CHAPTER 22
Collaborating with People You Don’t Like
by Mark D. Nevins
A few months ago, a former client—let’s call her Kacie—called me to check in. I had supported her through her transition when she had joined a prestigious global financial services firm several months prior. Given how deliberately and thoughtfully she’d gone through the process, I expected that our conversation would be about her early wins.
Instead, Kacie confessed that she had a simple but serious problem: She wasn’t getting along well with a peer—let’s call her Marta. The two had gotten off on the wrong foot, and as time passed, things weren’t getting any better. Kacie told me that it was becoming painfully clear that her inability to get along with Marta was going to impede ...
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