Exploring the Field of Competition
Competition is a tricky concept within the realm of company and culture strengthening. Inherent at the onset of the industrial age, competition has established a deep root both in and outside of organizations over the last 250 years. Moreover, it is a global economic cornerstone and the largely unquestioned milieu of most business. Without a doubt, competition is an active and persistent juggernaut in the marketplace.
But, how does it measure up within the walls of the workplace? In that particular environment is it likely to be a constructive force or a destructive one? Fortifying or corrosive? As a business advisor and organizational culture specialist, these questions are both significant and intriguing to me. When building a strong, unified company culture, where does internal competition fit in? Or does it?
The more genuinely cohesive, collaborative and connected an organization is, the better, stronger and more profitable it tends to be.
There is a synergy generated through a unified collective of people working for a shared purpose. A “power in numbers” effect that tends to expand and build on itself. In my experience, the key qualities required for this type of dynamic unification to emerge and take hold are trust, inclusiveness, support, candor and clarity of purpose. It’s against this backdrop that competition needs to be examined.
Curiously enough, the origin of the word comes from the Latin competere, meaning to meet or come together. The purpose of this coming together, however, is as opposing rivals. This is where the idea of competition gets tricky in business. If a company’s strength is tied to the cohesiveness and connectivity of its people, what is the cultural effect of rivalry?
Becoming aware and paying attention to the use of competition and how it is framed within the company walls, is critical to cultural health and internal stakeholder performance.
Inviting people to weigh in on how they experience internal competition is a great way to get a sense of its value or not. Asking where and how they see it working also shines a light on its effectiveness. The important thing is that a leader become aware of its overall value or liability to the organization. Simply employing its use because “that’s what’s always been done,” is neither smart nor strategic. If it’s important to know, and I suggest it is, just ask.
A strong and unified organization is built through the power of connection, not division. Leadership catalyzes this power…or not. Like everything, it’s a choice. Check out these “5 Tips” to better your leadership!