Leadership is about mobilizing people toward a shared goal that unites and inspires them.
One of the most powerful ways to rally a team is by defining a common threat, enemy or adversary. People have always united around common challenges. When done right, this strategy can create focus, motivation and unity. If misused, it can lead to toxicity, division, and even long-term damage to your organization’s culture and reputation.
Knowing when to employ it is key.
Let’s be clear: the common enemy strategy is a tool—one that good leaders use with responsibility and intention. It’s a strategic option that companies can and should deploy, but only when certain rules are followed to ensure it creates the desired effect and doesn’t harm anyone.
It’s a Beautiful Thing to be a Part of … When Executed Well!
Consider how industry disruptors in the seed sector have positioned themselves against the status quo — challenging outdated regulations, slow-moving competitors or entrenched inefficiencies. These leaders channel their teams’ energy toward progress.
Or, take high-performing sales teams that unite against a market leader. They don’t tear down the competition — they rally around defeating them through innovation, better service and stronger execution.
In both cases, the common enemy strategy fosters a culture of ambition, teamwork and problem-solving. AND there are …
Rules:
A strong, responsible, empathetic and passionate leader ensures that:
- The “enemy” is external, clear and real. You’re fighting against an outdated way of thinking, a business challenge, or an external force — not manufacturing conflict for its own sake and creating scapegoats.
- The goal is positive change. The strategy should fuel progress, not fear. Your team should feel empowered, not trapped in an “us versus them” mentality.
- Ethics and integrity come first. If the strategy ever leads people to act unethically or divisively, it’s already failed.
- There’s an exit strategy. You must know when to shift from opposition to inspiration — when to transition the focus from “fighting the enemy” to “building the future.”
What if the Strategy Goes Wrong?
Irresponsible and downright bad leaders weaponize the common enemy strategy. They use fear instead of inspiration and create a toxic culture where blame outweighs solutions. These sorts of toxic leaders have the following hallmarks:
- They create an “us vs. them” mentality. When departments, teams, or even customers become the enemy, collaboration and trust break down.
- They use it to avoid accountability. Instead of solving real internal challenges, they deflect — blaming competitors, regulations, or external forces for their own failures.
- They push people toward unethical decisions. If the message is “the enemy is cheating, so we must too,” an organization risks serious legal, financial, or reputational damage.
- They make conflict the only strategy. When an organization becomes addicted to having an enemy, it loses direction. What happens when the external threat is gone? Often, the group turns inward — and starts attacking itself.
I have worked with CEOs around the globe and many have used this approach to build strong teams that have experienced amazing and long-term success. Good leadership is about responsibility. The common enemy strategy is a leadership tool. When used for good, it can align teams, drive momentum and spark innovation. But if applied recklessly, it breeds division, fear and long-term dysfunction.
At its core, great leadership isn’t about who or what we fight against — it’s about what we build together. The best leaders know when to rally people against a challenge — and when to shift toward a vision that unites, inspires and endures over time.
