaches self-organizing teams; we are practicing it now!
Delete💩
DeleteEvery other VP, department and even at Manager level are sharing a copy of their detailed survey results and ITS staff just got a summary email. Why aren’t they sharing those detailed reports? If they are keen on bringing back transparency and trust, it starts with those survey results.
ReplyDeleteThe results were overwhelmingly negative. The reports, if published, will expose corruption and cause irreparable damage to the entrie place. Think about it. The entire world is moving to AI and business models that require less and less staff and more and more automation. ITS is responsible for that so if the ITS structure falls and the empire falls. IMO mastercard is either being blackmailed by trump or threatened. Join Board of Peace, give Americans jobs instead of G4s or I kick the bank out of DC and stop funding.
DeleteRemember - the survey was in November before the worst of this “Epic” fail. The blog started in December. Imagine what tge survey would look like now!
DeleteYes this epic failure will give epic results of the survey if conducted now. Dare thy will keep survey?
DeleteITS Monday, 8:00–8:15 AM — did you receive this?
ReplyDeleteYes simulcast.
DeleteThe Whale
DeleteIt looks like the exact same timing of this Monday meeting for all ITS departments, same exact wording put in the invite.
DeleteWhat is it about. Anyone has information?
DeleteI think it will about each of our roles. Or JA ROLES they have finalised. Or some transformative assessment. Or intro of new assessors ??
DeleteIt’s the foooooosa
DeleteGM Queen is leaving or has been asked to leave and the small council is taking over. This briefing is about that and next steps
DeleteWishing it to be true. Amen
Delete
ReplyDeleteEngaged as a contractor for over 14 years. I have collaborated intimately with numerous teams. I perceive the tribulations all personnel are enduring, yet I also discern the antithesis. Consider the request for the Oceania Kings team to attain lucidity. I have been apprised by several individuals that he has been unequivocal about his objectives. While there are indeed a plethora of exemplary staff, there is also a substantial contingent of bureaucratic personnel. The workflow emanates from the apex down to E, F staff and contractors. Some of the team coaches are oblivious to the content of their meetings. They predominantly spend their days establishing their enterprises, other revenue streams or do the social service while calling hired staffers and contractors from anywhere. They merely regurgitate jargon and orchestrate proceedings with obsequious staff who were recruited at their behest. These so called leaders delegate tasks to others and merely forward correspondence. Over the past decade, these leaders have recruited staff through nepotism, who are willing to accept any assignment from their superiors at any time, regardless of the day. This group demonstrates a significant lack of professionalism, as they take on any task without the courage to respectfully challenge their leaders and decline with appropriate reasoning. Not only do they labor for 18 hours a day, but they also expect all contractors to take phone calls at 11 p.m. or in weekends and work irrespective of time zone, irrespective of family priorities
With empathy for the majority of the authentic staffers, I ponder,
Well, the Safe Agile may not ameliorate everything but will instill some discipline and professionalism.
Well, this transformation may not rectify everything but will assist these individuals in recognizing the necessity to exert the appropriate effort commensurate with their remuneration. Diligent contractors who are waiting over a decade may have the opportunity to engage in a genuine competitive process.
Well, the skill assessment will not resolve everything, but it will afford individuals the chance to enhance their skills in the long term.
Just persevere. Things will be just fine for the right individuals.
These comments are shared honestly and in good faith. I’m a staff member.
ReplyDeleteDear CHRONICLER, when is the next post coming? Hope it comes soon, as I understand there is going to be some turbulences in coming weeks.
ReplyDeleteIts live now
Delete