"Fake Axe"

These CEOs are friends—until the topic turns to money: the distribution of profits or the budgets for innovation. Then one person’s interests take precedence over another’s, and one person’s vision is deemed better than another’s. Twice a year, the axe comes down. That’s when the discussion turns to “mine” versus “yours.”

The rest of the time, people ostensibly work in harmony toward supposed common objectives. But nothing could be further from the truth. The hatchet may not be on the table, but it certainly hasn’t been buried. Differences of opinion are expressed more subtly. From nonverbal cues to gossiping by the coffee machine.

Everyone notices it; the power struggle is clearly visible deep within the organization. A tiny sliver of light in the ceiling casts a whole beam of light on the floor. It takes new employees a little while to figure out how things work, but they, too, learn quickly. The “mine versus yours” conflict is, in a way, quite entertaining—if it weren’t so terribly counterproductive.

There are many “mine/yours” issues. The world is currently in quite a stir over them again—and becoming divided as a result. In these types of issues, there are two extremes: every man for himself (competition, where the best may win) and all together (the common good comes first). A brief look at both:

There’s nothing wrong with competition. After all, competition drives growth and innovation. It’s a very primal “gene.” Nature uses it to foster the will to survive and diversity. The opposite leads to inbreeding, laziness, and complacency. “The survival of the fittest” is the dominant paradigm in situations where survival is at stake.

There’s nothing wrong with a sense of community. After all, no one can make it on their own. No country, no organization, no person can do without others. It’s also a very fundamental “instinct.” Looking out for one another is just as natural a principle. We must work together to move forward (in the wild, the herd provides safety). Only together is the whole greater than the sum of its parts.

Both competition and a sense of community are essential. Both are necessary. But when taken to extremes, neither works> Just as “left” and “right” on the political spectrum are a false dichotomy. The balance between the two determines progress. You have to organize that balance.

So, having two or more debates in the boardroom is perfectly fine. Competition based on vision and decisiveness is good. But don’t limit it to just two “battles” a year. Use those opportunities to make as many decisions as possible—preferably the essential, major choices in the annual plan. And keep the dialogue going throughout the rest of the year. Maintain your connection with one another, and keep the hatchet on the table. The boardroom is the ideal place for that.

Avoid the “false axe”—the illusion that the axe has been buried. Otherwise, the differences will continue to pull the strings behind the scenes, causing division deep within the organization. That drains energy that isn’t being directed toward customers. It’s quite entertaining, but a real shame.

The men have now gone through a process in which respect and trust in each other’s strengths and contributions have grown. The professional camaraderie is palpable deep within the organization. A major gain across the board.