By Harvard Business Review, Nancy Duarte, Bryan A. Garner, Karen Dillon
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Extra resources for HBR guides boxed set
I volunteered for assignments I knew I’d learn from rather than waiting for my boss to hand me growth opportunities. I also worked at building my internal network. One Sunday afternoon, my boss called the oﬃce, and I happened to be there, picking up some ﬁles. When I answered the phone, he was clearly pleased that I was working that hard. ” And that was true. I was promoted pretty soon after that—and Yale boy didn’t stick around long enough to achieve the same. DID ALICE GET IT RIGHT? Once Alice stopped obsessing about her peer and started focusing on what she could control—her own development and performance—things fell into place for her.
So, for example, if you view someone as a competitor, you’ll treat her as one. And, in turn, she’ll feel more competitive toward you. Your behavior will feed hers. This isn’t to say that people don’t have characteristic ways of behaving—a competitive person will naturally be so in all kinds of situations.
They tried to keep emotion out of it by focusing on coming to an understanding that would beneﬁt both of their teams. “We came up with a detailed plan for how we’d handle certain situations. ” It wasn’t a perfect solution, but by dealing with the issue directly, they diffused what could have been an incendiary relationship. Establish ground rules, advises Susan Heathﬁeld, an organizational development and HR expert. What if your colleague is playing dirty—by one-upping you in meetings, for example, or leaving you out of the loop so that you’ll look clueless?