{"id":260627,"date":"2025-09-01T12:27:00","date_gmt":"2025-09-01T10:27:00","guid":{"rendered":"https:\/\/coachlab.hu\/?p=260627"},"modified":"2025-12-30T22:22:05","modified_gmt":"2025-12-30T21:22:05","slug":"munkahelyi-pozicioharc-fonok-visszaelt-bizalommal","status":"publish","type":"post","link":"https:\/\/coachlab.hu\/en\/blog\/workplace-position-fight-spinning-with-confidence\/","title":{"rendered":"Workplace infighting, or has your boss abused your trust?"},"content":{"rendered":"

Workplace infighting, or has your boss abused your trust?<\/a><\/h2>\n\n\n\n

\"Has your boss ever abused your trust?\" - was the question Melinda asked during our first coaching session. And indeed, it might be a logical thought, because in many large multinational companies, and even in domestic companies, it is very common to Workplace infighting<\/strong>, the infighting, the internal political clashes.<\/p>\n\n\n\n

Melinda's story: when success makes you a target at work<\/h2>\n\n\n\n

Melinda's success story was also her trap. Having led in a similarly challenging environment as commercial director of several multinational companies, I knew exactly what she was talking about. A Workplace infighting<\/strong> I have seen many similar cases - successful professionals who have become the target of organisational conflict precisely because of their excellence.<\/p>\n\n\n\n

Anatomy of the double attack<\/h3>\n\n\n\n
\"Workplace
Workplace infighting, or has your boss abused your trust?<\/figcaption><\/figure>\n\n\n\n

Melinda's situation was a classic example of what organisational psychology<\/strong> calls it \"double knitting\". On the one hand, there were attacks from his own level - colleagues who feared for their position next to the most successful team member. On the other hand, the leader has his own for domestic policy purposes<\/strong> wanted to use him.<\/p>\n\n\n\n

\"I was always the most successful at what I did,\" said Melinda. \"When you become a target in the workplace<\/strong>, your outstanding successes partly give you some protection, but in other respects they make you more of a target for attacks.\"<\/p>\n\n\n\n

The paradox of successful people in the job competition<\/h2>\n\n\n\n

Why do the best performers become targets?<\/h3>\n\n\n\n
\"Workplace
Workplace infighting, or has your boss abused your trust?<\/figcaption><\/figure>\n\n\n\n

A workplace politics<\/strong> in a world of high performance also means vulnerability. Based on my years of coaching experience, I have identified three main reasons why people start Workplace infighting<\/strong> against successful professionals:<\/p>\n\n\n\n

1. Threat to the status quo<\/strong> Excellent performance challenges the comfort zone of others. In Melinda's case, colleagues feared that her results would raise expectations for everyone.<\/p>\n\n\n\n

2. Becoming an instrument<\/strong> Successful professionals are often used for the benefit of others. Melinda's manager knew that she was the \"trusted card\" who would not let the project down - even if it put her in an unethical position.<\/p>\n\n\n\n

3. Envy and jealousy<\/strong> It's human nature to find it hard to tolerate the success of others, especially when it makes our own shortcomings visible.<\/p>\n\n\n\n

Coaching to help you survive the job battle<\/h2>\n\n\n\n

1. Situation analysis and pattern recognition<\/h3>\n\n\n\n

The first step is always to leadership self-awareness<\/strong> development<\/a>. Together with Melinda, we mapped the organisational dynamics:<\/p>\n\n\n\n