Managers with dominant Competition talents create daily, monthly and yearly metrics for success that help their team track performance. This keeps the team’s goals at the forefront and generates energy that pushes the team to achieve more.

You can position employees so that they’re using their strengths. This gives them the best chance for success and allows them to see their capacity for peak performance. It builds a winning team, which promotes confidence.


Do not let your competitive spirit cloud your relationships with your employees and peers. Find ways to unite your team members, and invite your peers to join your team to achieve performance goals and do what is best for the organization.

When you compete against your employees, everybody loses. Instead of competing against your team members, champion them. Verbalize your belief that they can be the best at something. Point out the talents you see in them and help them learn how to turn those talents into strengths for themselves and the team.


Typically, when you manage employees with dominant Competition talents, you should help them harness their competitive drive and direct it toward areas that will raise achievement levels.

  • Create daily measures of success for employees with high Competition talents and the teams they are involved with. Help them identify what it takes to win consistently in their roles.
  • Frequently sit down with them and review their past performances; bring hard measurements. Their talents will naturally drive them to identify and surpass their personal records.
  • Find places where they can win. If they lose repeatedly, they may stop playing. Remember, they don’t compete for the fun of competing. They compete to win.
  • Use competitive language with them. It is a win-lose world for them, so from their perspective, achieving a goal is winning and missing a goal is losing. When you need to engage them in planning or problem-solving, use the competitive word “outsmart.”
  • Help them select tasks and roles in which they can measure their achievements. They might never be able to maximize their contributions without competing.
  • Set up contests for them. Pit them against other competitors, even if you have to find competitors in business units other than your own. Highly charged competitors want to compete with others who are close to their skill level. Matching them against modest achievers will not motivate them.
  • When they lose, they may need to mourn for a while. Let them. Then quickly move them into another opportunity to win.


Transforming your talents into strengths requires active and deliberate learning and practice. The section below has ideas for investing in your talents. Use these items to practice using your dominant themes in ways that will be most meaningful and beneficial to you.

Create Clear, Objective Performance Targets for Your Team to Aim For

Winning in every role starts with consistent communication about objectives. Use your Competition talents to create performance measurements for yourself and your team. When done right, this can lead to a performance-oriented culture that supports measuring progress and celebrating successes.

Managers exceptionally talented in the Competition theme can motivate others to achieve a higher performance standard.

Clear, objective performance targets help team members know what to do and where to go.

Create ways to keep score of your daily successes.

Find ways to measure your progress on and success in your most important tasks. Ask your manager for feedback so that you know how you are doing.

People exceptionally talented in the Competition theme measure their progress against the performance of others. They strive to win first place and revel in contests. But opponents don’t have to be other people.