ional VP of a large firm, was concerned because two Executive Vice Presidents both wanted him on their team and were essentially fighting over him, a situation that instantly created the perception that there must be a "winner" and a "loser."

John wasn't willing to play that game, so he changed the rules, and thus the perception. He called a meeting with both EVPs and asked, "How can we make this a win for everyone? How can we make it easy for both of you to achieve your objectives by working together?"

With this shift in attitude a solution was eas

There's a quiet revolution going on in corporate America. It's not coming exclusively from the top of the leadership pyramid, although more and more CEOs are leading the way. It also starts at mid-level and blossoms up and down the company structure, growing in power as the increases in profits and productivity prove it works.

This revolution is a shift in the way we think about competition. This shift changes the way we work together and how we think of each other and our jobs. Instead of looking for ways to stop, hold back, or prevent something from happening, "positive competition" in the world looks for ways to make things work and solve problems in a win-win way.

This is the antithesis of the old "fear-based" thinking, because the focus is on becoming the highest and best you can be as an individual, and then evolves into being the highest and best you can be as a team.

Competition has been a characteristic of humanity throughout history. Teams play games to win, based on their skills, talent, and knowledge. Individuals compete against each other, as well as against their own best. It's a trait that has led to tremendous progress and, ultimately, to the evolution of humanity.

The negative or dark side of competition is the ruthlessness that is closely aligned with war (which has also characterized humanity. Hmmm.) It's the philosophy of "win at all costs" - gain an edge - cheat as necessary - "beat the other guy." Without the consideration of values, thinking through the highest and best of who you are at all times, and the greatest vision of your potential, the dark side of competition emerges.

The personal shift in our view of competition comes from having you look at your entire life, not just the business side. It is triggered by the "work/life balance" movement, whose adherents in the world notice that as people re-engage with their families, they discover that who they are at work is not who they want to be in the rest of their life. This means, without values and the broader community to remind those we coach, the dark side of competition drives them to actions that don't generate the legacy they want to leave.

An example of these interrelated dynamics is in order. John, a regional VP of a large firm, was concerned because two Executive Vice Presidents both wanted him on their team and were essentially fighting over him, a situation that instantly created the perception that there must be a "winner" and a "loser."

John wasn't willing to play that game, so he changed the rules, and thus the perception. He called a meeting with both EVPs and asked, "How can we make this a win for everyone? How can we make it easy for both of you to achieve your objectives by working together?"

With this shift in attitude a solution was eas

appening, "positive competition" in the world looks for ways to make things work and solve problems in a win-win way.

This is the antithesis of the old "fear-based" thinking, because the focus is on becoming the highest and best you can be as an individual, and then evolves into being the highest and best you can be as a team.

Competition has been a characteristic of humanity throughout history. Teams play games to win, based on their skills, talent, and knowledge. Individuals compete against each other, as well as against their own best. It's a trait that has led to tremendous progress and, ultimately, to the evolution of humanity.

The negative or dark side of competition is the ruthlessness that is closely aligned with war (which has also characterized humanity. Hmmm.) It's the philosophy of "win at all costs" - gain an edge - cheat as necessary - "beat the other guy." Without the consideration of values, thinking through the highest and best of who you are at all times, and the greatest vision of your potential, the dark side of competition emerges.

The personal shift in our view of competition comes from having you look at your entire life, not just the business side. It is triggered by the "work/life balance" movement, whose adherents in the world notice that as people re-engage with their families, they discover that who they are at work is not who they want to be in the rest of their life. This means, without values and the broader community to remind those we coach, the dark side of competition drives them to actions that don't generate the legacy they want to leave.

An example of these interrelated dynamics is in order. John, a regional VP of a large firm, was concerned because two Executive Vice Presidents both wanted him on their team and were essentially fighting over him, a situation that instantly created the perception that there must be a "winner" and a "loser."

John wasn't willing to play that game, so he changed the rules, and thus the perception. He called a meeting with both EVPs and asked, "How can we make this a win for everyone? How can we make it easy for both of you to achieve your objectives by working together?"

With this shift in attitude a solution was eas

ait that has led to tremendous progress and, ultimately, to the evolution of humanity.

The negative or dark side of competition is the ruthlessness that is closely aligned with war (which has also characterized humanity. Hmmm.) It's the philosophy of "win at all costs" - gain an edge - cheat as necessary - "beat the other guy." Without the consideration of values, thinking through the highest and best of who you are at all times, and the greatest vision of your potential, the dark side of competition emerges.

The personal shift in our view of competition comes from having you look at your entire life, not just the business side. It is triggered by the "work/life balance" movement, whose adherents in the world notice that as people re-engage with their families, they discover that who they are at work is not who they want to be in the rest of their life. This means, without values and the broader community to remind those we coach, the dark side of competition drives them to actions that don't generate the legacy they want to leave.

An example of these interrelated dynamics is in order. John, a regional VP of a large firm, was concerned because two Executive Vice Presidents both wanted him on their team and were essentially fighting over him, a situation that instantly created the perception that there must be a "winner" and a "loser."

John wasn't willing to play that game, so he changed the rules, and thus the perception. He called a meeting with both EVPs and asked, "How can we make this a win for everyone? How can we make it easy for both of you to achieve your objectives by working together?"

With this shift in attitude a solution was eas

ition comes from having you look at your entire life, not just the business side. It is triggered by the "work/life balance" movement, whose adherents in the world notice that as people re-engage with their families, they discover that who they are at work is not who they want to be in the rest of their life. This means, without values and the broader community to remind those we coach, the dark side of competition drives them to actions that don't generate the legacy they want to leave.

An example of these interrelated dynamics is in order. John, a regional VP of a large firm, was concerned because two Executive Vice Presidents both wanted him on their team and were essentially fighting over him, a situation that instantly created the perception that there must be a "winner" and a "loser."

John wasn't willing to play that game, so he changed the rules, and thus the perception. He called a meeting with both EVPs and asked, "How can we make this a win for everyone? How can we make it easy for both of you to achieve your objectives by working together?"

With this shift in attitude a solution was eas

ional VP of a large firm, was concerned because two Executive Vice Presidents both wanted him on their team and were essentially fighting over him, a situation that instantly created the perception that there must be a "winner" and a "loser."

John wasn't willing to play that game, so he changed the rules, and thus the perception. He called a meeting with both EVPs and asked, "How can we make this a win for everyone? How can we make it easy for both of you to achieve your objectives by working together?"

With this shift in attitude a solution was easily found, and John was out of a potentially destructive situation. He is now sought out by other internal leaders to provide advice about their situations, making him a leader in the "positive competition" movement within his organization.

Conventional wisdom says that a company can't make significant changes unless it starts at the very top - and it certainly does help to have top management actively modeling this shift in competitive behavior. In many corporations you can notice incredible change filtering up from the mid-level, often beginning with the vision of a single individual. Leaders at mid-level have shifted from the Negative Competitive Mind (knocking down the other person) to the Positive Creative Mind (creating your own voice, finding your strengths, working cooperatively, and leaving a very fine legacy).

Tip from the Coaches: At an individual level, start by asking these questions: What are your strengths, and what are the strengths of your people/co-workers? How can you make this project a win/win? If you're going to feel fabulous at the end of the day, what will you get done? If you are going to be proud of the work you produce, what has to happen? How can you be the best you can be at this moment?

Positive competition in the corporate world isn't about hurting other people or "destroying" the other team. Positive competition is about discovering the highest and best you, and your company, can be. Take the challenge…and leave a legacy!