Why Competition—even One-Sided Competition—Makes You Better

Research consistently shows that competition sharpens intelligence, increases focus, and pushes people to go beyond their perceived limits.

Michael Jordan’s legendary career was fueled by two defining traits: an extraordinary competitive drive and an acute sensitivity to slights—whether real or imagined. So powerful was his love for competition that his NBA contracts famously included a “love of the game” clause. As highlighted repeatedly in The Last Dance, Jordan had a habit of “taking things personally,” transforming even minor provocations into fuel for greatness.

That ability to manufacture motivation became one of his most formidable strengths.

And it clearly hasn’t faded with time.

Today, Jordan is once again channeling that same competitive fire—this time off the court. As co-owner of 23XI Racing, he is the driving force behind a high-profile antitrust lawsuit against NASCAR. The team alleges that NASCAR has used its monopoly power to suppress competition in premier stock car racing, particularly through its refusal to grant permanent team charters. Instead, NASCAR ties charter lengths to its media rights deals, a practice the plaintiffs argue limits growth, stability, and fair governance.

At its core, the dispute is about control, leverage, and—unsurprisingly—money.

Jordan has the resources, the patience, and the motivation to pursue this fight. Whether one agrees with the lawsuit or not, it’s clear that he and his partners feel mistreated. And true to form, Jordan has taken it personally.

To outsiders, suing a sport you voluntarily entered as an owner just five years ago—after investing tens of millions of dollars, including a $35 million race facility—may seem extreme. Critics could argue that Jordan knew the rules when he joined. It’s somewhat like signing a franchise agreement and later suing the franchisor over its terms. Still, the analogy isn’t perfect. Unlike many franchises, NASCAR teams lack revenue-sharing structures similar to those collectively bargained in leagues like the NBA or NFL.

Yes, the lawsuit may seem aggressive.

But from a performance perspective, Jordan may be doing exactly what he has always done best: finding an enemy.

Competition—real or imagined—does more than motivate. It sparks creativity, drives innovation, and elevates performance. Research published in Frontiers in Psychology shows that competition improves focus, attention, and outcomes on complex tasks. When people have something—or someone—to measure themselves against, they perform better.

So how can you harness the power of competition in your own life or career?

Start by choosing a competitor. Or better yet, invent one.

Your “enemy” could be a local business, a regional rival slowly eating into your market share, or a colleague who might one day compete with you for a promotion. (I spent two decades in corporate America doing exactly that.) The competition doesn’t even need to be direct. A friend who owns a fitness studio measures success by outperforming a nearby Starbucks in daily foot traffic. Is that competition imaginary? Absolutely. Is it motivating? Without question.

If you don’t already have an enemy, pick one—and reap the benefits.

First, competition creates meaningful benchmarks. Internal goals are useful, but they often lack urgency. When you aim to outperform the best, targets become clearer and more demanding. Maybe your competitor delivers 98.5 percent on-time shipping, or a colleague consistently closes $120,000 in monthly sales. You can’t compete effectively until you define exactly what excellence looks like.

Second, competition lets you borrow from a proven playbook. Coaches, leaders, and executives routinely “steal” ideas from others. Innovation matters, but so does efficiency. If someone else already does something exceptionally well, study their systems, processes, and strategies—and adapt what works.

Third, competition forces meaningful differentiation. Benchmarking alone leads to parity, not victory. To truly win, you must stand out. Understanding your competitor’s strengths makes it easier to identify and amplify your own. Differentiation that matters—to customers, clients, or leadership—is what ultimately drives success.

Fourth, competition naturally sharpens focus. It’s easy to drift into routine when nothing is at stake. Competition changes that. Focus becomes instinctive. If motivation wanes, simply imagine your rival pulling ahead—it’s often enough to reengage your drive. While not everyone cares deeply about winning, almost no one enjoys losing.

Finally, competition makes the journey more enjoyable. Yes, really. Purpose, challenge, and momentum are energizing. Work feels less like obligation and more like a game worth playing.

That said, always compete on merit. If your competitor is another business, win through better quality, productivity, or customer value. If it’s a colleague, develop skills, seek visible opportunities, and earn success honestly.

Take the high road. Anything else diminishes the victory.

Also remember: winning is often relative. In many cases—especially with one-sided or imaginary competition—your rival may never even know you were competing. That’s fine. If the process makes you better, smarter, and more effective, no one loses.

And that, perhaps, is the greatest lesson of all.