As Performance Psychologist for the Great Britain Cycling Team from 2008-14, Dave Readle was key in driving world-class results. His impact was felt in multiple gold medals and a high-performance team culture that excelled on the global stage.
British Cycling wasn’t always at the dominant force that it is today. In not so distant memory, riders had to share skinsuits as well as travel in old transits to races on the continent. Enter Sir Dave Brailsford, (the visionary) fast forward a transformation that even Joe Wicks would be proud of, with countless World Championship Medals, Olympic Golds, and Tour de France victories to speak of. This didn’t just happen overnight, it required a complete mindset shift. They moved from a culture where simply trying hard was enough, to one that relentlessly pursued winning. This was underpinned by Brailsford’s philosophy of marginal gains.
We are what we repeatedly do. Excellence is not an act, but a habit.
The marginal gains philosophy is built on the concept of breaking down every element of performance and improve each aspect by just 1%. At British Cycling, this meant focusing not only on training and equipment but on every detail, from athletes’ sleep routines and nutrition to the air pressure inside their training facilities. Over time, these small improvements added up to create a competitive advantage that made a performance difference on the world stage.
Although the concept of marginal gains was first used in sport, it is applicable in the business sector. It’s often the case that those one percenters distinguish a successful business from an also ran in a highly competitive market. Business leaders can discover fresh approaches to improving performance and promoting efficiency through a marginal gains approach.
How British Cycling implemented Marginal Gains
Little things count in a sport where a thousandth of a second can mean the difference between gold and obscurity. British Cycling carefully examined every aspect of their performance in order to apply the marginal gains principle. One of the main pillars of performance they concentrated on was and still is bike design. The goal was to increase aerodynamics and decrease drag so that bicycles could move through the air more effectively. Working nonstop with the Secret Squirrel Club (engineers, boffins, and scientists). They created techniques and products that underwent extensive air tunnel testing.
Nutrition was crucial to the athlete’s performance and recuperation. In order to face the demands of training and competition in a variety of temperatures and situations, it was imperative to make sure that athletes were well fuelled. To obtain those 1% benefits, British Cycling would test and use state-of-the-art research in partnership with the English Institute of Sport.
With benefits from both getting enough REM sleep and higher growth hormone, sleep was a top priority. The group devised tactics that were put into practice, such as bringing their own beds into the Olympic Village and using sleep pods at the Velodrome.
It was deemed to be crucial that the equipment was kept organised and clean. British Cycling was able to lower the danger of mechanical failures and increase the rider performance during high-stakes races. This was a result of Brailsford’s requirement that bikes and equipment be maintained to the highest standards, after visiting Formula One Team McLaren. According to Spike Taylor (race mechanic) their workshop was so clean that “you could eat your dinner off the floor”. Although each of these changes might not seem like much on its own, taken as a whole, they produced world class outcomes.
How to Implement British Cycling’s Philosophy
- Define the Dream
What does a medal winning performance look like for your business? Set the bar high, aim for the stars and inspire your business. The goals must be so big that they challenge the team to innovate and reach for new heights. For example, an independent gym chain might set the goal to expand to 20 locations in five years, aiming to establish a recognised brand within the fitness market. The dream can motivate staff to deliver exceptional service and build a loyal customer base that are also excited be a part of the journey.
- Foundation Stones
This involves you and your team identifying all the component parts that will impact your success. For British Cycling, this included bike design, skin suit fabrics, strength and conditioning protocols etc. To replicate this approach, highlight the facets of your company that can be used to set goals and monitor e.g. marketing, customer support, operations etc. If customer satisfaction is a priority, you might focus on reducing response times and enhancing the quality of support determined by customer surveys. This systematic approach allows each team to concentrate on improvements that make a measurable difference to the business’s overall success.
- Development Team
When aspiring to reach the lofty heights of achieving a dream, it’s essential to establish an accountability team that meets regularly to review goals, track progress, and address challenges. The rider Development Team at British Cycling would meet regularly to discuss the deal tracker. This comprised of all the riders that were in contention for each medal, and a regular report was submitted by the team of experts that worked directly with each athlete. The aim was to discuss any issues that may affect the progress towards winning gold medal in each event. To replicate this at your business, a team could meet and discuss reports submitted by each department specific to your company reaching their dream. During meetings, the team can discuss milestones achieved, obstacles faced, and strategies to overcome them. Emphasize positive reinforcement—celebrate wins and small successes rather than focusing solely on what’s lacking. This creates a culture of motivation and fosters a positive, productive environment.
The Importance of Culture
British Cycling’s success was not seamless; it required Brailsford to establish a pathway to greatness. This was first met with resistance, and when opposition meets an immovable force, it results in collateral damage. In order for British Cycling to achieve the seemingly impossible, they needed buy-in from all individuals. In the early days this wasn’t the case, however over time, Brailsford would hire the personnel that were open to his vision and a winning culture was born.
Building a performance culture requires embedding values of innovation, accountability and a constant strive to be better across the organisation.
Athletes and support staff were encouraged to think critically about their roles and performance, always looking for ways to improve. This cultural approach created a shared dedication to high standards and helped drive British Cycling’s results over time.
In business, building a performance culture requires embedding values of innovation, accountability and a constant strive to be better across the organisation. It starts by providing employees with a voice in order to obtain a sense of empowerment. When team members are empowered they will strive to improve their own performance which in turn, improves the overall team performance.
Finally, in order to implement systems that lead to world-class performance, it is imperative that the correct mindset and culture are the foundation on which the business is built. By empowering employees and encouraging collaboration, companies can stay agile and responsive to new methods and strategies. Emphasising continual, marginal improvement also helps set obtainable goals that are achieved over time. This is more effective than pressuring employees into attaining huge unrealistic goals. With a culture that prioritises this mindset, businesses can sustain a marginal gains approach for the long term, making progress a habit and not an act.
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