The Aggregation of Marginal Decays: Team GB Cycling’s Trust Crisis

Back in 2012, my co-author in ‘Challenging Coaching’ Ian Day, wrote a popular blog titled ‘Aggregation of Marginal Gains, Aggregation of Marginal Decays’. In the blog, he spoke of the positive impact of the tiny, multiple performance enhancements that had been popularised by Sir David Brailsford in the aftermath of the 2012 Olympics.

He also coined the phrase ‘aggregation of marginal decays’ to describe the opposite effect – a day by day, step by step deterioration of performance when small errors and failings are routinely overlooked. In my latest book, ‘The Trusted Executive’, I picked up on Ian’s phrase and applied it to the habit of being honest. Quoting from the book, I wrote, ‘Losing integrity through small but daily acts of dishonesty is the opposite of Brailsford’s mantra … it is the aggregation of marginal decays’. Later in the same passage, I expand upon the theme as follows, ‘Dishonesty is like ivy; it creeps up on you. Turn your eye for a moment and it takes root. It is easy to live with and yet, slowly but surely, it undermines the very fabric of an organisation.’

What I didn’t know back in April 2016 when I wrote those words was that British Cycling itself would now be in the headlines with many commentators questioning its honesty and its integrity. Ironically, it is beginning to appear that whilst Team Sky were pursuing the aggregation of marginal gains to secure record Olympic medal hauls, it was also turning a blind eye to the aggregation of marginal decays that is now undermining its integrity. It is a sobering story of what can happen if we pursue results at all costs, rather than pursuing the broader vision of results, relationships and reputation.

Whereas there are always more gold medals to win, the tragedy for Team GB cycling is that losing your integrity is like losing your virginity; it only happens once. Sir Bradley Wiggins had many races that he won and many that he lost, but he only has one reputation and the jury of this sceptical world is now out on that reputation. In a world where nothing can be hidden, all it takes is one jiffy bag of unknown contents to bring down a whole culture and call into question an organisation that always prided itself on being ‘whiter than white’.

aggregation of marginal gains

How can you avoid your leadership or your organisation befalling a similar fate?

I asked this question of one of the many CEOs I interviewed for The Trusted Executive research. They replied bluntly, ‘Every town needs a sheriff’. ‘What do you mean?’ I quizzed further. ‘Well, every leader and every organisation needs someone who has the courage to speak out and hold you to account. Every organisation needs someone who can speak truth to power’.

Having worked as an executive coach with UK Sport for the past four years on their elite coach development programme, I urge all involved in that tremendously successful performance culture to be on high alert for the risk of the aggregation of marginal decays. As the impetus is renewed to reach ever higher for the Tokyo Olympics in 2020, the pursuit of marginal gains needs to be combined with the elimination of marginal ethical decays. I urge all involved to remember that you only have one reputation and that, as Robert Louis Stevenson quipped, ‘sooner or later we all sit down to a banquet of consequences’. Most of all, I call to all the sheriffs in that organisation to ask themselves and others the following questions:-

  • What would you be doing in regards to this situation if your decision was to be featured on the front page of tomorrow’s national newspapers?
  • If you shared this situation with your mother/ father / brother / sister, what do you think they would say to you?
  • If you’re future grand-children were discussing your role in this situation, what would make them proud of you?
  • If you communicated this decision to your suppliers / customers / owners/ partners what is the most difficult question they could ask you?

These are questions every leader and every organisation should welcome. We need to embrace and embolden the sheriff role in our teams and organisations for then we will create high performance cultures which are protected from the aggregation of marginal decays. Sheriffs help us create sustainable, successful legacies in which the holy trinity of results, relationships and reputation triumphs over the tarnished world of ‘results at any cost’. Every town needs a sheriff. Who is yours?

John explores the three pillars and nine habits of trust in his book, ‘The Trusted Executive’, which was shortlisted as the 2016 CMI book of the year and is available to order now via Amazon UK.


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