Jennifer Selby Long

It's such a great question. And as you were talking about this experience of you leave, you're starting a business, you see your colleagues get promoted. They're still sitting in their six-figure incomes. Oh, believe me, that one resonates with me personally. And it's not a straight line.

It's such a great question. And as you were talking about this experience of you leave, you're starting a business, you see your colleagues get promoted. They're still sitting in their six-figure incomes. Oh, believe me, that one resonates with me personally. And it's not a straight line.

When I started this business, which is actually my second business, a few years after it started, we hit the dot-com bust.

When I started this business, which is actually my second business, a few years after it started, we hit the dot-com bust.

and the business sank right and really struggled and then again we got hit in 2008 when the economy collapsed in the united states and it is so easy to fall into the self-sabotage and i want to really convey the important message that when you start to feel yourself self-sabotage that's not you That's the saboteur neural networks in your mind firing up. That's all that is.

and the business sank right and really struggled and then again we got hit in 2008 when the economy collapsed in the united states and it is so easy to fall into the self-sabotage and i want to really convey the important message that when you start to feel yourself self-sabotage that's not you That's the saboteur neural networks in your mind firing up. That's all that is.

And they're sitting in there and they jump out when they get a signal that indicates that there's a threat to survival.

And they're sitting in there and they jump out when they get a signal that indicates that there's a threat to survival.

Today's guest is an old friend of our show, Jennifer Selby Long. Jennifer was with us in Season 3, Episode 7 and 8. In the last 30 years, Jennifer has been helping tech leaders navigate the waves of tech evolution, leading and managing organizational change. But leaders can't successfully drive organizational change without being a master of their own personal transformation.

Today's guest is an old friend of our show, Jennifer Selby Long. Jennifer was with us in Season 3, Episode 7 and 8. In the last 30 years, Jennifer has been helping tech leaders navigate the waves of tech evolution, leading and managing organizational change. But leaders can't successfully drive organizational change without being a master of their own personal transformation.

So last time, Jennifer and I looked into the natural process of personal change. We also talked about how to manage self-doubt and self-sabotage. Jennifer, welcome back to Chief Change Officer. You are setting a new record for us. For one guest, you are going to have four episodes under your own name. Indeed. Thank you for having me. I so appreciate it, Vin.

So last time, Jennifer and I looked into the natural process of personal change. We also talked about how to manage self-doubt and self-sabotage. Jennifer, welcome back to Chief Change Officer. You are setting a new record for us. For one guest, you are going to have four episodes under your own name. Indeed. Thank you for having me. I so appreciate it, Vin.

At the end of our last conversation, we talked about something that really resonates with everybody. How some people, when making career moves... leave a toxic boss or a harmful culture or an environment that is so vested in office politics only to find themselves in a similar situation at the new job. It's like running away from one problem only to land in another.

At the end of our last conversation, we talked about something that really resonates with everybody. How some people, when making career moves... leave a toxic boss or a harmful culture or an environment that is so vested in office politics only to find themselves in a similar situation at the new job. It's like running away from one problem only to land in another.

that led us into a bordered discussion on toxic cultures and even the role office politics play in these dynamics. We also touched on how some leaders or managers might unknowingly struggle with their personality disorders, which can contribute to these environments. Today, we are honing in on office politics specifically. Let's be real, who hasn't faced them?

that led us into a bordered discussion on toxic cultures and even the role office politics play in these dynamics. We also touched on how some leaders or managers might unknowingly struggle with their personality disorders, which can contribute to these environments. Today, we are honing in on office politics specifically. Let's be real, who hasn't faced them?

Whether it's subtle power struggles or outright maneuvering is something everyone has encountered. Yet, when I type office politics into Google, I don't find as much as I expected. Maybe the term isn't as trendy, but that doesn't mean the problem isn't real or common. People might call it power dynamics, workplace dynamics, but the underlying issue is universal.

Whether it's subtle power struggles or outright maneuvering is something everyone has encountered. Yet, when I type office politics into Google, I don't find as much as I expected. Maybe the term isn't as trendy, but that doesn't mean the problem isn't real or common. People might call it power dynamics, workplace dynamics, but the underlying issue is universal.

Do you think having a hybrid work model might actually help manage office politics? Or does it make things worse? On one hand, with less in-person interaction, people aren't constantly grouped together, which might reduce some of the tension that can build in close quarters. it creates a bit of balance. You're not always in the office, so those dynamics don't dominate your entire day.

Do you think having a hybrid work model might actually help manage office politics? Or does it make things worse? On one hand, with less in-person interaction, people aren't constantly grouped together, which might reduce some of the tension that can build in close quarters. it creates a bit of balance. You're not always in the office, so those dynamics don't dominate your entire day.