Resolving Rivalries
When Competition Becomes an Obstacle
Rivalry is a part of professional life. People compete for influence, recognition, responsibility, or the next promotion. This can drive performance. Things get complicated when competition turns into a personal power struggle.
Then decisions are delayed, information is withheld, alliances are formed, or conflicts are played out over substantive issues, even though the actual causes lie elsewhere entirely. Especially at the executive level, such rivalries can take a toll on entire divisions or companies.
Holstein Consult helps identify, understand, and resolve these dynamics.
Rivalries rarely have just one cause
Behind deadlocked conflicts often lie questions that have never been openly addressed:
- Who has what kind of influence?
- Who actually bears responsibility?
- Whose contributions are recognized?
- Who makes the decisions?
- Who is considered for succession?
- Where do roles and responsibilities overlap?
- What personal history influences collaboration?
- As long as these questions remain unresolved, organizational changes or calls for better collaboration often have only limited effect.
Identifying the Real Core of the Issue
In confidential discussions, we examine not only the visible conflict but also the interests, roles, and personal dynamics underlying it.
The goal is not to determine winners and losers. Rather, it is to clarify what drives the parties involved, which expectations are realistic, and how sustainable collaboration can be restored.
Depending on the situation, we work with individual stakeholders, multiple leaders, or entire teams.
Typical Situations
We encounter rivalries, for example,
- between CEOs or executives,
- between long-time and new employees,
- between departments with competing interests,
- when responsibilities are unclear,
- in connection with promotions or succession planning,
- in family-owned businesses and shareholder structures,
- following mergers, restructurings, or leadership changes.
- Turning Competition Back into Collaboration
Not every rivalry needs to disappear. Differing interests and strong personalities are part of high-performing organizations.
What matters is that competition does not take precedence over the common goal.
Holstein Consult creates the space to openly address even difficult personal and organizational issues, untangle conflicting interests, and redefine roles.
So that “against each other” can become “with each other” again.
When Competition Strains Collaboration
Rivalries rarely resolve themselves. A confidential outside perspective can help untangle interests, roles, and personal dynamics and reestablish a solid foundation for collaboration.
Let’s talk about your situation.
“When competition becomes personal, the common goal is lost.”
Frequently Asked Questions About Rivalries in the Workplace
Rivalry isn’t inherently negative. It can foster performance, ambition, and new ideas. It becomes problematic when personal competition takes precedence over the shared task. Typical signs include stalled decisions, withholding of information, the formation of factions, or recurring conflicts between individuals or departments.
First, we need to clarify what the issue is really about. Personal tensions often stem from unclear responsibilities, differing expectations, competition for influence, or past hurts. Only once these underlying causes are brought to light can we decide what form of collaboration is realistic and sensible going forward.
Power struggles can rarely be resolved by appealing to reason or team spirit. The key is to openly clarify interests, roles, and spheres of influence. A neutral outside perspective can help untangle the dynamics and develop agreements that all parties involved can support.
Management should avoid constantly mediating between the parties or unconsciously allowing itself to be drawn to one side. It makes more sense to address the root causes of the rivalry while simultaneously establishing clear responsibilities, decision-making processes, and shared goals.
Yes. Diverse interests, ambitions, and strong personalities can be valuable to a company. The key is whether competition remains focused on performance and ideas or becomes personal. Good leadership creates an environment in which competition is possible without undermining collaboration.
At the very latest when conflicts recur, discussions no longer bring about change, or important decisions are blocked by personal tensions. External counseling can be particularly helpful when those involved are themselves part of the dynamic and therefore can hardly view the situation neutrally anymore.
Confidentiality is a key requirement. Especially in cases of conflict between executives or key personnel, sensitive information must be protected, and discussions must be clearly separated from one another. Only then can interests and personal motivations be addressed openly.
Related pages
- How it works – how Holstein Consult operates
- References – anonymised case studies
- Management training – when leadership behaviour is the focus
- Team development – when team dynamics are involved
- Change management consultancy – when organisational change is the driving factor
- Contact