“What do you think is the biggest waste of time?” asked the boy.“Comparing yourself to others,” said the mole.
—From The boy, the mole, the fox and the horse” by Charlie Mackesy 2019
During a brief stint in recruitment with a large international corporation, I was exposed firsthand to organisational systems that encouraged competitive thinking. Stationed in a bustling, prestigious office on Collins Street, armed with ambitious performance targets and a database to mine, I quickly realised that my main competition wasn't other recruitment firms but rather my colleagues.
Rivalry was encouraged over cooperation in the belief that it would produce better results. But this was contrary to my core values. I noticed a lack of emphasis on candidate and client care, with competitive dynamics favouring personal gains over effective placements. After only three months, I resigned due to cognitive dissonance.
Consider a mid-level manager who equates their team's performance with personal worth or a sales executive who thrives on being the top biller in order to receive a monthly financial reward. In these scenarios, success is defined externally, and colleagues are transformed into rivals. This fosters a culture in which information withholding becomes the norm, ultimately harming team cohesion and shared learning.
Competitive vs Achievement Mindset
It is critical to differentiate between a competitive mindset and an achievement mindset. The former is externally motivated, viewing success as a zero-sum game in which one person's gain is another person's loss. The achievement mindset, on the other hand, is driven by internal motivation, focusing on personal goals and growth rather than the need to outperform others.
What Does the Research Say?
People frequently misunderstand what competitive thinking is. It is not the same as what we call competition in sports. Instead, it is about how we construct our identities and what motivates our behaviour. It's the difference between comparing yourself to others in order to feel good about yourself and instead having a "personal best" mindset regardless of how others are performing.
A competitive mindset is characterised by associating self-worth with winning, a need for external validation, aggressive tendencies, and a pervasive fear of failure.
Renowned psychologists Robert A. Cooke and J. Clayton Lafferty offer insights into this mindset, noting that it exists not only in individuals but also in team dynamics and organisational cultures. Competitive thinking has the potential to turn meetings into battlegrounds and stymie collaborative efforts.
To address this, it is necessary to recognise that the underlying need for competitive thinking is harsh self-criticism. We can shift our focus from relative performance to actual performance by slowing down and taking a reflective approach. Setting personal goals and deriving satisfaction from personal growth rather than external comparison is what this entails.
In conclusion, while competitive thinking is often lauded, it can be detrimental to personal and organisational growth. In today's complex and ever-changing professional landscape, adopting an achievement mindset, focusing on personal development, and cultivating a culture of collaboration and shared learning are critical for true success.
“If I win somehow, I’m more worthwhile.”
“I’m okay if I compare myself to others and I appear better than them.”
“I’m not okay if I compare myself to others and I’m not as good as them.”
A competitive mindset is defined by a strong need to win, a liking for competing, getting upset over losing, boastful comments, a tendency to think only of themselves (not interested in helping others get better as they then become a threat), expectations of being admired, and trying too hard to be successful.
Individuals aren't the only ones who can present with a competitive mindset. Team members can compete rather than collaborate, and meetings can be used to meet the needs of individuals who need to look good or get attention.
Competitiveness within teams can be observed by paying attention to how much members talk without listening, interrupting each other to sell their ideas, and whether conversations turn into contests.
The most important step…
Underlying competitive thinking is frequently a harsh self-critic. The first step in overcoming competitive thinking is to improve your ability to recognise it when it is present. This is most of the work.
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