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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So far, throughout our interview, we've focused a lot on how you help leaders drive, lead, and manage change within the teams and organizations. Many of our listeners might be change leaders or change managers in their own spaces or organizations. Yet, the other group of people listening might be experiencing changes themselves. They could be considering making a change.
or they may be forced to make a change because they've left their previous employer. You mentioned to me before that a situation often arises when people make a big career leap, sometimes wanting to escape workplace politics or ineffective boss. They might land a new job with similar terms, only to find themselves working for another ineffective boss.
The goal, the real goal, is to make a change for the better. But these people end up jumping from one lousy situation to another. I know you got some really good insights about that, about how people should try to manage the situation differently. Even if they eventually decide to change jobs, they could and they should aim for a truly better outcome.
Could you share with us some common mistakes people make when dealing with ineffective boss and how they might better handle the situation in order to set themselves up for more positive change.
Yes, absolutely. There's still so much to unpack. And not just when it comes to dealing with a boss, but also navigating office politics. These dynamics aren't just about one-on-one relationships. There are other players involved too. Interestingly, some people avoid using the term politics when discussing office environments.
In fact, if you search for office politics on Google or LinkedIn, you won't find as much conversation about it as you might expect. But in reality, whether you're in a large corporation or a small team, as long as you're working with people, there's an inherent level of politics at play. And these politics play a crucial role, especially when it comes to driving change.
You mentioned how some of your clients, including senior leaders, face power struggles or have to navigate complex stakeholder relationships. Power dynamics come into play, and as they think about leaving a job or dealing with ineffective boss, they also have to consider the bigger political picture they're in.
I feel like this is an element often overlooked in the discussion of change management and leadership. Could you share your thoughts or experiences in helping clients manage these risks? How do you support them in balancing personal and organizational change? while surviving navigating the politics that comes with it.
Until next time, take care.
Hi, everyone. Welcome to our show, Chief Change Officer. I'm Vince Chan, your ambitious human host. Our show is a modernist community for change progressives in organizational and human transformation from around the world.
Today, I'm sitting down with Jennifer Selby Long, who has spent the last 30 years helping tech leaders navigate the waves of tech evolution, leading and managing organizational change. In recent years, her focus has been on cybersecurity, digital transformation, and user experience. But don't tune out just yet. If you are not in those views,
What Jennifer shares is relevant to anyone looking to thrive in today's fast changing world. Give me 30 seconds and I guarantee you'll find something valuable in this conversation. This episode and the next is all about how to guide yourself through personal transformation and step into your next opportunity.
A leader cannot successfully drive organizational change without first mastering their own personal transformation. So we'll dive into why understanding the natural process of personal change can help you fast-track your transformation.
how to manage self-doubt, avoid sabotaging your own progress, and how to make career moves that truly work in your favor instead of simply running away from one undesirable situation to the next. Let's get started. Jennifer, tell us a bit about yourself. I know you've been in coaching for a long time. You specialize in coaching tech leaders manage and navigate change.
Can you tell us more about that?
So basically, you are helping a leader who sits at the center of a complex situation. They may have senior people above them, perhaps a CEO reporting to a board of directors, or they may be the CEO themselves. Below them, they have a whole team of people, some more senior, some at operational or junior level.
This leader has to engage, convince, and motivate all these people to buy into the change and act on it. But each of these stakeholders has their own agenda. and that's not even touching on the emotional aspects involved.
So you are helping this person in the middle, managing everyone around them while also guiding them on a more personal level, helping them find peace and balance while navigating change. Is that a good summary of what you do now?
Technology is such a huge and evolving field. I'm sure when you first started back in the 90s, as you said, the project found you. And now here we are in 2024 going into 2025, so much has changed in the tech space over the years. Could you be more specific about what areas of leadership you focus on today?
And maybe educate us a bit on how this evolution in technology and leadership has played out over the years?
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