How to Handle—and Beat—a Work Rival

You see it on corporate campuses everywhere: Two coworkers are at war for resources or talent or assignments—or all three. And they’re likely in a head-to-head competition for the big job. Today, these work rivalries are a norm in corporate America, where 62% of employees admit to having a work nemesis, according to a 7,000-employee survey by employment site Totaljobs. Rivalries are particularly common at companies that have invested in their pipelines, meaning that up-and-coming talent significantly outnumbers available top roles. 

The question is how to handle the situation. Experts say it’s not just about winning. “Your own reputation is at stake over how people perceive your handling of the situation,” says Mark Royal, a Korn Ferry senior client partner. This is a battle, not a war. Ideally, the company culture encourages healthy rivalry in a way that motivates employees to excel on behalf of the organization’s interests; in practice, the scenario can often devolve into something else. Our experts charted out a path to navigating the challenge. 

Focus on Your Own Game. 

Though running down your rival might seem like the obvious answer, it’s not. “Instead, elevate your own game,” says Royal. You want to be so obviously good in your current role that any rivalry is beside the point. This is preferable by far to obsessing about how you can position yourself against your rival, or, worse yet, managing their positioning, all of which leads to dysfunctional behaviors, says Royal. “The outcomes are not good for you personally, nor for the organization.” 

Understand the Scoreboard.

Excelling at your role is not synonymous with being qualified for the big job. The solution here is to closely “understand who is making the decision, and what they are looking for,” says organizational strategist Maria Amato, senior client partner at Korn Ferry. What are the traits of people who have succeeded before you? What are the criteria for succession in the organization? Most leaders reward candidates’ “enterprise thinking,” which means hitting your own targets, as well as enabling others—“including your rival,” says Amato—to hit theirs.

Consider Collaboration.

Is there space for a détente? One common arrangement is a handshake agreement stating that when one competitor moves up, they will provide opportunities and good working conditions for the other. “You have to test if that’s viable,” says Patrick Reilly, an executive coach with Korn Ferry. Only the boss can decide who is promoted, but if both rivals are capable of working together toward the greater good, a coalition is feasible. This strategy can pay off when it comes time for a promotion. 

If You’re Not Winning, Reassess. 

Perhaps your rival is playing hardball and you can’t keep up. So don’t. “Instead of racing to get ahead of them on the highway, slow down, get behind them, and look at the situation from a different perspective,” says Reilly. This is a classic martial-arts gambit: Never charge head-on at a stronger or more aggressive opponent; instead, figure out how to redirect their energy when they come at you. 

Regardless of the particulars, experts advise formulating a plan B. Having a backup plan not only allows you to land on your feet, but also takes you through the process of considering your goals, likes, and dislikes in future roles. Overall, the opportunity for eggs in multiple baskets “allows a balanced approach to the situation,” says Royal. 

For more expert career advice, connect with a career coach at Korn Ferry Advance.

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