Connected Leadership

Why 90% Isn’t Enough: The Power of the Last 10% A lot of people think getting 90% good at something means you're great. But actually, most people can reach 90%. It’s the last 10% that makes you special and stand out from the crowd. Here is why 90% Isn’t That Impressive Getting to 90% is like doing the basics well, and everyone can do that without excessive effort or training. It’s like learning to ride a bike, run a race, shoot a basketball, or play an instrument. With enough practice, almost anyone can become pretty good. But if everyone can get to 90%, how do you stand out? That’s where the last 10% comes in.... Here is how the last 10% makes you extraordinary: Personal mastery: The last 10% is all about perfecting the small things. It’s like fine-tuning your bike skills to do tricks, running the 100 meters in under 10 seconds,  or learning to hit the basketball hoop from far away. These details make a big difference. Mental toughness: The last 10% is more about your mind. You must push yourself to keep going, even when it gets hard or boring. Most people stop when they’re good, but the best keep improving or striving, even though this becomes exponentially harder. Risking it all: Sometimes, the last 10% means trying something new that others won’t. You have to get out of your comfort zone to get into the growth zone. This is what sets the best apart. The currency of consistency: The people who reach the top are the ones who keep practicing when others stop. They keep pushing themselves every day. Why the Last 10% Matters The last 10% is where you become great. It’s the difference between being average and being the best. If you want to stand out and be remembered, don’t stop at 90%. Keep working on that last bit to truly shine! The final 10% is hard, but that makes you amazing!

This past week, I found myself reflecting on Lewis Hamilton’s momentous win at the Silverstone Grand Prix. As a die-hard F1 fan and a longtime supporter of #44, I was ecstatic to see him clinch the victory. However, what truly resonated with me was his response when asked about the time between his wins. With 945 days having passed since his last triumph, Hamilton was asked how he stayed motivated and kept returning to the race track. His answer was honest and heartfelt: he admitted there were many times when he felt he lacked the drive. But whenever he saw how hard his team was working, it reignited his motivation and made him believe, “We can do this.” This reflection got me thinking (and writing) about more than just the obvious lesson of never letting adversity get you down and always striving for something. It reminded me that both sports and work are often team efforts. While one person may receive the accolades, it is usually the team behind them that makes success possible, sometimes even driving (pardon the pun) them to achieve greatness. Remember, we are all part of a team in some capacity, and our contributions are valuable. We can always bounce back. Now, enough reflection—let’s just say #hammertime.

“In a fearless organization, great leaders understand the value of diverse perspectives and having the courage to speak up. Reed Hastings of Netflix exemplifies this by deliberately farming for dissent. He asks his team, ‘If you were in my shoes as boss, what would you do differently?’ Just like a farmer tends to their crops, nurturing an environment where dissent can grow leads to a bountiful harvest of ideas and solutions. Join me at ‘The Fearless Workplace’ mastermind talk (Cape Town on July 4th and JHB July 26th) to learn how to cultivate this culture of courageous conversations to reap the benefits of diverse thinking. For further details drop me a mail: ron@connectedleadership.co.za

Join us for an interactive session with industry-leading experts who will explore the vital role of leadership in creating a culture of psychological safety the proven key to team performance. Creating psychological safety is not a nice to have or an ‘employee perk’. It’s essential if you want to be a truly effective leader. Ron Hyams MA (Cambridge University) Sean Stegmann