Three Takeaways from Milano-Cortina 2026: Passion, Discipline, Meritocracy

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However, when we got into the thick of the games, my attention shifted to the athletes’ and teams’ behaviors and the lessons we can learn from them.

The Interplay of Passion and Discipline

Each athlete who enters the game, not just those who actually won a competition, has a story to tell.

Despite each individual’s uniqueness, their story has a common denominator: a combination of passion, in this case, love for the sport, the mountain, the ice, and for how they feel when they practice it and discipline, which includes a constant commitment to train themselves, to follow a strict code of behavior and lifestyle, to work on their mind and bodies so that they can perform at their best.

Passion, without discipline, is not enough to succeed; at the same time, discipline without passion doesn’t bring results in the long term. Athletes teach us to pursue and cultivate both.

Alysa Liu’s story illustrates the essential connection between passion and discipline. After experiencing burnout and immense pressure on her mental health, she decided to quit skating in 2022. However, she made a comeback in 2024 on her own terms. This time, she chose her own music, selected her costumes, and created her own choreography.

To return to competitive skating, she needed to rediscover the joy and excitement of practicing the sport. When she performs on the ice, her dancing expresses joy, fun, and a deep love for figure skating. The grace and mastery she displays may seem effortless, but they are the result of hard work, unwavering commitment, numerous sacrifices, and, without any doubt, innumerable falls.

Professional pursuits share similarities with sports. To succeed and reach long-term goals, we require both passion and discipline. We cannot bypass the fatigue, commitment, hard work, and setbacks; we cannot rely solely on the enjoyment or interest in the activity. At the same time, to remain fully committed and to overcome challenges, we must be passionate about our work, whether that passion stems from enjoying the task itself or from the purpose behind it.

Meritocracy: Fair Competition in Practice

I was really impressed by the interview Federica Brignone gave after winning two gold medals in the women’s giant slalom and Super-G.

“Meritocracy still applies in our sport,” she said. “We cannot influence the chronometer in any way. And for this reason, in our sport, there is a lot of respect, and, for sure, competitiveness, but it is a healthy competitiveness because there is no way for us to influence others’ performance.” (Translated by the author).

In skiing, as in many other sports, there is little room for corruption and false results. What truly matters is achieving the best performance in the shortest amount of time. Athletes understand that they will be evaluated based on objective, evidence-based results, and their performances are visible to everyone. There is no opportunity to cheat or undermine others’ races. Their focus is solely on performing their best, and because of this, they recognize each other’s successes.

Of course, athletes might feel disappointed when they fall or don’t perform as expected, but they cannot complain or blame others for their poor results. They have faith in the sport and its system, knowing that when their moment comes, they will receive the same recognition and awards as their peers. This trust motivates them to improve consistently.

Meritocracy and healthy competitiveness are words that are used less and less in the workplace.

Most of the time, promotions, bonuses, and other forms of recognition are not assigned based on performance and measurable results, but rather on managers’ personal affinities, political games, and non-standard, unequal evaluations. To use Federica Berignone’s example from the skiing world, people in the workplace feel like the chronometer has been compromised or not activated at the start of everyone’s races.

The Olympic Games can help us reflect on how the lack of clarity around performance evaluation, rewards, and recognition criteria undermines the trust in the company and the system, and creates space for unproductive competitiveness and toxic environments.

The Coach–Athlete Relationship and Its Lessons

Lastly, I couldn’t help but notice the people on the benches, in particular the coaches, but also staff members, and relatives supporting each athlete.

Sport reminds us that we cannot make it alone and that the more the going gets tough and the stakes are high, the more we need the right people around us to support us, motivate us, and help us get up and we fall.

The Olympic Games showcase remarkable coaches who genuinely believe in their athletes. These coaches are deeply committed to preparing their individuals and teams to perform at their best. They stand by their side to celebrate victories and to comfort them in times of defeat. And of course, we also witnessed coaches who made mistakes, put too much pressure on athletes, or made poor choices, compromising team performance.

In my experience as a professional coach, I believe success arises from a combination of three key factors: the coach’s ability to recognize the client’s talent and unlock their potential, the client’s trust in the coach’s expertise and reliability, and the chemistry between the two. While the first two factors are more objective and easier to evaluate, the chemistry between a coach and a client can only be experienced in practice.

As a coach, I always recommend at least one chemistry meeting, where the potential client and I can verify whether there is a “click.” I suggest that potential clients meet with several coaches before beginning their journey. Taking the time to find the right match can significantly enhance the coaching experience and increase the likelihood of success.

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