Competition between teams does not improve performance. In fact, the added stress may shift team members' focus from creating a quality product to self-preservation due to fear of failure. Johanna suggests managers emphasize collaboration between teams over competition.
“Jonah and Sarah, this next round I want to initiate a little competition to see whose team can develop the best product. Won’t that be fun?” Dave, the VP of engineering rubbed his hands with glee. “OK, what’s next on the agenda?”
Sarah looked at Jonah. “Dave, we’re not done with this agenda item yet. If you want the best product, why don’t we collaborate instead of compete?”
“Well, everyone knows that friendly competition makes the best products, right?”
“Well, I don’t know that,” Sarah retorted.
“I don’t know that, either,” Jonah said. “In fact, my team works really well with Sarah’s team. I don’t want to see us lose that ability to collaborate. What do you want to have happen here? A competition or the best product?”
Dave leaned back in his chair. “I want the best product, but I want it fast. I thought a little competition might speed things up.”
Sarah leaned forward. “Then let us collaborate. We’re really good together.”
Jonah nodded. “Our teams like working together. Sometimes, it’s like a super-team.”
“Well, why don’t we merge the teams and have just one team, then? Why do I need two managers, if your teams like working together so much?” Dave sounded confused.
“We need two teams, because between the two of us, we have more than thirty people. Jonah and I are already on the hairy edge of not being able to manage the people we have.”
Jonah nodded. “Right. We can manage them because, as agile teams, they are self-managing. We don’t have one team underneath each of us, we have several teams ‘underneath’ us.” He used airquotes.
“When our teams collaborate, they work on the backlog—sometimes the same backlog, sometimes different backlogs—all in service of the roadmap. Sarah and I have one-on-ones with our team members. We help remove obstacles the project managers or team members can’t remove themselves. We help the team members solve problems with intra-team communications. We don’t solve problems for the team members that they can solve themselves. We facilitate the work of the people in the teams.
“If you made one team of thirty-three people, neither of us could ‘manage’ that many people. We couldn’t have one-on-ones even biweekly. We couldn’t remove obstacles or solve problems, whatever you would like to call it. It’s just too many.
“Currently, we each have several teams of four to seven people doing the technical work. Many of those teams collaborate with each other to make products for the good of the company, and we encourage that.”
Sarah picked up the conversation. “If you want these collaborative teams to compete, we can’t stop you. But, it’s a terrible idea. Instead, tell the teams what you want—a great product—then let them decide how to do it. You might even say, ‘I thought about having a competition. Do you think that’s a good idea?’ then see what they think of that idea. But don’t mandate it.
“You hired these people because they can think and produce. Let them.”
“Now, did we convince you competition is not such a good idea?” Jonah wanted to make sure Dave understood.
“Yes, you did. I got it. OK, now can we go onto the next agenda item?” Dave shook his head. “What would I do without you guys?”
Sarah laughed. “You’d make mistakes. That’s why you have us.”
Dave, Jonah, and Sarah all laughed.