Jennifer Selby Long

No, the most important thing is for me to go find an environment where the leadership is not threatened by me and where I can really flourish. I would never, as a coach, tell someone which of those choices is the right choice because it's whatever is the right choice for you and what you need to do, looking at your situation and looking in your heart.

No, the most important thing is for me to go find an environment where the leadership is not threatened by me and where I can really flourish. I would never, as a coach, tell someone which of those choices is the right choice because it's whatever is the right choice for you and what you need to do, looking at your situation and looking in your heart.

Because if you find a consistent pattern where the boss is just simply easily threatened by the stronger performers, That is what it is, right? There is not necessarily a lot that you can do to influence that. Not in a real significant way, not from where you sit as an employee. Exactly.

Because if you find a consistent pattern where the boss is just simply easily threatened by the stronger performers, That is what it is, right? There is not necessarily a lot that you can do to influence that. Not in a real significant way, not from where you sit as an employee. Exactly.

Yeah, absolutely. It's one of the reasons that I think it is so important for leaders to not just somehow think we aligned on our goals and now we just march forward because goals are pretty dynamic, right? And the different pressures that businesses are under change as markets change, as the geopolitical environment changes, you need to stay well-seeked up and well-aligned as a leadership team.

Yeah, absolutely. It's one of the reasons that I think it is so important for leaders to not just somehow think we aligned on our goals and now we just march forward because goals are pretty dynamic, right? And the different pressures that businesses are under change as markets change, as the geopolitical environment changes, you need to stay well-seeked up and well-aligned as a leadership team.

or you're going to be giving differing direction to the people who work for you. And then those people will find themselves at loggerheads and starting to do some infighting with one another, in part because you did not stay aligned at that higher level. And really, also, I would say of great significance, didn't learn how to raise and address conflict in a way that was healthy and effective.

or you're going to be giving differing direction to the people who work for you. And then those people will find themselves at loggerheads and starting to do some infighting with one another, in part because you did not stay aligned at that higher level. And really, also, I would say of great significance, didn't learn how to raise and address conflict in a way that was healthy and effective.

Yeah, we could probably eliminate a good chunk of politics by just improving the ability to raise and resolve conflict in a healthy way.

Yeah, we could probably eliminate a good chunk of politics by just improving the ability to raise and resolve conflict in a healthy way.

Sure. I think that often when people get together to have conversations about business or whatever it is that they're accountable for within a business, they talk about the goal that's passed, the things that seem very concrete and hard and in a plan. And then when one person believes that one thing is true and another believes the other is true, they just start talking at each other.

Sure. I think that often when people get together to have conversations about business or whatever it is that they're accountable for within a business, they talk about the goal that's passed, the things that seem very concrete and hard and in a plan. And then when one person believes that one thing is true and another believes the other is true, they just start talking at each other.

Instead of stepping back to say, wait a minute, it seemed like we're in conflict here. How many times have people done that in the business environment? Pretty rare to step back and say, it seems that we're in conflict with each other. Let's step back. Let's put ourselves in one another's shoes. Let's ask some more questions. Let's make sure we understand the situation.

Instead of stepping back to say, wait a minute, it seemed like we're in conflict here. How many times have people done that in the business environment? Pretty rare to step back and say, it seems that we're in conflict with each other. Let's step back. Let's put ourselves in one another's shoes. Let's ask some more questions. Let's make sure we understand the situation.

And I've had a number of early clients say, oh, I don't have time to do that. How much time are you wasting now on the political battles because you didn't step back and try to put yourself in the shoes of all of these other people and understand where they're coming from?

And I've had a number of early clients say, oh, I don't have time to do that. How much time are you wasting now on the political battles because you didn't step back and try to put yourself in the shoes of all of these other people and understand where they're coming from?

Check to make sure you actually understand where they're coming from and what's driving them because you're probably making some false assumptions about what that is. I can just about guarantee it. Are you stepping back to list the areas where you're in agreement? Probably not. Most people don't. As you start to work through these things, differing dialing is another one.

Check to make sure you actually understand where they're coming from and what's driving them because you're probably making some false assumptions about what that is. I can just about guarantee it. Are you stepping back to list the areas where you're in agreement? Probably not. Most people don't. As you start to work through these things, differing dialing is another one.

Oh my gosh, I've had teams that were leadership teams. See, you said we're just starting to backbite one another and get into a little bit of gamesmanship. And when we analyze the different styles on the team and we were able to step back objectively and look at that and say, can you come to some agreements? on your behaviors? Because you all have naturally different styles.

Oh my gosh, I've had teams that were leadership teams. See, you said we're just starting to backbite one another and get into a little bit of gamesmanship. And when we analyze the different styles on the team and we were able to step back objectively and look at that and say, can you come to some agreements? on your behaviors? Because you all have naturally different styles.