AT&T’s Memo and the Death of Company Loyalty
AT&T CEO John Stankey recently made headlines with a 2,500-word internal memo to the company’s 95,000 employees. The memo outlined new expectations — return to office, promotions based on performance not tenure, and a conscious shift away from the traditional idea of employee loyalty.
The memo is notable for its radical transparency. Stankey is clear that AT&T will serve customers first, hold people accountable for measurable results, and reward performance over longevity. In many ways, it’s a strong articulation of corporate priorities.
But the challenges are just as clear. The memo is dense, lacks a single unifying message, and offers no immediate action steps. Employees are left to wonder: what happens tomorrow? Transparency without clarity is noise.
The bigger picture? This memo signals a trend across corporate America. Remote work fractured the empathy between employee and employer. The Great Resignation and quiet quitting only widened that gap. Many executives now see loyalty as broken — and are responding with results-first, performance-driven mandates. Culture and empathy are taking a back seat.
At the Esteemed MBA of Leadership & Management, we don’t interpret Stankey’s memo as a seismic shift in corporate culture. We see it as a strong memo — and a stronger opportunity. The opportunity lies in how leaders translate broad vision into day-to-day management.
Here’s how his message aligns (and misaligns) with our teachings:
Communicate simply, not just thoroughly. Transparency is good, but a dense 2,500-word essay is hard to translate. Managers need crisp language they can carry into real conversations. Less briefing, more connection.
Clarify roles before raising expectations. Accountability only works when employees know their roles. Managers must be equipped to coach career growth, delegate effectively, and build structure.
Be a coach, not a cop. Behavioral data is framed as fairness, but risks feeling like surveillance. High-trust cultures start with feedback and coaching, not dashboards.
Anchor strategy in purpose. Logic alone doesn’t inspire. Employees want to know: why are we evolving? What do we stand for beyond market share? Purpose is the filter for decisions and belief.
Make feedback visible, fast. Employees gave feedback. Leadership listened. Now what? The best managers connect dots in real time. Change needs to feel tangible in the next week, not just the next quarter.
The lesson: corporate America is pushing back, but leaders who lean on empathy, coaching, and purpose will stand apart.
