Grasp the true nature of business competition and you’ll see that the performing arts provide a better analogy than war or sports. There can be many good singers or actors — each outstanding and successful in a distinctive way. Each finds and creates an audience. The more good performers there are, the more audiences grow and the arts flourish. This approach produces positive sum competition.

Michael Porter’s opinion on what constitutes real competition from the HBR article “Stop Competing to Be the Best” by Joan Magretta

Porter’s observations regarding competition are interesting in that it allows for everyone on the business stage to shine as a unique light.  While this makes sense on so many levels, is it really practical in the trenches of everyday business, especially during a difficult economic period when job security usually tops the list of what is most important to fellow workers?

In an article from earlier in the week (8 Qualities of Remarkable Employees), the fear of stepping forward and standing out through the presentation of a unique personal brand was emphasized when one reader wrote; “It is precisely these “remarkable” qualities that get me in trouble on the job.”

This raises an important question . . . is an organization’s management ultimately responsible for creating an environment that encourages proactive, out-of-the-box thinking, and if they are indeed responsible, how do they engage one employee without alienating another taking into account the unique capabilities of a diverse workforce?

Here are my tips for managers who want to create a positive environment where individuals are encouraged to shine both individually as well as collectively:

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