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The Surprising Power of Atomic Habits
HE 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 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 tiny
margin of improvement in everything you do. Brailsford said, “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 improve it by 1
percent, you will get a significant increase when you put them all
together.”
Brailsford and his coaches began by making small adjustments you
might expect from a professional cycling team. They redesigned the
bike seats to make them more comfortable
and rubbed alcohol on the
tires for a better grip. They asked riders to wear electrically heated
overshorts to maintain ideal muscle temperature while riding and used
biofeedback sensors to monitor how each athlete responded to a
