Vince Chan
speaker
6,989 appearances
347 recordings
1 series
first heard Nov 2024
last heard Jun 2025
Vince Chan’s voice in public audio — every appearance, attributed to the second.
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Or have you advised clients who have to navigate such politically charged environments? How do you help someone survive and even thrive in a culture that is shaped so intentionally and sometimes ruthlessly by leadership?
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.
But on the other hand, there's the behind-the-scenes factor. Those who want to curry favor with the boss could still do it privately in ways others might not even notice. is a different kind of politicking that could still cause issues, just less visibly. I imagine researchers are already looking into this shift and its impact on workplace dynamics.
What's your take on how hybrid or remote work influences office politics? Does it shift the balance? Or do you think human nature finds a way to keep the same patterns alive just in new formats?
Just now, we explored the root causes of office politics, why some thrive while others struggle, and how leadership behaviors often shape these dynamics. Tomorrow, in our next episode, we'll continue our series on office politics.
If you've ever wondered why the smartest or hottest working people aren't always the ones who succeed, or why the best ideas don't always win, or why politics seem unavoidable. Thank you so much for joining us today. If you like what you heard, Don't forget, subscribe to our show, leave us top-rated reviews, check out our website, and follow me on social media.
I'm Vince Chen, your ambitious human host. Until next time, take care.
Hi, everyone. Welcome to our show, Chief Change Officer. I'm Vince Chen, your ambitious human host. Our show is a modernist community for change progressives in organizational and human transformation from around the world. In our last episode, we sat down with Jennifer Selby Long.
She spent 30 years helping tech leaders navigate the ever-changing world of technology and lead organizational transformation. In recent years, her focus has been on cybersecurity, digital transformation, and user experience. but don't tune out if these areas don't apply to you. What Jennifer shares is relevant for anyone who wants to thrive in today's fast-paced world.
Stick with me for 30 minutes and you'll find something valuable in this conversation. This episode and the last one is all about guiding yourself through personal transformation. It's about stepping into your next opportunity. Leaders can't successfully drive organization change without first mastering their own personal growth.
In the last episode, we talked about the natural process of personal change. We also touched on self-doubt and self-sabotage. In this episode, we'll dive deeper. We'll discuss how neuroscience can help manage self-sabotage We'll explore how to make career moves that work in your favor instead of just jumping from one bad situation to another.
Thank you.
How do we deal with judgment? Judging ourselves? Judging others? Honestly, this aspect of judgment has come up a lot for me. In fact, in the second episode of season three, in which I spoke to Benedict from France, he'd mentioned the importance of being kind or kinder to ourselves. Yet we often forget that. Yes. If a colleague or someone else makes a mistake, I would say, it's okay, let's fix it.
No need to blame, just move forward. But when I make the mistake, what do I do? Yes, I fixed. But at the same time, I start blaming myself. I think, why did I make this mistake? What's wrong with me? I become harsh on myself, much harsher than I am with others. In those moments, I realize I'm not loving myself enough.
This constant self-judgment can be really detrimental if we don't learn to manage it properly. Don't you think?
Through all these years, you've worked with so many different people, each with their own unique characters and situations. I'm curious, looking back, can you recall any cases where you feel you didn't succeed in helping a client navigate or take charge of a change? By failure, I don't necessarily mean they disengaged with you, but rather the impact you aimed to create.
didn't work out as well as expected. Could you share one of those experiences? More importantly, what did you learn from it? Why do you think it was so challenging in that specific situation?
That reminded me of an other model often applied to organizations from the well-known organizational psychologist, Kurt Lewin. I've brought this up in season one, episode two, about Tim Pei-Ling's own transformation. His model is simple but powerful. There's the first stage, freeze, where you pause and assess. Then comes change, where you go through the transformation.
Finally, there's unfreeze, where you solidify your new identity or the new you. So it's like freeze, change, and unfreeze. A lot of business school professors reference this model for organizational change. Are you familiar with this?
Would you say that if someone gets stuck in the freeze phase but eventually manages to unfreeze themselves, it's a win? How would you personally define a successful change or a win when it comes to going through transformation?
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