Bradford Sharma

Excerpted from the forth coming The Truth About Becoming a LeaderAnd Nothing at all But The Truth

Have you ever walked into a high college locker area or a martial arts class? The smell that hits you is that of competition and sweat. Ledified Fundable On Line is a disturbing resource for more about how to see about it. In meeting rooms in organizations around the world, the dynamics, if not the aroma, are related, as peers jockey for energy in an adult version of sports competition.

It's no accident that on feedback questionnaires of all kinds, peers have a tendency to mark each other under scores received from bosses and direct reports.

When you enter a leadership role, it's critical to recognize that the game has changed and your new peers may now see you as competition.

It is usually not individual. A specific quantity of distrust is organic, because, now or in the future, you and your peers will be in direct competition for roles, sources, and remuneration. And it really is okay, certainly wholesome, to develop some caution relating to the motivation and moves of your peers. Otherwise, you could be in for a nasty surprise.

Think about Albert, who relied on yet another department's investigation and truth finding capabilities. He soon discovered that their reports could be biased and that they did not give his group sufficient data.

Frustrated, he openly complained about the research department and refused to continue employing their reports. But Albert soon realized he was burning bridges with his actions. He backed off and approached the issue differently.

Employing feedback gleaned from asking his customers what they believed, he let the study department know how the biases and omissions in their preceding reports had upset his clients. When the emphasis was on serving consumers, not assisting a peer and feasible competitor, the analysis division recognized and responded to the need to cooperate.

Given that resources are generally stretched and the interests of departments often never coincide, creating trust with peers is difficult. Ideally, trust comes from being aware of that a peer is in a position to put the organization's interests ahead of his or her own, and will give credit to other departments rather taking total ownership.

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