????由于成功通常都依賴競爭環境下人們的表現，馬克曼說，這種思考方式不僅對運動員有價值，顯然對企業界也管用。他說：“有兩種運用方式。第一種，研究競爭對手公司的成功之處，有助于在公司內部形成激勵，成就新目標。第二種，當公司員工關注自身職業生涯中尚未取得的成就時，也會推動他們在公司里往上走。”

????但并不是所有人都認同，運用運動員追求卓越的標準真的能給企業帶來莫大好處。領導力和培訓發展公司費而思（Fierce, Inc.）的總裁兼首席執行官哈利?布克就見過公司經理讓團隊成員相互競爭來提高公司利潤時遭遇的失敗。“它會損害員工關系，降低歸屬感，而且還會遏制創新。”

????固然，關于如何培訓積極的思維方式、重新看待競爭落敗這個問題還有很多話要講，效果可能也取決于環境，但成功的關鍵在于一個人對（內部和外部）競爭對手作何反應。

????Since success is often dependent on how people work in competitive environments, Markman says that this sort of thinking has value beyond athletics and certainly in the business world. "There are two ways to apply it. First, looking at the successes of rival companies can help galvanize motivation within a company to achieve a new goal. Second, when individuals within a company focus on what they have not yet achieved in their careers, it spurs them to want to move upward through the organization," he says.

????Not everyone agrees that using an athlete's standard of excellence is really the best solution for companies, though. Halley Bock, president and CEO of Fierce, Inc., a leadership and training development company, has seen the failures when managers pit teams of employees against one another to improve the company's bottom line. "It harms employee relations, it lowers engagement, and it stifles innovation," she says.

????Still, there is something to be said for training the mind to rethink competitive losses, and although the results may vary based on the environment, success hinges on how a person responds to his or her rivals (the internal and external).