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0.  Properties
- Meeting Date: Not specified
- Meeting Type: 1x1
- Note Type: Summary
- Attendees: Scott Warner, Minnie Gleb

1.  Meeting Summary
I pulled Minnie aside for a candid check-in given the recent pace of personnel changes and the uneven communication cadence around them.  Minnie has been carrying significant stress tied to the Lars departure and broader uncertainty, but she remains committed to the work and to our team.  We discussed how delayed or incomplete announcements are eroding confidence on the floor and creating rumor risk.  I reiterated to Lisa the need for tighter controls around communications and guardrails on Robert's operating latitude.  I also raised broader concerns with Matt about the long-term implications of rebuilding the org in one leader's image and the downstream impact on morale and trust.

On our team, we covered the EHS-Facilities planning sessions and the need for Vera and me to throttle back our contributions so the group can own the work.  Tanner is still early in his ramp, and Minnie appropriately coached him to route work back through her to avoid bypassing the chain and confusing roles.  We agreed Vera should remain Minnie's escalation resource while Tanner onboards.  Overall, Minnie is stable and open about where she needs support.  My move downstairs is helping connectivity, and I will keep close tabs on team health, Tanner's onboarding, and communications discipline across Ops and HR.

2.  Attendee List
- Scott Warner
- Minnie Gleb

3.  Action Items
- Scott - Follow up with Lisa to tighten personnel change communications: ensure timely team notifications, reduce rumor exposure, and avoid absolute statements like "we are done."
- Scott - Reinforce with Lisa the need for governance guardrails on Robert's decisions and change velocity to mitigate cultural and retention risks.
- Scott - Calibrate facilitation for EHS-Facilities goal work so the team, not leadership, drives inputs; respond to Tanner's write-up and set expectations for ongoing contributions.
- Scott - Maintain regular check-ins with Minnie and Vera to ensure Minnie has timely support and decision backstops during Tanner's ramp.
- Minnie - Continue directing Tanner to route updates back through her and avoid lateral outreach that bypasses ownership.
- Minnie - Keep Vera in the loop on key threads as a safety net and escalate quickly if role boundaries or bandwidth become issues.
- Minnie - Document current fleet responsibilities and handoffs to help Tanner onboard cleanly and reduce cross-wire with Facilities and Logistics.

4.  Relevant Timelines
- Tanner onboarding milestones:
  - First 6 months - close pairing with Vera to reach consistent, helpful throughput.
  - Around 12 months - expected to be fully ramped and operating independently.
- Communications discipline - immediate and ongoing.  All personnel change announcements should reach impacted teams the same day and before information leaks informally.

5.  Additional Notes
- I raised concerns directly with Matt about the risk of allowing one leader to reshape the company in their image, the inability to easily unwind those changes, and the necessity of boundaries.
- Robert tends not to welcome challenge; Jordan is perceived as highly hands-on and micromanaging.  Combined, this style is amplifying change fatigue on the floor.
- The repeated pattern of post-October reductions despite earlier assurances is undermining trust; messaging must be precise and time-aligned with actions.
- EHS-Facilities and IT were uniquely affected in the planning session because both designers were in the room; we will adjust facilitation to avoid unintentionally sidelining the team.
- Minnie is steady, engaged, and values proximity and visibility; I will continue working downstairs to stay connected with Logistics, Warehousing, and Ops.