This morning, Yahoo said it had hired PayPal President Scott Thompson as its newest victim, oops, CEO.

(You can read my interview with him too, here.)

AllThingsD.com had reported the pending development last night — which is how we roll here.

Now we will roll into the conference call on the matter, and are hoping that the head of the lucrative eBay payments unit will make an appearance, given that he does not start until next week.

One piece of advice I will extend Thompson: I would refrain from cursing, as previous Yahoo CEO Carol Bartz did on her first outing. (She was fired in September, although not precisely for the cussing she so enjoyed partaking in.)

Here we go!

7:02 am: It’s on, with Thompson present.

Yahoo Chairman Roy Bostock begins, and he is “very excited, very excited.”

I’d be very excited if Thompson talked and not Roy, who has been to this particular Yahoo CEO rodeo a few too many times before.

Bostock is making promises that this time it’s going to be different. Really!

He also notes that the company will continue its “strategic review” — but who knows what that means now.

And he thanks Tim Morse, the interim CEO who is moving back to the CFO job. (Agreed — nice work, Tim!)

7:06 am: Scott Thompson is on and is “just thrilled” to be the new Yahoo CEO.

I like his accent, which seems like he might be from Boston. He does look and sound like Cliff Clavin, the mailman guy at the Beantown bar from the television classic “Cheers.”

Except, given he has been the darkest of dark horses in this CEO race, nobody knew Thompson’s name.

Thompson is saying all the right stuff, about wanting to increase shareholder value and such.

He sounds so hopeful! Urgency! Thoughtfulness! A bright new morning at Yahoo!

I have been to this rodeo before too, but I am still hoping this time it’ll work.

Scott, if you let me down, I might cry, because you sound so nice.

7:09 am Q&A time already.

Congrats from the Wall Street analyst peanut gallery.

Then, it’s right into a question for Bostock, about the progress of the Asian assets deal.

Also, is Thompson too much of a technologist and not a media dude?

Bostock wants to talk about only Scott, but notes that there will be “no slowdown and no delay” in the Asian process. And Thompson will be all onboard when he comes on board, folks.

Bostock sounds tired, but starts to talk about how a “great customer experience” is the key to the advertising business. He notes that Thompson knows how to do this, hence he’ll be fantastic.

“I have every expectation he’ll be out there calling on advertisers,” says Bostock. I would hope so, given that is where Yahoo makes most of its lettuce.

Bostock is saying Yahoo has been “treading water” and now needs to swim fast. Treading water? I wonder who the top honcho at Yahoo has been while the company has been listlessly dangling its legs in the drink?

Roy — that’s who!

7:15 am: Another analyst asks about margins.

Thompson is not having any of it! He is polite when asking for time to get on the job to make proper statements.

But he does focus on the need to build “great, innovative” products. True, but Yahoo has been incredibly unable to do this of late.

Thompson gives no specifics, though. My big idea: I would steal the self-driving car from Google.

7:17 am: A question about what the core of Yahoo is, and about what lessons Thompson is bringing from his experience at PayPal.

Well, he has not met the team — literally. Yahoo’s board consulted almost no one in the top ranks of execs on this appointment.

But Thompson “suspects” there is talent there. Given the recent attrition, he’ll need a big Inspector Clouseau magnifying glass to find it!

From eBay’s PayPal, he says that the key was balancing the customer experience with network effect and, well, blah, blah, blah Internet-speak.

I am still thinking shoplifting the self-driving car is the bestest idea.

7:20 am: A question about Yahoo’s display business versus Google.

Thompson notes it is too early for him to say — though he had better say soon! — but notes that data is key. He is a well-known by-the-numbers guy, and that is clearly where we are going at Yahoo, now that he is the big dog.

Thus:

“The data these Internet businesses create, the ability to use analytical technology to build a better businesses for your customers … I feel certain that wealth of data is going to be exploitable for next generation products, next generation experiences … My instinct says down in that data we’re going to be able to find ways to compete and innovate that the world hasn’t seen yet.”

I am really liking this accent, which is almost lulling. And so polite! Sources tell me that being “collaborative” was a big goal in this hiring.

7:22 am: A question about the identity of Yahoo, and whether it should be public or private.

Thompson harps on the need for innovation, and hopes it will be the future.

“I would not be here if I didn’t think it was possible,” says Thompson.

Bostock takes the public/private question. Yahoo will be public, he declares! Mostly, because it would be too pricey to take private.

“It’s a moot point,” he says.

7:25 am: More questions about what Yahoo is.

Thompson declines to run off the rails on this dicey one, but he says he believes that Yahoo has great assets.

It does. It’s just that it has been crashed many times — by the people who just hired him — right into a wall.

Just sayin’ — a self-driving car would have done a better job.

7:27 am: A brain-drain question, and more on Asia and on mobile.

Bostock butts in again. He said that Thompson will not be distracted by that, and will concentrate on the core business. Hush up, Roy.

Thompson says that he looks forward to meeting the peeps of Yahoo. (’Cuz he has not, as yet!)

He also loves mobile — which Yahoo has largely borked.

7:32 am: A content strategy question. Early days, so Thompson is still keeping his yap shut.

In this, he’s like the anti-Bartz. Is this good? It’s certainly different.

He says again that, “I can’t wait to meet” everyone at Yahoo. Vice versa, because this dude came from left field.

Thompson promises that he will be a “sponge.”

He closes by noting that he is “genuinely excited,” and says he believes in Yahoo.

Indeed, when it comes to Yahoo, you definitely gotta have faith.

I hate to use a personal story to make a professional point — but when I was in the hospital recently, after suffering from a mini-stroke, I got an important piece of health advice that, oddly enough, applies perfectly to Yahoo, the Silicon Valley Internet icon I cover very closely.

I know, I know, but listen up …

When I was close to going home, one of my doctors told me I had to make sure I paid attention to any signs that might indicate a recurrence. The issue around any possible future ischemic attack taking place, he said, is speed in getting critical care once any unusual symptoms become apparent, such as numbness, tingling, confusion and cognitive difficulty.

That’s because every second of delay translates to increased damage to cerebral cells that could badly impact speech, movement and worse.

“Remember,” the doctor intoned with great and very appropriate gravity. “Time is brain.”

Yes, indeed it is — for me, and also very much so for Yahoo these days.

Leaving aside my own mortality, one of the most important issues going forward for Yahoo’s long-hoped-for revival will be how quickly the company moves in the next month, in what has so far been a lugubrious and rumor-heavy process to figure out its strategic plan in the wake of the firing of CEO Carol Bartz in early September.

That means — going into a major holiday season — Yahoo has about 30 working days to make what has to be a complex and multiparty deal. It is likely to include private equity firms, big companies, Asian partners, investment bankers, major shareholders and scrutiny from the media, in an effort that is approximately akin to herding cats.

This from a board that has often moved with snail-like reflexes in the midst of much more minors crises, and has shown a talent for disaster.

So, while speed is sometimes the enemy of reason, in this case, it is now more necessary than ever before.

There are three key reasons why Yahoo’s leaders have to perform quickly now, each of which could spell even more turmoil for the long-troubled company, if botched.

The first is the possibility — actually, the probability — of a proxy fight that might begin informally just after the new year.

That’s when you could start hearing from someone like activist shareholder Daniel Loeb of Third Point — who has been vocal about ousting Yahoo board members, including co-founder Jerry Yang. Yahoo directors are fully aware that he is eyeing this ugly option, which will include readying an alternate slate of directors.

According to a Yahoo spokeswoman, the earliest nominations for directors can be submitted is February 24 for those “shareholder proposals not intended for inclusion in proxy materials and for nomination of director candidates.”

But while there is a formal process, you will hear it coming long before that, unless Yahoo gives Loeb board seats to quiet him down — which is unlikely but possible.

Such a noisy fight is not one Yahoo can afford to have, and it has already shown some cloddish sensibilities in its response to a recent letter by Loeb — who has many more shares than Yang, and should still be accorded a certain amount of respect, no matter what he says.

Given how badly the last Yahoo shareholder tussle with Carl Icahn went, another proxy battle could be deadly, and might drag on through the first half of 2012. In his Yahoo tussle, Icahn ultimately got three seats on the Yahoo board, but eventually went away with everyone the poorer.

Second, Yahoo will report its fourth-quarter earnings in late January, which will likely continue to show weakness in key sectors of its business. While interim CEO Tim Morse is doing a laudable job given the shaky circumstances, drops in advertising revenue growth, engagement and search are not anything Yahoo can keep making excuses for.

While it is likely the company’s beleaguered operating execs will pull out the stops to make the numbers look better — a new game I like to play is “how many homepage ads can they jam in there at the quarter’s end?” — it’s no panacea for the kinds of dramatic and even drastic changes that new ownership will have to make, sooner than later.

And, speaking of beleaguered, perhaps the most important reason that Yahoo has to get the lead out and clarify its situation is due to one consistent thing about the company: Talent attrition and employee fatigue.

Speaking to one exec after another in recent weeks, it is dead clear that Yahoo is increasingly hard-pressed to hold on to the best of its current employees, or to attract any terrific new ones.

The impact on product innovation, morale and more is obvious.

One exec who has long been one of the more cheerleader types for Yahoo — often calling me out in the past for being too negative on the company’s prospects — has recently turned weary, cynical and even depressed about the future — so much so that I now find myself bucking up the worker.

“You can’t hire anyone, since you can’t tell them honestly who their bosses might be in three months,” said the staffer. “And you can’t look anyone who works for you now in the eye and tell them it will turn out right in the end, either, given the track record so far.”

Indeed. And, more than any other factor that could hurt Yahoo in the competitive tech sector, brain drain is what will always get you in the end.

Do sale rumors make a troubled asset more attractive? Yes — except when more rumors (that those sales rumors might not be true) appear.

Welcome to just another day in the life of Yahoo, which saw its shares drop more than 5.5 percent today. Its stock declined almost a dollar to close at $15.64, after it was reported by various news orgs that Yahoo might be leaning toward no sale and a shareholder dividend, and toward taking control of its own sale of its lucrative Asian assets.

That was counter to the news — from a number of the very same outlets — touting a variety of ever more elaborate and sometimes breathless sale scenarios last week, featuring various configurations of Microsoft, Google and private equity firms like Silver Lake and others.

Silver Lake, in fact, appears to be the most aggressive in the possible bidding for all or parts of Yahoo, and has been noodling such a deal most intently, and for a long time now.

It makes sense, given that Silver Lake was successful in a vaguely similar deal that ultimately saved the Internet telephony service Skype, which it eventually peddled at a high price to Microsoft.

In fact, according to several sources, Yahoo director and co-founder Jerry Yang — also a former CEO of the company, who appears to have seized the ball firmly in the strategy game — met with Silver Lake today for an unspecified little chitchat.

That said, one source told me, “what is deeply uncertain is whether Silver Lake will do something at all.”

This is par for the course in this everything-but-the-kitchen-sink drama. Because — although it makes for a boring post, and the back and forth throat-clearing before an actual event might be entertaining — so far, not very much is actually happening as yet at Yahoo, with regard to its variety of options.

Of course, this could change in an hour. Or tomorrow, or the next day. Most of all, it’s clear that Yahoo’s board has to move in some significant way before the end of the year.

So, yes, the Silicon Valley Internet giant is doing all the sales-oriented stuff it should do with its coterie of pricey bankers (presumably being paid by the hour).

Yes, it has recently hired a talent-search firm, which is eyeing the landscape to find a willing CEO. (Even more adviser costs!)

And, yes, it is still wrangling with its Asian partners — Alibaba Group and SoftBank — over how to do a tax-free transaction (you’d think from all the sweating over it that this deal was harder to solve than the European debt crisis).

And, on schedule, activist shareholders — like hedge-fund agitator Dan Loeb of Third Point — should be attacking again soon, until a deal is done.

But according to many sources both inside and outside Yahoo, what’s happening is pretty much business as usual for this Hamlet of a company, which is lugubriously debating and weighing and pondering its fate.

I suppose it should, given the importance of it all, except it is a conundrum that has been going on for far too long at Yahoo, and under a number of different leaders.

In other words, it’s like “As the World Turns,” except with some new characters and a whole lot more amnesia.

But the slowness of a very real process is also causing deep frustration with all those dealing with Yahoo now — including possible bidders, and definitely its Asian partners.

Their gripes — which are louder than in most deals — are not surprising: They refuse to sign a too-onerous NDA to look at Yahoo’s books; there’s an irksome tone of indecision on the part of the company’s board; and, as always, the incessant leaks about all of this and more are making it worse.

One bidder has likened the company to a “melting iceberg that has a lot less time than the planet has to put its house in order.”

Another bemoaned the variety of trial balloons being floated, and noted that no movement was what Yahoo seems to do best.

That’s not exactly true, of course, so expect to see more leaks about plots and plans and meetings.

But no matter what you hear, keep in mind that having Yahoo’s fate being spun about like a top on a daily basis on Wall Street and in the media is not good for the company itself — or for its employees and shareholders.

Since it makes me dizzy — even though I like a good scoop as much as the next reporter — that’s the reason I have largely stuck to reporting about the actual internal turmoil inside Yahoo, from poor employee morale to various staff rejiggerings to more relentless brain drain.

Because while everyone fiddles, Yahoo’s real prospects of maintaining its core business melt a little bit more every day.

Yahoo is on its third CEO in four years, it has lost advertising momentum to Google and Facebook, its engagement levels are dangerously slowing, its social and mobile strategies are unclear and even its powerful email product is under siege.

And in the end, it is only these things that will matter to whoever runs the company in the end.

[Photo from Mat Honan's fantastic tweet here.]

Another significant departure from Yahoo: Steve Schultz (pictured here), who was GM of its important and powerful Yahoo Finance unit, has left the company to become COO of Pageonce, an online personal-finance “assistant.”

Yesterday, the editor-in-chief of Yahoo’s Shine women’s site, Brandon Holley, left Yahoo to run Lucky magazine for Condé Nast.

Also recently gone from Yahoo (YHOO): Social platforms head Neal Sample to eBay (EBAY) and Jason Titus, who ran its communications products unit and whose next job is unknown.

Schultz, though, is landing at a Palo Alto, Calif., start-up that has raised $8 million in venture funding. Pageonce collects online financial information and displays it on a unified and personalized page.

Schultz, who has been at Yahoo five years, was, according to his company bio, “responsible for business and content strategy and oversees business development, partnerships, marketing and sales. Prior to this role, Steve led product efforts in Yahoo!’s personalization products group, where he launched Yahoo!’s unified user profiling platform and managed personalization strategy and implementation efforts for Yahoo.com and My Yahoo!”

In the interests of fairness, BoomTown lobbed an email into PR at Yahoo tonight for the name of the person taking over for Schultz and also a list of major execs the Silicon Valley Internet giant is hiring.

Yahoo said no one has been named yet to replace Schultz.

Here is the press release on his new job:

Pageonce Names Steve Schultz New Chief Operating Officer

Company Strengthens Executive Team with Recognized Leader in Consumer Finance

Palo Alto, Calif.–September 9, 2010–Pageonce, the award-winning personal finance assistant, today announced that the company has named Steve Schultz, as its new chief operating officer. Schultz is a demonstrated leader in the consumer finance category, and brings a wealth of experience in product development, strategic partnerships, and business strategy.

In this role, Schultz will lead Pageonce’s business and sales strategy, distribution partnerships, business development and help guide the company’s strategic development into mobile personal finance. Schultz joins Pageonce from Yahoo! where he was the head of Yahoo! Finance, the #1 financial news website, and Yahoo! Real Estate businesses.

“Steve’s leadership and experience will be an invaluable asset to Pageonce as we continue to develop products and increase market share within the personal finance category,” said Guy Goldstein, Pageonce CEO and Founder.

During his tenure at Yahoo!, Yahoo! Finance doubled its market share attracting more than 40 million unique visitors according to Comscore. He led its business and content strategy, business development and strategic partnerships which included relationships with Intuit, Fidelity Investments, Dow Jones, ScottTrade, Bankrate and Bloomberg.com. He was also responsible for Yahoo! Finance’s original content strategy, oversaw the site’s push into mobile applications, and entered partnerships with dozens of new content providers. With Yahoo! Real Estate, Schultz helped lead the site from the #10 to the #2 real estate destination on the Web, was named one of the 100 most influential leaders in the real estate industry by Inman News in 2009, and architected a strategic partnership with Zillow.com in 2010.

“Pageonce shares my focus on developing and delivering forward-thinking personal finance products that fit the needs of today’s on-the-go consumers. Today that means focusing first on mobile,” said Schultz. “We have a very promising future and I’m looking forward to being a part of it.”

As in: Part of an ongoing brain drain, sources said, BLANK EXEC is heading out the door of the troubled Internet company.

Filling in the blank today at MySpace: Angela Courtin, SVP of Marketing, Entertainment and Content, who, according to sources, is ankling away from the social networking giant, which is owned by News Corp. (NWS). She is pictured here.

Courtin is well-liked internally and has a good repuation externally. She came to MySpace in mid-2008 from MTV Networks, which is owned by Viacom (VIA).

It is not clear if Courtin has another position elsewhere lined up. A source close to MySpace said the company is close to finding a replacement for her.

MySpace declined to comment.

To be fair, it’s not all departures from MySpace. This week, Manu Rekhi was hired as the new GM of MySpace Games and Developer Platform.

In this new role, MySpace said, “he will collaborate with product management, user experience and engineering to develop the strategic vision for the Games and Developer Platform, and to deliver world class products for MySpace users and developers alike.” Rekhi previously worked at Google (GOOG) and Lolapps.

Say what you will about the status of her effort to turn the company around, but Yahoo CEO Carol Bartz certainly has gumption by the truckload.

Which perhaps is not always such a good thing.

Yesterday, for example, in an interview with BBC News, the loquacious exec–who often uses a dramatic rolling of the eyes to make a point–slapped at Internet juggernauts Google (GOOG) and Facebook.

Google, posited Bartz, will be in trouble if it was not successful outside of search.

“Google is going to have a problem because Google is only known for search,” said Bartz to the BBC. “It is only half our business; it’s 99.9 percent of their business. They’ve got to find other things to do.”

Yes, other than collecting that Fort Knox of search earnings!

As to Facebook, which is hurtling past Yahoo (YHOO) in pretty much every metric these days, Bartz is here to tell us that it is just not all that.

“They certainly are taking people’s attention and time,” she said. “But what is kind of wrong about the conversation is that social just means Facebook.”

Actually, social does mean just Facebook if you’re comparing the social networking giant to Yahoo.

In any case, these are comments BoomTown has heard Bartz make many times of late, including at a gathering of journalists earlier this year on the occasion of Yahoo’s 15th birthday.

Also on her hit parade at that event: That it took CEO Steve Jobs many years to turn around Apple (AAPL), and he was “returning to a company he knew really well.”

While comparing yourself to the most visionary tech icon in history–how can I put this delicately–is insane, in general, all this trash-talk is no big deal and it is a classic way to throw focus off your own problems.

That is, except when it comes to yet another meme Bartz recently trotted out about the continuing exodus of execs from the company.

In Yahoo’s first-quarter earnings call last week, apropos of no question asked, Bartz declared that those who focus too much on Yahoo executive talent, or–actually–the departure of executive talent from the company, were “borderline” obsessive.

Frankly, Bartz could not be more wrong and there is not nearly enough attention paid to this, since the departures–which, to be fair, have been an issue well before Bartz arrived–are simply not typical of the churn you find at any other tech company in Silicon Valley.

And while some leavings from Yahoo are not a bad thing, the continuous brain drain is perhaps the company’s most profound dysfunction.

In the last months alone, Yahoo has lost its chief advertising sales person, its CTO and several other prominent techies, such as Chief Technologist Sam Pullara.

And, almost like clockwork, Bryan Lamkin, SVP of the Consumer Products group–who was hired by Bartz just one year ago–said goodbye.

Sources said was due to clashes with Bartz, as well as the recent hiring of former Microsoft (MSFT) exec Blake Irving piece as Chief Product Officer.

Irving’s arrival is certainly good news for Yahoo, but there simply has to be more of that and soon. Simp;y put, the company needs to show the ever-fickle talent pool inside and outside the company that it means business about innovating and staying relevant.

While Bartz can pooh-pooh this all she likes, as the professional manager brought in by its board to clean up Yahoo, she has but one serious job: The nurturing of its talent to do great things once again.

And while a lot of that talent has already scattered across Silicon Valley–a lot to Google and Facebook, in fact, as well as to a spate of interesting start-ups–it’s Yahoo only hope if it expects to thrive.

While Bartz–who is clearly someone who knows how to cut costs and restructure–can talk all she wants about rivals and the need for critics to wait and see, none of that matters unless she can reignite the innovation business at Yahoo.

And innovation only comes through a motivated staff that does not have its eye on the door and the next big thing elsewhere.

In a terrific post this week on his blog on why his venture firm prefers to back companies that have founding CEOs, Andreessen Horowitz partner Ben Horowitz–a longtime entrepreneur himself–made a point that applies to any size company in tech:

“The technology business is fundamentally the innovation business. Etymologically, the word technology means ‘a better way of doing things.’ As a result, innovation is the core competency for technology companies. Technology companies are born because they create a better way of doing things. Eventually, someone else will come up with a better way. Therefore, if a technology company ceases to innovate, it will die.”

So, while Bartz can lecture other companies on a better way to do things–which, of course, she abhors when such practices are turned on her management of Yahoo–it’s pretty much as simple as that.

Facebook really is That company. Which company? That one. That company that shows up once in a very long while–the Google of yesterday, the Microsoft of long ago. That company where large numbers of stunningly-brilliant people congregate and feed off each other’s genius. That company that’s doing with 60 engineers what teams of 600 can’t pull off. That company that’s on the cusp of Changing The World, that’s still small enough where each employee has a huge impact on the organization, where you think about working now and again, and where you know you’ll kick yourself in three years if you don’t jump on the bandwagon now, even after someone had told you that it was rolling toward the promised land. That company where everyone seems to be having the time of their life. … I’m serious. I have drunk from the Kool-Aid, and it is delicious.”

– Facebook manager Justin Rosenstein, June 15, 2007

Facebook manager Justin Rosenstein once described the social network as “the Google (GOOG) of yesterday, the Microsoft (MSFT) of long ago.” Today, Rosenstein perhaps views it as the Facebook of So Totally Last Week because he’s leaving the company, along with departing Facebook co-founder Dustin Moskovitz. Together the two hope to develop some sort of new extensible enterprise productivity suite, something that will be “to your work life what Facebook.com is to your social life,” according to a post on Rosenstein’s Facebook page.

“We see this new venture as very complementary to Facebook,” Rosenstein explained. “We hope our products will become to your work life what Facebook.com is to your social life. Our software will use Facebook Connect as the default option for identity and authentication. Our user interface will adopt many of Facebook’s conventions, creating a seamless and familiar experience for current Facebook users. And if our new development tools turn out to be useful, we hope the Facebook engineering team will come to adopt them.”

The departures are a blow to Facebook, which has been suffering something of a brain drain recently, and more specifically, to CEO Mark Zuckerberg who founded the company with Moskovitz while the two were undergraduates at Harvard.