Jennifer Selby Long

I can guarantee you my client is sharp and this guy was right and he was going to win. But what was the cost going to be in that organization? Right. What was that cost going to be? So with him, we worked on calling out when his judge was judging this guy. If only that guy weren't here. I could do everything I need to do, right? We focused on calling out his judge when it was judging him.

I can guarantee you my client is sharp and this guy was right and he was going to win. But what was the cost going to be in that organization? Right. What was that cost going to be? So with him, we worked on calling out when his judge was judging this guy. If only that guy weren't here. I could do everything I need to do, right? We focused on calling out his judge when it was judging him.

Geez, if only I were a better CISO, we wouldn't have this problem, right? We called out his accomplice saboteur who was saying, in order for me to win, that dude's got to lose. And so instead of that, we did something which is the, it is the kryptonite to the judge, right? which is empathy. We called up empathy for this poor colleague of his.

Geez, if only I were a better CISO, we wouldn't have this problem, right? We called out his accomplice saboteur who was saying, in order for me to win, that dude's got to lose. And so instead of that, we did something which is the, it is the kryptonite to the judge, right? which is empathy. We called up empathy for this poor colleague of his.

who was having a highly unpopular initiative and frankly wasn't doing it in a very effective way and was triggering people all around him. And my client really, truly put himself in that person's shoes. In one meeting, I even had him speak as that individual to me so that he was completely in that guy's shoes and he was able to make his case

who was having a highly unpopular initiative and frankly wasn't doing it in a very effective way and was triggering people all around him. And my client really, truly put himself in that person's shoes. In one meeting, I even had him speak as that individual to me so that he was completely in that guy's shoes and he was able to make his case

and build his argument in a way that was compassionate, right? That was not competitive. That wasn't even about this other guy. The end result was that my client was much happier day in and day out. He was much more successful.

and build his argument in a way that was compassionate, right? That was not competitive. That wasn't even about this other guy. The end result was that my client was much happier day in and day out. He was much more successful.

Not only was he able to fend off this drive to cut costs, he was able to get the several million dollars additional funding that he needed to do that, the higher level headcount that he needed to add. He was able to slow his attrition

Not only was he able to fend off this drive to cut costs, he was able to get the several million dollars additional funding that he needed to do that, the higher level headcount that he needed to add. He was able to slow his attrition

a great deal and get that under control and this is not something that would have come for him so quickly with such success he becomes the guy who has the boss's ear where he becomes the guy whose organization is turning around and performing how did he not really face that judge and that talk with saboteur and weaken them by calling them out

a great deal and get that under control and this is not something that would have come for him so quickly with such success he becomes the guy who has the boss's ear where he becomes the guy whose organization is turning around and performing how did he not really face that judge and that talk with saboteur and weaken them by calling them out

And then in this case, calling forth his empathy for someone who was, in his mind, incompetent. And to really deeply have empathy so that he's not trying to compete against this guy, but to just get the right thing done.

And then in this case, calling forth his empathy for someone who was, in his mind, incompetent. And to really deeply have empathy so that he's not trying to compete against this guy, but to just get the right thing done.

Oh, absolutely. Absolutely. And we've had a couple of those. One that comes to mind had such a surprising conclusion in that what I came to recognize was that this leader fundamentally did not want to change and grow. And as a result, we would make a few steps forward and then a few steps back. Interestingly, that particular leader was very strong in some other areas.

Oh, absolutely. Absolutely. And we've had a couple of those. One that comes to mind had such a surprising conclusion in that what I came to recognize was that this leader fundamentally did not want to change and grow. And as a result, we would make a few steps forward and then a few steps back. Interestingly, that particular leader was very strong in some other areas.

And the individual that person reported to, I guess you could say, was my core client. actually concluded that he needed to go find a better opportunity for this guy. Because this guy was absolutely not going to change in his own style to what was needed there. And he wasn't going to change in his fundamental beliefs about what the strategy should be of that division.

And the individual that person reported to, I guess you could say, was my core client. actually concluded that he needed to go find a better opportunity for this guy. Because this guy was absolutely not going to change in his own style to what was needed there. And he wasn't going to change in his fundamental beliefs about what the strategy should be of that division.

And I learned a lot from that, from watching him, because he was an extraordinary role model of... not letting that judge and that hyperachiever neural network drive you to do something stupid, right? Instead of trying to force this guy to go along or to try to butt heads with him endlessly, he saw that he had tried that and it didn't work.

And I learned a lot from that, from watching him, because he was an extraordinary role model of... not letting that judge and that hyperachiever neural network drive you to do something stupid, right? Instead of trying to force this guy to go along or to try to butt heads with him endlessly, he saw that he had tried that and it didn't work.