{"id":54711,"date":"2026-08-24T11:40:47","date_gmt":"2026-08-24T09:40:47","guid":{"rendered":"http:\/\/www.turner.nl\/uncategorized\/column-by-peter-de-bruin-the-fake-axe\/"},"modified":"2026-08-24T11:40:50","modified_gmt":"2026-08-24T09:40:50","slug":"column-by-peter-de-bruin-the-fake-axe","status":"publish","type":"post","link":"https:\/\/www.turner.nl\/en\/blog-en\/column-by-peter-de-bruin-the-fake-axe\/","title":{"rendered":"Column by Peter de Bruin | \u201cThe Fake Axe\u201d"},"content":{"rendered":"\t\t
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Column by Peter de Bruin<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\"Fake Axe\"<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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While the world is in turmoil, Peter de Bruin takes a closer look at a \u201cmine\/yours\u201d issue closer to home\u2014in many a boardroom. Battles over allocations are a daily occurrence. So go ahead and fight it out; don\u2019t pretend the hatchet has been buried. Put it all on the table. <\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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These CEOs are friends\u2014until the topic turns to money: the distribution of profits or the budgets for innovation. Then one person\u2019s interests take precedence over another\u2019s, and one person\u2019s vision is deemed better than another\u2019s. Twice a year, the axe comes down. That\u2019s when the discussion turns to \u201cmine\u201d versus \u201cyours.\u201d <\/p>

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\u2019t been buried. Differences of opinion are expressed more subtly. From nonverbal cues to gossiping by the coffee machine. <\/p>

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 \u201cmine versus yours\u201d conflict is, in a way, quite entertaining\u2014if it weren\u2019t so terribly counterproductive. <\/p>

There are many \u201cmine\/yours\u201d issues. The world is currently in quite a stir over them again\u2014and 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: <\/p>

There\u2019s nothing wrong with competition. After all, competition drives growth and innovation. It\u2019s a very primal \u201cgene.\u201d Nature uses it to foster the will to survive and diversity. The opposite leads to inbreeding, laziness, and complacency. \u201cThe survival of the fittest\u201d is the dominant paradigm in situations where survival is at stake. <\/p>

There\u2019s 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\u2019s also a very fundamental \u201cinstinct.\u201d 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. <\/p>

Both competition and a sense of community are essential. Both are necessary. But when taken to extremes, neither works> Just as \u201cleft\u201d and \u201cright\u201d on the political spectrum are a false dichotomy. The balance between the two determines progress. You have to organize that balance. <\/p>

So, having two or more debates in the boardroom is perfectly fine. Competition based on vision and decisiveness is good. But don\u2019t limit it to just two \u201cbattles\u201d a year. Use those opportunities to make as many decisions as possible\u2014preferably 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. <\/p>

Avoid the \u201cfalse axe\u201d\u2014the 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\u2019t being directed toward customers. It\u2019s quite entertaining, but a real shame. <\/p>

The men have now gone through a process in which respect and trust in each other\u2019s strengths and contributions have grown. The professional camaraderie is palpable deep within the organization. A major gain across the board. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Meet the Author<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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