Growing and Realizing the Desired Business Success

Diversity is evident in a company, team, or project; this is essential to progress and goal realization.

Nonetheless, aspects of rivalry and completion arise, and how well these two can be detected and handled can determine whether we realize success.

Rivalry can be seen as operating based on a more personal, frequently less rational, playing field.

Conversely, with:

Competition, there is remaining objective and stakes-based

Hence, in a project, business, or team, the promotion of rivalry is healthy. Competition, however, is not so good.

And we will see some of the aspects in which this can be so, despite incidences that having either would be more beneficial.

Since organizations or projects have teams, some with the same skills while others vary in agility and ability, completion creates a setting founded on two opposing aspects.

In a competition, there is only one side; for each participant, there is the desire to remain on the best or positive side. This has some meanings.

With completion, as one gain, there is an imminent loss for the alternative team or group businesses.

There is a loss for each gain, which is the underlying aspect that defines completion. Despite the possibility of some entities seeing this as beneficial and capitalizing on it, in some instances, this can create adverse implications.

As managers and leaders, examining and differentiating these aspects within the team and organization is fundamental.

One winner can only come out from completion. There is no middle ground in such a case, which raises the issue of two-sided teams or organizations within the same industry or project levels.

Rivalry creates a different scope and, in its adoption, sets the stage that holds other elements.

In Rivalry, the activities and behaviors of the teams and businesses have a more personalized element.

For each team, project leader, or business entity, the personal aspect focuses on examining and promoting the skillsets, abilities, prowess, and efficiency within and outside the entity.

As opposed to only focusing on winning, more significant changes take place, including a focus on realizing and applying better mechanisms.

In Rivalry, performance is paramount, and the team, managers, and overall organization focus on adopting techniques that will lead to enhanced outcomes.

A win in a rivalry is growth for everyone, as, by the end of the action, there are better and more evident outcomes for the team and organization.

Through cultivating and promoting rivalry, each team has the motivation and determination to see this through.

Rivalry is the epitome of power and energy directed toward realizing victory.

Elements of Competition Making It Less Desirable

With competition, each win comes with a loss.

It is likely for members to withhold or alter information that could positively benefit others for their well-being.

Of all the business factors, today, defining a strategy is just one of the core items.

Competition sets a stage for members to refrain from others when in need

Competition inhibits teamwork and collaboration as everyone views others as their completion or persons who must lose for their success.

Elements of Rivalry Make it More Desirable

Rivalry creates a different atmosphere. In a rivalry, one team or organization competes with another.

By focusing on rivalry, there is motivation and determination to win and achieve.

Rather than only centering the energy on winning alone, rivalry sets the stage for efficiency and innovation across teams and businesses.

Rivalry seeks to answer

• What value can be added more efficiently?
• How can the team complete the project faster and more efficiently?
• What products can be improved?
• How well can the employee's needs be realized?
• How can we treat clients better than the other team or organization?
• How can the team finish the project within the budget scope and timeline?

Rivalry sets a platform for a win-win situation. This fosters comradeship, trust, and confidence to deliver.

The Blend

It becomes helpful to meet an organization's or team's objectives. As such, managers and leaders are responsible for promoting competition or rivalry based on the list of ideas provided above.

Nonetheless, there is an element created that can make either one seem like the last option.

As team members, there is a need to define a solid mission, define specific targets for realization and align everything with all members.

Scenarios and business needs vary; in some cases, one might see the adoption of completion mechanisms as the best alternative.

Competition is not bad, so it does not mean rivalry is the saint.

In organizations, completion can act as the foundation for motivation, influencing each member to put in more effort and try their best to achieve core results.

Likewise, with completion, members' psychological power and activation escalate as the fear or dread of losing pushes them to focus and work.

By being guided with a completion mindset, there is a conscious or unconscious activation in the member's mind towards increasing their efforts towards meeting the goal and realizing better and higher performance.

In such a case, winning is mandatory and the primary goal. No matter what happens, there is the aspect of "We must win."

And it is okay.

However, scenarios might arise with no foundational winning aspect, creating the need to be innovative, efficient, and good at it.

And with consumers nowadays being well informed and having access to enough information, their decision-making is even better.

Now, it comes to the case where one must choose their value and strategy that will suit their customers and help meet the business's sustainable needs.

Do both?; be competitive and also rival across the market and teams

Or choose one? Can we just be competitive, and let the rivalry stand?

As a leader and manager, evaluating each case and promoting the desired traditions within the team and organization that exhibit the respective elements of completion and rivalry becomes useful.

This tradition and mechanism are fundamental to realizing suitable development and goals for teams and businesses.

In order to succeed in a highly competitive and rivalrous environment, companies must foster a culture of collaboration and teamwork, where individual success is secondary to the success of the team as a whole.