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Why Routine Consistency Can Outlast Motivation and Outstrip Bursts of Acceleration.

Small, consistent steps lead to long-term success. How can we help our team prioritise consistency over short bursts of motivation and acceleration?

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I love to travel and have been fortunate to travel extensively over the first 30 years of my life; whether working in the US or leading charity work in Africa, I have definitely been blessed with opportunities to learn and explore other cultures. I’ve learnt so much in the journeys I’ve taken, and have also learnt much from observing others’ journeys, those both physically and mentally challenging. Journeys I have reflected on multiple times are those which have paved a way for others, and which teach valuable lessons from the positive or negative results.

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The race to the South Pole between Norwegian expeditionist Roald Amundsen and Englishman Robert Scott is a powerful story of perseverance and determination, with a clear lesson of consistency being key to success. Expecting dreadful weather conditions, each leader chose a different approach to managing this challenge; a decision matrix for these two expedition teams would look like this:

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Amundsen’s unwavering commitment to progress, even in the face of challenging weather conditions, is a testament to the power of consistency. In his diary he wrote: "Small progress is still progress, and I will take it." Amundsen’s company maintained momentum, reached the South Pole first and then returned home. In contrast, Scott’s short bursts were unsustainable; his return journey was inhibited by adverse weather, his team died only 12 miles from safety, where they had stopped to wait for more favourable weather which never came.

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Consistency fosters a sense of security and builds trust. This is particularly important in times of uncertainty and change when employees may feel anxious or uncertain about the future. By maintaining a consistent approach to leadership and decision-making, business leaders can help their employees feel more confident and secure. At times when motivation may wane, consistent habits and process are engrained sufficiently to provide the “burning yes inside which makes it possible to say no” (Covey, 1989) to things which are not part of our long-term focus. Amundsen wasn’t necessarily more motivated to succeed than Scott – he just ensured consistency was built into his plans; we don’t need to worry so much about motivation if we are rooted in consistency.

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We may not be able to hide from changes in our industry, competition from rival firms and, sometimes self-inflicted, internal trials, but in a competitive landscape staying still is moving backwards and so pressing forward is fundamental. Focusing on small, consistent steps forward, even when the path ahead is uncertain or difficult can help build resilience and adaptability in the face of change, and ultimately lead to long-term success.

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Many people are aware of the 10,000 hour rule, which is that spending 10,000 hours on a particular skill will lead to mastery. That would equate to three hours a day, everyday, for a decade. But the same study which made this claim also highlighted that 100 hours of ‘deliberate practice’ (monitor performance, evaluate success, working on the aspects you’re not good at) would be sufficient for most people to become more competent than 95% of the world in that discipline. That’s less than 20 minutes a day for a year. Consistency is everything, and small consistent steps WILL bring marginal gains and move you ahead. If we consider that a skill is made up of micro-skills anway, we’re just choosing to target areas of greatest need when we apply the 100 hour rule; we’re still moving towards mastery.

Of course, this doesn't mean that leaders should never adjust their course or take calculated risks. But by prioritising consistency and perseverance, effective leaders can create a strong foundation for their team or organisation to weather any storm.

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What daily goals can you set to help you achieve your long-term business objectives?

How can we encourage our teams to prioritise consistency and progress over short-term gains?

 

[Covey, S. (1989), 7 Habits of Highly Effective People]

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