Skip to main content

Should Team Members Compete With Each Other?

How does inserting competition into your daily relationships effect those relationships?

When I was very young I competed for places on sports teams. I had to be better skilled (or in some cases better connected) than other potential team members just to make the team. Once on the team, we were often pitted against each other in competition for the inner rewards of being on the team: playing regularly, getting positive feedback, getting the admiration of our peers in the crowd.

But the cost was ever so high. Competing so strongly against other youth who played the same position, we did not help each other. Instead of making each other stronger and better prepared, we worked on our personal skills and hoped our own places were secure. They weren't.

There is always someone better at what you do. If they are on the same team and do not help you, they may stay better than you but they are not as strong as they could be -- and of course, neither are you.

Team members who are forced to compete with each other soon lose sight of the team vision.

It does not have to be that way. Imagine a playing field where everyone who wants to be on a team is on a team -- and that team works to make both itself and every member continually stronger and more effective.

Extend that even further. What if every team then set out to help every other team to become stronger.

Some people might say that that is what competition does. Maybe in its original sense, including camaraderie and deep respect for your competitors. There is room to include that again.

Why not start on your team? Why not start with yourself?

When we find ourselves reaching for a competitive edge, what would we do differently to find a cooperative edge as well?

We can build each other up without tearing each other down AND enjoy the fun of games playing in the process. Let's just not put our game ahead of our character...

What do you think?

-- Douglas Brent Smith

Comments

  1. This is a good article. I classified competing in respectful competition or unrespectful competition. Respect competition mean teammates compete with each others in an optimistic and joyful environment. It involve much more team corporation and helping each others compare to unrespect competition. This also is what company usually wanted. Unrespect competition mean teammates compete with each others roughly which involve selfish, hidden, offensive and disconnected team spirit as you describe teens or youth competing in sport. (Usually happened on senior middle class and unsuccessful career old employee).

    ReplyDelete
  2. Thanks for your comment. I agree that respect on a team is extremely important. I also agree that it is possible to compete with respect. So often we can build relationships that way. Respect for those we compete with helps us to take our tasks seriously and to focus on our values even more.

    It takes a truly centered leader to be able to balance competition and respect within a team though. How have you seen that work?

    ReplyDelete

Post a Comment

Popular posts from this blog

Creating Alignment

What is the connection between your actions and goals? How do your goals connect to your overall mission and purpose? Do you have a sense that what you do matters and gets you closer to accomplishing what is most important to you? High performance leaders align their actions to their goals and their goals to their mission. It's how they get things done that matter. It's the filter of success. Does that task that someone is asking you to do contribute to your purpose? Then do it. If it doesn't, negotiate another path, another step, perhaps another set of hands to get it done. Our time is too valuable to spend it on anything that does not contribute to our happiness, and our happiness is largely dependent on doing what matters most to us and that contributes to the well-being of others. We can run, we can hide, but without that alignment of action, goals, and mission how will we ever reach our potential? Alignment creates that guidance that w...

Success Starts With Action

What will you DO about it? Have you ever asked anyone that question? Have you ever asked yourself? People may complain. People may document faults and shortcomings. People may expect more than they are getting -- but nothing happens without taking action. Success starts with action. All success depends on action. What can you do right now toward achieving your goals? Sometimes we have finely crafted plans for achieving our goals, and yet miss acting on those plans. And, sometimes we miss the plans altogether and simply hope for the best with our goals. Plans, and hope are important but what matters most is action. What you DO to achieve your goals. Actions matter because they place us in motion. Then thrust us toward our vision. Even when we make mistakes and miss our targets, the energy created by action propels us forward. We can correct mistakes. We can change direction. We can accomplish great things. But first we must place our selves in motion through action. Wha...

Solving Problems with the Highest Payoff

With so many problems to choose from, which do you pick to solve first? Some people like to build momentum by moving from smallest problem to biggest problem. If this works for you and you're happy with the results, keep doing it. Other people find that once they start with small problems or easy to do tasks that they get stuck there. It becomes too hard to move forward. If this is you, you're probably ready for something different. How about going right for the biggest payoff? When I worked at GE we used a tool called the Payoff / Effort matrix. With so much to work on, we used this tool to determine where to start. Should we put extra effort into something that would provide little payoff? Clearly, not when the same effort could produce more payoff in another area. Solve the problems that provide the biggest payoff first. Not only will you get your biggest problem solved, but you will likely find that you now have more resources and energy to solve other problem...

A Useful Question

  A useful question: what would be an even more creative way to make this better? -- doug smith

Solving Problems Requires The Courage to Tell The Truth

Can a problem be so tough that we deceive ourselves about solving it? In any problem there is a temptation to soften the edges, smooth the rough spots, to paint a better picture than we see. Sometimes we take sides and spin the truth in favor of our side, even when that contributes to a conflict or problem. We can do better than that. Solving problems together requires the courage to tell the truth as you see it. Not our version of the truth. Not our ideal of the truth. The truth as it exists, weak spots and all. If we want to clearly analyze a problem, we must be willing to see, and tell the truth. -- Douglas Brent Smith

Shine That Light

Are you looking to reveal your problems or seeking to hide them? Hidden problems don't go away -- they just get harder to solve. If you can shine a light on your own problems you have a fast start in solving them. And, you DO want to solve them, right? -- Douglas Brent Smith

Don't Let a Lie Stand

Can you tell when someone is lying to you? Do you call them on it? Do you stay curious enough to explore what's behind what feels like a lie? How about when you catch yourself stretching the truth or simply leaving out an important detail? You're better than that, right? High performance leaders are better than that. You can handle the truth, AND you can deliver the truth. Consistently, insistently, tell the truth. The adjustment from a lie to the truth may be troubling at first but it's eventually liberating. The truth rules. -- doug smith

Lead On Level Ground

How does it feel to be stuck in the middle? Maybe you know what I'm talking about -- stuck in the middle of your organization with tough customers above you, tough team members below you, and fascinatingly frustrating peers beside you. The life of a supervisor is one surrounded on every level by challenges. It may be the toughest spot in the organization. Supervisor may be the toughest job because you can always be over ruled from above, undermined from below, and ignored from your peers. What's the solution? Lead on level ground. Find ways to leave everyone's title at the door. Think of people as peers -- no matter where they sit in the organization. Your boss is a person with needs and dreams. Your direct-reports imagine themselves as critically important (and they are). Your peers want and need your help in more ways than they can express. It's all much more easy once you believe -- and behave -- as if titles are must less important than goals. People a...