When people think about organisational change, they often picture big announcements or major restructures. Leaders roll out ambitious plans, attractive new slogans, or grand promises. These moves grab attention, but real, lasting change usually doesn’t come from one bold move. More often, it’s built quietly, step by step, through consistent and deliberate effort.
That’s the essence of the marginal gains approach — an idea borrowed from the world of sport. Take the example of British Cycling. They were mired in decades of poor results until Dave Brailsford’s leadership reframed their approach. Instead of searching for one magical solution, he asked: Where can we improve by just 1%? The team looked at every detail, the shape of bike seats, the timing of training sessions, what the athletes ate and how they slept – every detail was important. The team did not consider any improvement as too small. Individually, each change seemed minor, almost insignificant. But when added together, these refinements created a remarkable transformation. Within a decade, British cyclists were standing on Olympic podiums and dominating the Tour de France — clear proof of what steady, incremental improvement can achieve.
The lesson here is simple yet often overlooked: excellence is the sum of small details, not the product of one grand overhaul. In leadership, it’s much the same. Sustained progress doesn’t come from reinventing your leadership style overnight. It’s built on everyday habits. Maybe it’s asking one extra clarifying question before giving advice. Perhaps it’s fully listening in meetings without glancing at your phone. It could also be delegating a task so that someone else can stretch their skills, giving feedback just a little earlier, or trimming a meeting by five minutes so the team stays sharp. Individually, none of these feels revolutionary. However, over time, these habits compound, changing not just a leader’s effectiveness but also the team’s culture and results.
Another sports example comes from Sergei Bubka, the champion pole vaulter who broke the world record 35 times. He didn’t aim for giant leaps but instead raised the bar by one centimetre at a time. That steady approach reduced risk, built confidence, and continued to improve him for years to come. His “one-centimetre” philosophy is valuable for any leader. You don’t need to overhaul everything at once. You need to keep asking: What’s one small way I can do better?
Business has embraced this thinking as well. Toyota’s famous Kaizen system is all about continuous, ground-up improvement. Instead of waiting for a big strategy from the boardroom, they empowered people on the factory floor to suggest minor, practical fixes. Over time, those small fixes became a significant competitive advantage and created a culture where everyone owned quality.
Despite its proven value, marginal gains often meet resistance. Big, sweeping changes tend to garner attention and can feel more decisive. Many people dismiss minor improvements as too slow to matter. But they’re often the changes that stick. You can try them out, make adjustments, and keep things manageable. They help teams stay flexible and keep learning. Most importantly, they help create a culture where people continue to learn and adapt—something every organisation needs in a complex, fast-changing world.
For leaders and coaches, this approach requires moving away from the notion that people can be “transformed” in a single defining moment. It’s about guiding them to see the next step they can realistically take — and taking the time to acknowledge the confidence and momentum that grow from those small victories.
Ultimately, adopting a marginal gains mindset is a choice. They call for curiosity, a sharp eye for detail, and the habit of asking, How could this be made just a bit better? It’s the same question that sparked the development of digital cameras and, later, smartphones — innovations born from minor, persistent improvements rather than one sudden leap. These minor improvements may not grab headlines initially, but over time, those steady, intentional improvements can transform teams, organisations, and even whole industries
In a world where adaptability isn’t optional, there may not be a more powerful habit than the commitment to improving — just a little — every single day.
About the Author
Giridhar Sridhar is a Master Certified Coach who specialises in Executive and Leadership Development. As Managing Director of Reframing Visions, he helps leaders navigate pivotal moments in their careers, drawing on deep experience coaching senior executives across industries.
Connect: giridhar@reframingvisions.com
