The Highs and Lows of Being a Highly Competitive Leader
If I asked you to give me five to ten names of highly successful people, who are you likely to name? My guess is CEOs, innovators, professional athletes, educators, and world leaders. Then if I asked you to describe their common key attributes that led them to their success, my next guess would be that “being fiercely competitive” would pop up as one of the first attributes.
From Elon Musk to Michael Jordan, Steve Jobs, Indra Nooyi, Serena Williams, and a fan favorite, Taylor Swift, all share a common thread to be the best, to be the first, and to create something that changes industries or even the world! So, let's dive into some of the positive outcomes and attributes that are consistent amongst highly competitive leaders you may know.
They…
Drive performance: Competitive leaders are like turbo engines to their teams. They push everyone to achieve their best, they elevate the bar, and they often show through example what people are capable of when they put their minds to it. Think of Michael Jordan whose work ethic and focus on perfecting the game not only made him a basketball legend but elevated his team’s capability to a step above any other team in the NBA.
Innovate and dream big: When you're always striving to be the best, innovation becomes second nature. Competitive leaders are constantly dreaming of and identifying ways they can disrupt industries and create new products and services. Remember Steve Jobs? His relentless pursuit of using technology to change people’s lives led to what everybody has in their pocket today…the smartphone.
Are resilient and determined: Competitive leaders don't give up easily; heck, most could metaphorically last ten rounds with Mike Tyson. Knock them down, and they will come back swinging. They face challenges head on and inspire their teams to do the same. Picture a leader like Serena Williams who has bounced back from numerous setbacks, like injuries, and how she looked at those challenges as opportunities to come back stronger and better. These leaders just see opportunities when others see insurmountable issues.
Are magnetic: I don’t know about you, but every time I am around somebody that is operating at the highest level within their sport or industry, their presence boosts my energy, my outlook, and my potential. You just want to be around these people to watch them and understand what can rub off onto you. You become attracted to their cause and purpose, and you want to win with them! You become a better version of yourself.
For all the fiercely competitive leaders we know and think of, it isn’t all rainbows and roses in their leadership and success. Let’s understand some of those blind spots that can arise for them or for the people who work with them:
Burnout risk: The flip side of high performance is the risk of burnout. When you're always pushing yourself and your team to the limit, it can lead to exhaustion. Imagine running a marathon at sprint speed—eventually, you're going to need a break.
High pressure: Competitive leaders can create a high-pressure environment. While some thrive under pressure, others may struggle. It's like being in a pressure cooker—some ingredients come out perfectly cooked, while others might just explode.
Potential for conflict: A highly competitive environment can sometimes lead to conflicts within the team. When everyone is vying to be the best, it can create friction.
Chaos: The expectations of leaders that are thinking big can be unparalleled. Sometimes those expectations mean that everything is urgent and important. This can cause conflicting agendas, disorganization, high stress, and confused staff.
Overaggressive: Highly competitive people can be too aggressive, assertive, and intense for some people in some situations. They can struggle with their passion for excellence, being too reactive, and emotional in the pursuit of perfection.
However, with enough self-awareness and understanding, there is a needle to thread when being a highly competitive leader. They get what they want and can be the best “dang” leader to their followers! Let's explore the key areas on which a leader should focus to manage their highly competitive nature:
Explain your “why”: Your organization or team will follow you up and over mountains if they understand and are aligned to the purpose of the mission. Give them the reason to work hard, to push their boundaries, and, most importantly, help them understand they are a part of something bigger than them.
Promote collaboration: Encourage teamwork and collective goals. When team members work together towards a common objective, it fosters a sense of unity and shared success. While on your way to win, think about how you are ensuring that you are collaboratively bringing people along with you.
Set clear and realistic goals: Ensure that the set goals are achievable and clearly defined. This helps prevent unnecessary stress and keeps the bar high, but focused and fair. I suggest SMART goals.
Recognize and reward efforts: A competitive leader can get so focused on the goal, that they may miss the opportunities to acknowledge positive outcomes, successes, and improvements within the team. Make sure to step back and build in moments in your day and week to provide feedback and recognition. This can include verbal recognition, awards, or other incentives.
Encourage personal growth: Focus on individual development and progress rather than just winning. Encourage team members to compete against their own past performance and strive for personal bests.
Endorse open communication: Create an environment where team members feel comfortable sharing their thoughts and concerns. Ensure that transparent communication is celebrated and accepted and eliminate or stop any moments where judgment and disrespect is playing a role.
Balance competition with support: While competition can drive performance, it's important to balance it with support and empathy. Ensure that team members feel valued and supported.
Promote a positive culture: Encourage a culture of respect and positivity. Celebrate successes together and learn from failures without placing blame.
Provide constructive feedback: Offer feedback that is constructive and aimed at helping team members improve. Don’t only focus on specific areas for growth but take opportunities to give feedback in both one-on-one meetings and in public.
Being a highly competitive leader has its perks and pitfalls. While it can drive performance and innovation, it also comes with risks, like burnout and conflict for those you lead. The key is to balance competitiveness with empathy and support for your team and focus on creating win-win scenarios. After all, even the most competitive leaders need a team that’s willing to follow them to the finish line.
What do you think? Have you experienced the highs and lows of a competitive leader?
By: Matt Francoeur