{"id":4796,"date":"2025-05-29T09:00:00","date_gmt":"2025-05-29T07:00:00","guid":{"rendered":"https:\/\/getnave.com\/blog\/?p=4796"},"modified":"2025-05-28T12:05:03","modified_gmt":"2025-05-28T10:05:03","slug":"one-percent-improvement","status":"publish","type":"post","link":"https:\/\/getnave.com\/blog\/one-percent-improvement\/","title":{"rendered":"Continuous Improvement: The Power of 1% Better Every Day"},"content":{"rendered":"
<\/div>\n

Continuous improvement is something we managers are always aiming for. But did you know that the most powerful ways to bring about change are sometimes also the smallest? Let\u2019s take a look at the concept (and the math) behind being 1% better each day.<\/p>\n

When it comes to continuous improvement, it\u2019s hard to find a story that\u2019s more inspirational than that of the British cycling team.<\/p>\n

For almost 100 years the team suffered from a poor track record. They only won 1 gold medal during that time, and they won the Tour de France exactly zero times.<\/p>\n

Finally, a man named Sir Dave Brailsford was hired to take the British cycling team in a new direction. Brailsford had a very different strategy from his predecessors.<\/p>\n

Instead of coming up with a sweeping, revolutionary strategy he instead had the British cycling team implement small, incremental changes.<\/p>\n

For example, they redesigned their bike seats to be more comfortable. They slept on better mattresses to improve their quality of sleep. They even painted the inside of their team truck white so it would be easier to see any dust that might creep in and affect the performance of their bike tires!<\/p>\n

These changes might sound a bit insignificant, or even silly at first. And it\u2019s not as though he and the team saw big results right away from doing them, either.<\/p>\n

Fast forward five years later, the British cycling team won 12 gold medals and 7 out of 10 events at the 2008 Beijing Olympics. In 2012, the team rode on to even greater victories at the Olympics in London, and that same year a British cyclist rode to a victorious 1st place in the Tour de France.<\/p>\n

The British cycling team had evolved from being one of the most underperforming teams in Europe (at one point, a top European bike manufacturer refused to even sell bikes to them) to being one of the most successful.<\/p>\n

But it definitely didn\u2019t happen by luck or coincidence.<\/p>\n

The Powerful Math Behind Being 1% Better Each Day<\/h2>\n

Brailsford\u2019s remarkable strategy was based on a simple but powerful idea:<\/p>\n

If you can achieve tiny, marginal gains \u2013 just 1% at a time \u2013 it will lead to a significant, cumulative effect.<\/strong><\/p>\n

Here\u2019s how he put it:<\/p>\n

\u201cThe 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.\u201d<\/p>\n

Does this concept work for our teams as well as national cycling teams?<\/p>\n

Absolutely.<\/p>\n

James Clear, the author of Atomic Habits<\/em><\/a> (such a great book that I keep a copy on the shelf of my home office, by the way) does a great job of breaking down the math \u2013 and the results \u2013 that come from a daily 1% improvement.<\/p>\n

The easiest way to appreciate the power of this approach is to look at a visual:<\/p>\n

\"The<\/a><\/p>\n

Basically, at first, you won\u2019t see much change at all. But over time, you get exponential improvement \u2013 in fact, you\u2019ll be 37 times better<\/em> after a year than you were when you started!<\/strong><\/p>\n

<\/div>\n

Evolutionary, Not Revolutionary Change<\/h2>\n

When thinking about \u201cchange,\u201d you might imagine a change initiative or some other big shift that requires big, disruptive adjustments in order to get meaningful results.<\/p>\n

While there may be a time and a place for that, I\u2019m not an advocate for dramatic change<\/a>. The beauty of the Kanban method is it doesn\u2019t define or overhaul your process \u2013 it helps you improve the process you already have.<\/p>\n

Brailsford\u2019s theory of \u201c1% better\u201d very much aligns with the Kanban philosophy of continuous improvement. It\u2019s focused on small risk-free initiatives that make all the difference over time.<\/p>\n

Let\u2019s talk about the types<\/em> of evolutionary change you and your teams can adopt to get these big results in the long run.<\/p>\n

Doing More of the Things That Work<\/h3>\n

Instead of looking into a totally new method or practice, start by focusing on the things you already know work \u2013 and be consistent in doing those things.<\/p>\n

For example, are there certain practices you\u2019ve found that make your daily meetings more productive? Make sure you follow those practices every day<\/em>, instead of sporadically.<\/p>\n

Sometimes the solution is obvious \u2013 something you and your teams know you should be doing, but don\u2019t always do consistently. Lean into these solutions. Commit to doing the simple, fundamental things that work.<\/p>\n

Eliminating the Things That Don\u2019t Work<\/h3>\n

The inversion of \u201cdoing more of what works\u201d is just as true: make sure you identify things that lead to a loss.<\/p>\n

In the example of the British cyclists, Brailsford knew that if the team mates had a less than optimal night\u2019s sleep, it would affect their performance the next day.<\/p>\n

In the Tour de France, the cyclists had to sleep at a difference location every night during the race. To make sure their quality of sleep was not left up to chance, Brailsford made sure that the same mattress and pillows were provided in each location.<\/p>\n

Think of the practices (or lack of practices) that may lead to distraction, multitasking and context-switching. Work to eliminate those things (Remember, small steps, one at a time!)<\/em><\/p>\n

Contagious Enthusiasm<\/h2>\n

What\u2019s great about the 1% approach to continuous improvement is that it\u2019s doable and<\/em> rewarding. When you see the results of your efforts pay off, it leads to an upward-cycling pattern of motivation.<\/p>\n

In the words of Sir Dave Brailsford himself:<\/p>\n

\u201cPerhaps the most powerful benefit is that it creates a contagious enthusiasm. Everyone starts looking for ways to improve. There\u2019s something inherently rewarding about identifying marginal gains \u2013 it\u2019s similar to a scavenger hunt. People want to identify opportunities and share them with the group. Our team became a very positive place to be.\u201d<\/p>\n

Brailsford is referring to his own cycling team, but this reality can be every bit as true for you and the teams you lead. The key is to remember that it\u2019s \u201cevolutionary, not revolutionary\u201d: you may not see big results after the first few days or weeks, but you absolutely will over time!<\/p>\n

Here at Nave, we\u2019re also committed to continuous improvement and the tools we\u2019ve created are designed to help you and your teams streamline your system so that you can make those marginal gains that lead to tremendous results.<\/p>\n

You can opt in for a free 14-day trial here to try our tools out for yourself, no strings attached, before coming to a final decision<\/a> \u2192<\/p>\n

<\/div>\n

I hope by now that I\u2019ve motivated you to take advantage of the power behind tiny but continual, everyday improvements with your own teams.<\/p>\n

If you know someone else who could benefit from the concept of \u201c1% better\u201d, please share it with them on your favorite social media channels. Thanks for tuning in with me and I\u2019m excited to see you next week, same time and place, for more managerial goodness!<\/p>\n

<\/div>\n
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Continuous improvement is something we managers are always aiming for. But did you know that the most powerful ways to bring about change are sometimes also the smallest? Let\u2019s take a look at the concept (and the math) behind being 1% better each day. When it comes to continuous improvement, it\u2019s hard to find a […]<\/p>\n","protected":false},"author":1,"featured_media":7120,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"yasr_overall_rating":0,"yasr_post_is_review":"","yasr_auto_insert_disabled":"","yasr_review_type":"","footnotes":""},"categories":[69,70],"tags":[],"class_list":["post-4796","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-process-improvement","category-team-performance"],"acf":[],"yoast_head":"\nThe smallest ways to bring about change are sometimes also the most powerful. 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