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 tiny margin of improvement in everything you do. 3īrailsford had been hired to put British Cycling on a new trajectory. 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. In 110 years, no British cyclist had ever won the event. Since 1908, British riders had won just a single gold medal at the Olympic Games, 1 and they had fared even worse in cycling’s biggest race, the Tour de France. At the time, professional cyclists in Great Britain had endured nearly one hundred years of mediocrity. The organization, which was the governing body for professional cycling in Great Britain, had recently hired Dave Brailsford as its new performance director. The fate of British Cycling changed one day in 2003. This article is an excerpt from Atomic Habits, my New York Times bestselling book.
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