To discover what you’re capable of, you need strong-or even better-opponents. How did your early rivalry with Anatoly Karpov help you? I wanted not just to win the game or impress my opponent but also to make sure I was learning something. Always trying to be at the cutting edge of chess was important to me. Without natural aptitude, you wouldn’t go anywhere. What has helped you more-natural aptitude or practice and preparation? So you use your opening strategy to push your opponent into uncomfortable territory. Even if two champions are roughly at the same level, there are certain positions where one feels more comfortable. You look at their games in the same way you do your own: He does this, he does that, he likes this, he doesn’t like that. Not resting on your laurels is a very important lesson. I stayed on top for 20 years because I knew that even if you win, there are things to learn. That’s wrong, because people on the losing side will come up with a new strategy. Many people think that if something worked yesterday and is still working today, it will work tomorrow. The way to improve is to look back and analyze them. Kasparov: In chess, soccer, baseball, business, politics-God forbid, war-we make decisions. HBR: What can people in business learn from the best chess players? Trained in the Soviet system, he’s become a mentor to younger players, an ardent promoter of the sport, and a vocal critic of corruption in both the World Chess Federation and the Russian government. Garry Kasparov was the world’s top chess player for 20 years.
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