{"id":10460,"date":"2025-09-12T12:48:00","date_gmt":"2025-09-12T11:48:00","guid":{"rendered":"https:\/\/salomons.coach\/?p=10460"},"modified":"2026-02-19T16:57:27","modified_gmt":"2026-02-19T15:57:27","slug":"new-boss-struggling-read-this","status":"publish","type":"post","link":"https:\/\/salomons.coach\/en\/new-boss-struggling-read-this\/","title":{"rendered":"New boss? Struggling? Read this!"},"content":{"rendered":"\n<h3 class=\"wp-block-heading\"><strong>Insight into why this happens, what psychology and research say about it, and how you can regain control of the situation with practical steps.<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">There are few workplace situations as emotionally activating as getting a new boss.<br>Even in stable environments it can feel unsettling. But in <strong>high-pressure operational settings<\/strong> like logistics\u2014where daily deadlines, exceptions, and escalations shape the rhythm of the day\u2014the arrival of a new leader can feel like someone has changed the rules of the game overnight.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">I coach mainly leaders, so this theme comes by regularly. Some time ago I had a conversation with someone in exactly this situation. Her new manager had only been in the role for two months, but the relationship already felt strained. The previous boss had a more predictable, hands-off style. The new one was direct, detail-focused, culturally different, and constantly present in the operation.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The coachee\u2019s question was simple and honest:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\"><strong>\u201cI have a new boss\u2014and I don\u2019t like him. What should I do?\u201d<\/strong><\/p>\n<\/blockquote>\n\n\n\n<p class=\"wp-block-paragraph\">If you\u2019ve ever had a similar thought, you\u2019re not alone.<br>In my own career I\u2019ve had <strong>18 bosses <\/strong>(yes I&#8217;m old&#8230;), each with their own personality, leadership maturity, cultural lens, and stress triggers. Some inspired me deeply; others taught me what <em>not<\/em> to do. And some relationships took months\u2014or years\u2014to understand.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This blog offers insight into <strong>why this happens<\/strong>, what psychology and research say about it, and how you can regain control of the situation with practical steps.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Why New Bosses Trigger So Much Stress (Psychology &amp; HBR Insights)<\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>1. Your brain reacts to change as a threat<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Neuroscience (Rock, 2008; SCARF Model, HBR) shows that unexpected change in hierarchy activates the brain\u2019s threat system. A new boss brings uncertainty in at least five areas:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Status<\/strong> \u2013 Will they see me the same way the old boss did?<\/li>\n\n\n\n<li><strong>Certainty<\/strong> \u2013 What will change? What won\u2019t?<\/li>\n\n\n\n<li><strong>Autonomy<\/strong> \u2013 Will I still have freedom to act?<\/li>\n\n\n\n<li><strong>Relatedness<\/strong> \u2013 Can I trust them?<\/li>\n\n\n\n<li><strong>Fairness<\/strong> \u2013 Will expectations be reasonable?<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Your brain perceives a new leader as <strong>ambiguity<\/strong>, and ambiguity as <strong>risk<\/strong>.<br>In a VUCA environment, this sensation is magnified.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>2. We compare the new boss to the old boss<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Humans rely heavily on <strong>mental models<\/strong>. When leader A behaves in a familiar way, your mind builds expectations.<br>Leader B violates those expectations\u2014and the brain interprets this as \u201cwrong,\u201d not \u201cdifferent.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">According to HBR research, employees often experience a dip in engagement and clarity for 6\u201312 months after a leadership transition\u2014not because the new leader is bad, but because the team unconsciously resists the disruption to established patterns.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>3. Cultural differences matter (even inside Western Europe)<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">We underestimate how different Western European cultures can be:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Levels of <strong>directness<\/strong><\/li>\n\n\n\n<li>Comfort with <strong>hierarchy<\/strong><\/li>\n\n\n\n<li>Pace of decision-making<\/li>\n\n\n\n<li>Communication style<\/li>\n\n\n\n<li>Approach to conflict<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">What looks like \u201cmicromanagement\u201d in one culture may feel like \u201cengagement\u201d in another.<br>What feels \u201ctoo emotional\u201d in one culture may feel \u201ctransparent\u201d in another.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">Culture isn\u2019t a problem; <strong>mismatch in expectations<\/strong> is.<\/p>\n<\/blockquote>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. Leaders under pressure behave differently<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">In operational environments like logistics, leaders often work in <strong>constantly elevated stress states<\/strong>.<br>Daily exceptions. Delays. Customer escalations. Resource shortages.<br>Many leaders default to their survival patterns:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>control<\/li>\n\n\n\n<li>speed over reflection<\/li>\n\n\n\n<li>directive behaviour<\/li>\n\n\n\n<li>short-term focus<\/li>\n\n\n\n<li>firefighting<\/li>\n\n\n\n<li>low patience for nuance<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">It\u2019s not personal\u2014it\u2019s <strong>stress behaviour<\/strong>, not character.<\/p>\n<\/blockquote>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>5. Your personality and triggers play a role<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">A new boss exposes your own patterns too:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Do you prefer autonomy?<\/li>\n\n\n\n<li>Do you need structure?<\/li>\n\n\n\n<li>Do you value stability?<\/li>\n\n\n\n<li>Do you dislike confrontational styles?<\/li>\n\n\n\n<li>Do you lean towards perfectionism or harmony?<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">The friction often reveals more about <em>you<\/em> than about the new leader.<\/p>\n<\/blockquote>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>My Experience With 18 Bosses: The Patterns I\u2019ve Seen<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">I\u2019ve worked for 18 leaders across Europe, operations, and corporate roles\u2014each shaped by their own culture, pressures, and leadership maturity. Here\u2019s what I\u2019ve observed:<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>1. The first 90 days are always emotional<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Even good leaders disrupt the system.<br>Even good teams resist change.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>2. Conflict usually comes from unmet expectations\u2014not bad intentions<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Most friction comes from differences in style, pace, or communication\u2014not capability.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>3. The relationship depends on you just as much as on them<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">The most successful leader\u2013employee relationships I\u2019ve seen came from employees who:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>were proactive in clarifying expectations<\/li>\n\n\n\n<li>openly shared their working style<\/li>\n\n\n\n<li>didn\u2019t wait for the boss to \u201cfigure them out\u201d<\/li>\n\n\n\n<li>gave the boss the benefit of the doubt<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. New leaders often feel as insecure as their teams<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">They inherit an existing culture, a performance backlog, a history they don\u2019t know, and political dynamics they cannot yet see.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">I\u2019ve seen new managers lose sleep over whether their team likes or respects them.<\/p>\n<\/blockquote>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>5. You always learn something \u2014 even from the tough ones<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Some of my best leadership lessons came from the bosses I initially disliked:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>how to manage up<\/li>\n\n\n\n<li>how to communicate under pressure<\/li>\n\n\n\n<li>how to protect my boundaries<\/li>\n\n\n\n<li>how to navigate cultural differences<\/li>\n\n\n\n<li>how to stay calm in chaos<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">A difficult boss is never just an obstacle\u2014it\u2019s a classroom.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>What You Can Do (Practical Actions That Work)<\/strong><\/h2>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>1. Give the relationship 90 days<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Research shows it takes 90\u2013180 days for a new leader and team to establish a working rhythm.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Don\u2019t freeze the relationship in a judgment too early.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>2. Schedule a \u201cways of working\u201d conversation<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Most friction comes from assumptions.<br>The cure?<br>A simple conversation:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>\u201cHow do you prefer to work? Here\u2019s how I work.\u201d<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Topics to discuss:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>decision-making style<\/li>\n\n\n\n<li>communication style<\/li>\n\n\n\n<li>feedback preferences<\/li>\n\n\n\n<li>escalation thresholds<\/li>\n\n\n\n<li>autonomy vs. involvement<\/li>\n\n\n\n<li>priorities<\/li>\n\n\n\n<li>stress triggers<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">This one conversation can save months of tension.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>3. Separate <em>style<\/em> from <em>intent<\/em><\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Your boss\u2019s style may feel uncomfortable, but their <strong>intent<\/strong> might be positive:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>wanting to support<\/li>\n\n\n\n<li>wanting to understand<\/li>\n\n\n\n<li>wanting to show ownership<\/li>\n\n\n\n<li>wanting to improve results<\/li>\n\n\n\n<li>wanting to build credibility<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">Look beyond the behaviour\u2014ask what they are trying to achieve.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>4. Understand your own triggers<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">List questions like:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>What exactly bothers me?<\/li>\n\n\n\n<li>Where have I seen this pattern before?<\/li>\n\n\n\n<li>Is this about the boss\u2014or about me?<\/li>\n\n\n\n<li>What assumptions am I making?<\/li>\n\n\n\n<li>What is this situation teaching me?<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">This turns frustration into insight.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>5. Make their job easier (this always works)<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">New bosses appreciate people who:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>communicate early<\/li>\n\n\n\n<li>bring solutions, not only problems<\/li>\n\n\n\n<li>explain context<\/li>\n\n\n\n<li>translate data into decisions<\/li>\n\n\n\n<li>show ownership<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">This accelerates trust\u2014and trust reduces micromanagement.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>6. Talk openly if the relationship gets stuck<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Use a non-accusatory framing:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>\u201cI want us to work well together. Can we talk about how we can collaborate more effectively?\u201d<\/strong><\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">Leaders appreciate maturity.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>When You Really Don\u2019t Like Your Boss<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Sometimes it\u2019s more than style differences:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>They push too hard<\/li>\n\n\n\n<li>They don\u2019t listen<\/li>\n\n\n\n<li>They demand unreasonable pace<\/li>\n\n\n\n<li>They don\u2019t understand the operation<\/li>\n\n\n\n<li>They act inconsistently<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">If this happens, the question becomes:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>What can <em>you<\/em> influence?<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">You can influence:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>your communication<\/li>\n\n\n\n<li>your boundaries<\/li>\n\n\n\n<li>your emotional reactions<\/li>\n\n\n\n<li>the clarity you bring<\/li>\n\n\n\n<li>the relationship you build<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">You cannot influence:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>their personality<\/li>\n\n\n\n<li>their background<\/li>\n\n\n\n<li>their style<\/li>\n\n\n\n<li>their stress level<\/li>\n\n\n\n<li>their past experiences<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Let go of what you cannot control.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">Focus on what you can.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>In Most Cases, the Issue Is Not Liking \u2014 It\u2019s Adapting<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A new boss creates a transition.<br>Transitions feel uncomfortable.<br>Discomfort is not danger.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">If there is one truth I\u2019ve learned from working for 18 bosses and coaching hundreds of leaders, it is this:<\/p>\n<\/blockquote>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>You don\u2019t have to <em>like<\/em> your boss immediately.<br>But you do need to understand them.<\/strong><br>Understanding creates clarity.<br>Clarity builds trust.<br>Trust enables performance.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">And in highly operational environments\u2014where pressure, pace, and deadlines rule\u2014the leader\u2013employee relationship is not a luxury.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">The relationship with your manager is the engine of the operation.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Reference List \u2014 Leadership Transitions, Psychology, and Managing Up<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Here is a <strong>reference list<\/strong> of the theories, models, and articles that underpin this blog post. All sources are well-known, widely cited, and aligned with HBR-level academic quality. I use these books\/article a lot for my work as coach and leadership development facilitator.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>1. David Rock \u2013 SCARF Model (Neuroscience of Leadership)<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Rock, D. (2008). <em>SCARF: A Brain-Based Model for Collaborating with and Influencing Others.<\/em><br>Harvard Business Review.<br>(Explains why new bosses trigger threat responses related to Status, Certainty, Autonomy, Relatedness, and Fairness.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>2. HBR \u2013 Why Employees Resist Change<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Oreg, S., &amp; Sverdlik, N. (2018). <em>What Research Tells Us About How People React to Change.<\/em><br>Harvard Business Review.<br>(Shows the predictable emotional dip when leadership changes occur.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>3. HBR \u2013 Managing Your Boss<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Gabarro, J., &amp; Kotter, J. (1993). <em>Managing Your Boss.<\/em><br>Harvard Business Review.<br>(Major foundation behind proactively shaping the relationship with a new leader.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. Michael Watkins \u2013 The First 90 Days<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Watkins, M. (2013). <em>The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter.<\/em><br>Harvard Business Review Press.<br>(Relevant for the idea that new leaders and teams need ~90 days to build trust and rhythm.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>5. Erin Meyer \u2013 Cultural Dimensions (Western Europe Differences)<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Meyer, E. (2014). <em>The Culture Map.<\/em><br>(Powerful framework explaining differences in communication, directness, decision-making, trust, and hierarchy \u2014 even inside Western Europe.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>6. Amy Edmondson \u2013 Psychological Safety<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Edmondson, A. (2018). <em>The Fearless Organization.<\/em><br>(Mostly about team climate, but highly relevant when understanding the discomfort and uncertainty created by a new leader.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>7. William Bridges \u2013 Transition Model<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Bridges, W. (1991). <em>Managing Transitions: Making the Most of Change.<\/em><br>(Explains emotional reactions to change: Ending \u2192 Neutral Zone \u2192 New Beginning.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>8. Daniel Kahneman \u2013 System 1 &amp; System 2 (Immediate Emotional Judgments)<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Kahneman, D. (2011). <em>Thinking, Fast and Slow.<\/em><br>(Shows how quick judgments about a new boss come from fast, emotional processing.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>9. John Kotter \u2013 Leading Change (Sense of Loss &amp; Resistance)<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Kotter, J. (1996). <em>Leading Change.<\/em><br>(Relevant especially for explaining why people resist change, including leadership transitions.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>10. HBR \u2013 How to Work With a New Boss<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Boyatzis, R., &amp; McKee, A. (2005). <em>Resonant Leadership.<\/em><br>Paired with HBR articles:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><em>How to Work with Someone You Don\u2019t Like<\/em><\/li>\n\n\n\n<li><em>How to Build Trust Quickly With a New Boss<\/em><br>(Useful for developing relational strategies.)<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>11. VUCA Theory \u2013 Leadership in High-Pressure, Fast-Paced Environments<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Bennett, N., &amp; Lemoine, G. J. (2014). <em>What VUCA Really Means for You.<\/em><br>Harvard Business Review.<br>(Relevant for operational environments and the leadership stress patterns you described.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>12. Goleman \u2013 Emotional Intelligence Under Pressure<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Goleman, D. (1998). <em>Working with Emotional Intelligence.<\/em><br>(Highlights how stress leads to narrowed behaviour, reactivity, and misinterpretations.)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Want to work with me?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">If you are dealing with this situation right now, or similar challenges, feel free to book a 30 minutes call (free) to discuss if coaching\/mentoring could be a solution for you.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It could remove current blockades for your further development, therefore also be the start of more growth going forward.<\/p>\n\n\n\n<div class=\"wp-block-buttons is-layout-flex wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button\"><a class=\"wp-block-button__link wp-element-button\" href=\"https:\/\/salomons.coach\/session-scheduler\/\">Book a free 30m meeting<\/a><\/div>\n<\/div>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Struggling with a new boss? 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