the aggregation of marginal gains

For more than a century, the national bicycle racing teams of Great Britain had been the laughingstock of the cycling world. Mired in mediocrity, British riders had managed only a handful of gold medals in 100 years of Olympic competitions and had been even more underwhelming in cycling’s marquee event, the three-week long Tour de France—where no British rider had prevailed in 110 years. So sorry was the plight of British riders that some bike manufacturers refused to even sell bikes to the Brits, fearing it would forever sully their hard-won reputations. And despite devoting enormous resources into cutting-edge technology and every newfangled training regimen, nothing worked.

Nothing, that is, until 2003, when a small, largely unnoticed change occurred that would forever alter the trajectory of British cycling... In 2003, Sir Dave Brailsford was hired. Unlike previous coaches who attempted dramatic, overnight turnarounds, Sir Brailsford instead committed to a strategy he referred to as “the aggregation of marginal gains.” This entailed implementing small improvements in everything. That meant constantly measuring key statistics and targeting specific weaknesses...

This broader, more holistic view avoids the trap of being myopically fixated on just the obvious problem or sin at hand. Said Brailsford, “The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improved it by 1 percent, you will get a significant increase when you put them all together.”

Michael A. Dunn

"One Percent Better," General Conference. October 2021. See also, "This Coach Improved Every Tiny Thing by 1 Percent and Here’s What Happened," by James Clear. 

practice these essential basics

Our [HBR Leader’s Handbook] research [interviews with over 40 successful leaders of large corporations, startups, and non-profits] pointed to six leadership skills where practice was particularly important. These are not mysterious and certainly aren’t new. However, the leaders we talked with emphasized that these fundamental skills really matter. Aspiring leaders should focus on practicing these essential basics:

1. Shape a vision that is exciting and challenging for your team (or division/unit/organization).
2. Translate that vision into a clear strategy about what actions to take, and what not to do.
3. Recruit, develop, and reward a team of great people to carry out the strategy.
4. Focus on measurable results.
5. Foster innovation and learning to sustain your team (or organization) and grow new leaders.
6. Lead yourself — know yourself, improve yourself, and manage the appropriate balance in your own life.

Ron Ashkenas and Brook Manville

"The 6 Fundamental Skills Every Leader Should Practice" Harvard Business Review. Oct. 24, 2018

what my job as CEO is not

The most powerful learnings for me in my journey as a CEO have been about what my job is not –

It is not my job to be a judge. My job is to give people the tools and visibility to assess themselves. People are fully capable of self-assessment and although I often give feedback, this is just an input which may or may not be relevant in the problem they are solving.

My job is not to problem solve. I have a natural love of problem solving so my natural instinct is to jump in and try to solve the problem. My true job is to make sure success is clearly defined and then hard as it is—step aside. One person has very limited experiences to draw from and we can only achieve success if everyone is problem solving together.

Phoebe Hayman

"Phoebe Hayman, the founder of Seedling, Talks About Leadership as a Support Role" by Ramon B. Nuez Jr. Huffington Post. August 28, 2017.

reasons why change efforts typically fail

1. People leading the change think that announcing the change is the same as implementing it.

2. People’s concerns with change are not surfaced or addressed.

3. Those being asked to change are not involved in planning the change.

4. There is no compelling reason to change. The business case is not communicated.

5. A compelling vision that excites people about the future has not been developed and communicated.

6. The change leadership team does not include early adopters, resisters, or informal leaders.

7. The change is not piloted, so the organization does not learn what is needed to support the change.

8. Organizational systems and other initiatives are not aligned with the change.

9. Leaders lose focus or fail to prioritize, causing “death by 1,000 initiatives.”

10. People are not enabled or encouraged to build new skills.

11. Those leading the change are not credible. They undercommunicate, give mixed messages, and do not model the behaviors the change requires.

12. Progress is not measured, and/or no one recognizes the changes that people have worked hard to make.

13. People are not held accountable for implementing the change.

14. People leading the change fail to respect the power of the culture to kill the change.

15. Possibilities and options are not explored before a specific change is chose.

When most people see this list, their reaction depends on whether they have usually been the target of change or the change agent. Targets of change frequently feel as though we have been studying their organization for years, because they have seen these reasons why change fails in action, up close and personal. The reality is that while every organization is unique in some ways, they often struggle with change for the same reasons.

When change agents look at this list, they get discouraged, because they realize how complicated implementing change can be and how many different things can go wrong. Where should they start? Which of the fifteen reasons why change fails should they concentrate on?

Over the years it has been our experience that if leaders can understand and overcome the first three reasons why change typically fails, they are on the road to being effective leaders of change.

Ken Blanchard

Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations. FT Press. 2010.