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Marginal Gains: This Coach Improved Every Tiny Thing by 1 Percent

jamesclear.com · 1,655 words · saved by 1 readers

The organization, which was the governing body for professional cycling in Great Britain, had recently hired Dave Brailsford as its new performance director. At the time, professional cyclists in Great Britain had endured nearly one hundred years of mediocrity. Since 1908, British riders had won just a single gold medal at the Olympic Games, and they had fared even worse in cycling’s biggest race, the Tour de France. In 110 years, no British cyclist had ever won the event. In fact, the performance of British riders had been so underwhelming that one of the top bike manufacturers in Europe refused to sell bikes to the team because they were afraid that it would hurt sales if other professionals saw the Brits using their gear. Brailsford had been hired to put British Cycling on a new trajectory. What made him different from previous coaches was his relentless commitment to a strategy that he referred to as “the aggregation of marginal gains,” which was the philosophy of searching for a t

Marginal Gains: This Coach Improved Every Tiny Thing by 1 Percent This Coach Improved Every Tiny Thing by 1 Percent and Here’s What Happened written by James Clear Continuous Improvement Featured Goal Setting Self-Improvement This article is an excerpt from Atomic Habits , my New York Times bestselling book. The fate of British Cycling changed one day in 2003. The organization, which was the governing body for professional cycling in Great Britain, had recently hired Dave Brailsford as its new performance director. At the time, professional cyclists in Great Britain had endured nearly one hund

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