It’s been six months since I read James Clear’s book Atomic Habits. One of James’s stories about Dave Brailsford and his success with the British Cycling team got wedged in my brain and hasn’t budged. Dave and his “Aggregation of Marginal Gains Strategy” have been revolutionary in validating how important it is, from a habit perspective, to sweat the small stuff.

Brailsford, a British cycling coach and sports director, has not just left an indelible mark on the sport, but has been the driving force behind its transformation. His influence is evident in his role as the performance director of British Cycling and as the general manager of the professional cycling team Ineos Grenadiers (formerly Team Sky). Dave’s leadership has not just transformed British cycling from a relatively mediocre performance level to a dominant force in international competitions, including the Olympics and the Tour de France, but has also inspired a new approach to performance improvement.

The aggregation of marginal gains (popularised by Brailsford)  is not just a concept but a transformative strategy for continuous improvement. It involves making small, incremental improvements in various aspects of performance. The idea is that by making tiny improvements in multiple areas, the cumulative effect will lead to a significant overall improvement. This strategy, rather than seeking one major breakthrough or a single big change, focuses on the sum of many small changes that each contribute to better performance.

James details in Atomic Habits that “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.” Dave Brailsford applied the aggregation of marginal gains strategy to the British cycling team by looking for small areas where improvements could be made. Some of these changes were directly related to cycling, while others were seemingly unrelated but contributed to overall performance. For example, improvements were made to bikes, clothing, and helmets for comfort, to reduce weight and increase aerodynamics. The team also optimised training regimens and recovery protocols, such as sleep quality and nutrition. They paid attention to minute details such as the cleanliness of the team’s environment to reduce the chances of illness, and psychological factors were enhanced through mental preparation and goal setting. Focusing on these minor improvements in various areas, the British cycling team saw remarkable results; James explains, “Just five years after Brailsford took over, the British Cycling team dominated the road and track cycling events at the 2008 Olympic Games in Beijing, where they won an astounding 60 per cent of the gold medals available. Four years later, when the Olympic Games came to London, the Brits raised the bar as they set nine Olympic records and seven world records.

That same year, Bradley Wiggins became the first British cyclist to win the Tour de France. The following year, his teammate Chris Froome won the race, and he would go on to win again in 2015, 2016, and 2017, giving the British team five Tour de France victories in six years.

During the ten years from 2007 to 2017, British cyclists won 178 world championships, 66 Olympic or Paralympic gold medals, and 5 Tour de France victories in what is widely regarded as the most successful run in cycling history.”

Minor improvements accumulate into significant results because of the compounding effect, much like interest in a bank account. When a slight improvement is made in one area, it might initially seem unimportant. However, when several minor modifications are made across various areas, their combined impact can lead to substantial overall gains. Over time, these improvements build on each other, leading to exponential growth rather than just additive progress.

You or I aren’t going to cycle in the Olympics or Tour de France. It’s not a goal on our list. Still, the concept applies to life. Identifying critical areas for improvement can vary depending on individual goals and contexts. Still, some universally relevant areas include health and fitness, productivity and time management, skills and knowledge, financial management, relationships and communication, mental and emotional well-being, career development, environment and organisation, self-discipline and habits, and creativity and innovation.

One of the biggest areas that I have been focusing on is my performance on my worst days. Ricky Carmichael who is The GOAT in my favourite sport, motocross, always says; “You win titles on your bad days.”

I don’t have any titles to win but I do want to perform and win at this journey called, life. My children’s and my own happiness depend on it. Performance assessment often focuses on peak performance, but true potential is better measured by consistency, especially during less optimal times. While excelling when conditions are perfect is commendable, it’s a more accurate reflection of one’s abilities to maintain a steady output even when circumstances are challenging. This is because life’s demands are rarely static, and the ability to deliver under varying conditions reveals the depth of one’s resilience, adaptability, and discipline.

On our best days, we are motivated, focused, and fully equipped to perform at our highest capacity. However, these days are not the norm. Stress, fatigue, external distractions, and personal issues often cloud our ability to perform at our best. It’s during these moments that the foundation of one’s character and commitment truly shines through. The real challenge lies not in what one can achieve when everything is going right but in what one can sustain when everything seems to be going wrong.

To navigate these fluctuating conditions, it is crucial to develop systems and environments that promote consistency. This means creating routines and habits that are resilient to change and can be relied upon even when motivation wanes. These systems reduce reliance on willpower, which is a finite resource that can be depleted by stress and exhaustion. By establishing strong, habitual behaviours, individuals can maintain a level of performance that doesn’t dip dramatically on bad days.

Focusing on performance during difficult times shifts the perspective from being results-driven to being process-driven. It’s about understanding that success is not just about reaching the peak but also about how well one can navigate the valleys. By valuing consistent effort over sporadic excellence, we build a foundation of reliability and resilience, which are the true markers of long-term success and potential.

I love that Dave’s famous story about the aggregation of marginal gains and the British Cycling Team has remained wedged in my brain as I am always looking to pick up a 1% gain in all that I do and its helping elevate my happiness.

Build your system! Focus on small, achievable changes rather than drastic ones. Consistently implement changes and add-ons to allow them to compound over time, and track your progress to stay engaged and recognise the cumulative effects of your efforts. Periodically review your progress and make constant additions, subtractions or adjustments as needed. The goal is continuous improvement, so be open to refining your approach. By focusing on aggregating marginal gains in various aspects of your life, you can achieve substantial improvements over time, just as Dave Brailsford did with the British cycling team you can do with your life.