Will It Make the Boat Go Faster?

Will It Make the Boat Go Faster? Plot Summary

Introduction

I remember the moment vividly—watching the British rowing eight cross the finish line at the Sydney Olympics, their faces transforming from agony to ecstasy in the span of a heartbeat. The crew had gone from being ranked seventh in the world to standing atop the Olympic podium in just two years. It wasn't magic or luck that propelled them there; it was a deliberate approach to performance that anyone can learn. What does it take to transform dreams into reality? Whether we're pursuing business success, personal growth, or athletic achievement, the principles remain remarkably similar. This journey explores how ordinary people achieve extraordinary results through layered goal-setting, unwavering belief, and relentless momentum. You'll discover practical strategies that have been tested in the crucible of Olympic competition yet apply perfectly to everyday challenges. These insights will help you identify what truly makes your "boat go faster" and eliminate everything that doesn't contribute to your success.

Chapter 1: The Quest for Gold: Setting Audacious Goals

Ben Hunt-Davis remembers sitting in a meeting room with his rowing teammates after a devastating seventh-place finish at the 1998 World Championships. The Sydney Olympics loomed just two years away, and they faced a brutal reality—continuing as they had been would guarantee more disappointment. Something needed to change. "We decided to ask ourselves one simple question with every decision we faced," Ben recalls. "Will it make the boat go faster?" This became their guiding principle, a ruthless filter for determining what deserved their attention. When invitations to social events arrived, they asked, "Will it make the boat go faster?" When considering training approaches, equipment changes, or team dynamics, the same question applied. This clarity transformed their approach. Decisions that previously took hours of debate became straightforward. The crew began eliminating activities that didn't contribute directly to their goal, no matter how traditional or expected those activities might be. They redesigned their training schedule, changed their technical approach, and cultivated a team environment focused solely on performance. The power of their approach lay in its layered structure. At the top was their "crazy goal"—Olympic gold—which seemed almost impossible given their starting point. Below that was the concrete layer: achieving specific times in training and competitions. Next came the control layer: improving technical skills, building strength, and developing team cohesion. Finally, the everyday layer translated these into daily actions and decisions. This structured approach to goal-setting creates a roadmap between audacious dreams and daily reality. By connecting your grandest ambitions to concrete actions, you transform overwhelming aspirations into achievable steps. The question isn't whether your goal is possible—it's whether you're willing to align every choice with what truly makes your boat go faster.

Chapter 2: Building Momentum: Small Steps to Great Achievements

On a cold December morning in the mid-1990s, Ben found himself far from the Olympic spotlight. It was Christmas Eve, and he'd just finished a grueling rowing trial on a windswept canal. The landscape was bleak, the water choppy, and most competitors looked miserable. Yet despite the conditions, Ben had performed well, winning his race against more experienced rowers. Christmas Day arrived, and Ben woke early. Looking out his window at the frost-covered gardens, he decided to maintain his training momentum with a morning run. The experience was unexpectedly magical—the crisp air, the white-coated hedgerows, the stillness of the forest path. He ran much farther than planned, completely absorbed in the beauty around him. The next day, however, something changed. When his alarm sounded, he questioned whether he wanted to run rather than simply getting up and doing it. He chose to sleep in, and later substituted a family walk for his scheduled run. By the end of his Christmas break, he'd completed only four of the planned ten training sessions. Back at the training center in January, surrounded by his teammates and the structure of their program, Ben immediately returned to full training. The contrast was striking—alone at home without external accountability, his motivation had wavered, but back in the team environment, his momentum quickly rebuilt. Momentum doesn't maintain itself by accident. The crew discovered that building and sustaining forward progress required specific strategies. They cultivated hunger—the deep desire that pushes through discomfort. They embraced competitiveness, both with other teams and within themselves. They found ways to make tedious training sessions entertaining through camaraderie and varied approaches. Most importantly, they developed the discipline to "flick the switch"—to perform regardless of how they felt in the moment. These strategies apply far beyond sports. Business teams facing implementation fatigue, individuals pursuing health goals, or students tackling difficult subjects all face similar challenges. Small, consistent actions compound over time, creating a momentum that transforms the seemingly impossible into the inevitable. By cultivating these habits of progress, we turn fleeting motivation into sustainable achievement.

Chapter 3: Team Dynamics: Creating a Culture of Excellence

Ben recalls a pivotal moment during a training camp in Sarnen, Switzerland, thirteen weeks before the Olympics. The crew had lost at the prestigious Henley Royal Regatta the previous week and desperately needed to regain momentum. On the sixth day of camp, their coach Martin appeared carrying a fuel tank, demonstrating proper boat acceleration by pushing it across the concrete. Frustrated with their progress, Martin suddenly kicked the tank hard with his sandaled foot—likely hurting himself—and erupted into a tirade about their commitment and wasting his time. The atmosphere shifted immediately. Some rowers were shocked, others silently furious. Louis, known for his methodical approach, was particularly livid at being accused of lacking commitment. When they returned to the water, the session went poorly. Back at the boathouse, Martin delivered another angry speech and stormed off, saying he'd had enough. Later they learned Martin had driven twenty-one kilometers down the valley, encountered the team manager, and expressed his frustration. The next day, after a long conversation to rebuild team cohesion, the crew reflected on what had happened and how to use it constructively. They recognized that neither they nor their coach were finished products—everyone still had much to learn about working effectively together. What transformed this potential breaking point into a strengthening experience was the crew's commitment to team rules they had developed themselves. These weren't vague aspirations about "communication" or "excellence," but specific, practical guidelines for daily interaction. The rules addressed how they would give feedback, handle disagreements, and maintain focus during challenges. Because they had collectively created these rules, the crew felt ownership and accountability. The power of their approach came from two fundamental principles. First, they established a common goal with three critical qualities: mutual desire (everyone wanted Olympic gold for personal reasons), mutual reliance (everyone depended on each other's contributions), and measurability (they could track their progress). Second, they developed specific team behaviors through ongoing, honest conversations that continued throughout their Olympic journey. This approach translates directly to any collaborative environment. Whether in business, education, or community organizations, high-performing teams don't emerge by accident. They result from intentional cultivation of shared purpose and clear expectations. By creating space for authentic communication and establishing practical guidelines for working together, any group can transform dysfunction into extraordinary performance.

Chapter 4: Mental Toughness: Performing Under Extreme Pressure

Ben vividly remembers how pressure threatened to derail his Olympic journey during a crucial training camp in Switzerland. Sitting on his bunk bed in soaking wet clothes, staring at a puddle forming on the floor, he felt utterly defeated. His pair with Simon had been the slowest in the group for the second time that day, and with Final Trials just ten days away, their Olympic dreams seemed to be slipping away. "I was knackered, cold, wet, and too depressed to bother getting out of my freezing kit," Ben recalls. The constant pressure of having to perform in every session, with selection hanging in the balance, had become overwhelming. Unlike other training camps where they functioned as a team, this one pitted them against each other for Olympic seats. The support network had disappeared, replaced by intense competition. When Final Trials arrived two weeks later, Ben and Simon faced the fastest pairs in the country. Despite their struggles in training, they had managed to get their act together. Ben had rediscovered his support network at home, reframed his thinking into a more useful context, and focused on controlling what he could control. As they sat on the start line, Ben concentrated on executing the first stroke perfectly, then the next, and the next—not on the enormous stakes of the race. Through experiences like these, the crew developed a sophisticated understanding of pressure. They recognized that some pressure actually enhances performance—providing energy, focus, and motivation. However, too much pressure creates anxiety that interferes with execution. Their goal became finding what they called the "Goldilocks zone"—where pressure was neither too high nor too low, but just right for optimal performance. The strategies they developed apply universally. First, understand how pressure affects human performance—recognizing that the same physiological responses that helped our ancestors survive predators now activate during job interviews or important presentations. Second, become aware of your personal pressure indicators—how your body, emotions, and thinking patterns signal when pressure is helpful or harmful. Finally, develop techniques to manage pressure effectively, from controlling breathing to creating performance routines. These tools for mental toughness represent perhaps the most transferable aspect of elite athletic training. Whether facing a high-stakes business negotiation, a difficult conversation with a loved one, or a challenging personal goal, the ability to perform under pressure ultimately determines how much of our potential we actually realize.

Chapter 5: The Decision That Changed Everything: Risk-Taking and Reward

With just 25 hours remaining before the Olympic final, Ben and his teammates gathered in their Olympic Village apartment to watch their British teammates compete. First, they witnessed the coxless pair unexpectedly finish fourth after a French crew's astonishing comeback. Then they cheered wildly as Steve Redgrave won his historic fifth gold medal in the coxless four, narrowly holding off Italy in a heart-stopping finish. As the nine-man crew returned to their flat, the atmosphere was electric with anticipation and fear. They had less than a day before their own final, and a monumental decision loomed. Should they follow their normal race plan—a fast start, strong middle thousand meters, and sprint finish—or risk everything with a radically different approach? The French pair's all-out sprint strategy had failed for Greg and Ed, but could a version of it work for an eight? Their sports psychologist had recently given them a simple framework for evaluating risks: those they could afford to take, couldn't afford to take, could afford not to take, and couldn't afford not to take. After intense discussion, they unanimously decided to risk everything on a new strategy—sprinting from the very start and maintaining that pace throughout the entire race. "If we had the courage it would work," Ben recalls thinking. This decision wasn't reckless but calculated. They had spent two years building their physical capabilities, technical skills, and team cohesion. They had already taken countless risks—changing their training program, coaching team, and technical approach. Most importantly, they were crystal clear about their goal: not just any medal, but gold. Given everything they had invested, a safer approach that might yield silver wasn't acceptable. As Ben puts it, "Having put so much in for so long we couldn't fail at the last hurdle." Risk-taking often gets simplified into recklessness versus caution, but the crew's approach reveals a more nuanced reality. Every action carries risk, but so does inaction. By asking "Will it make the boat go faster?" they replaced fear-based decisions with goal-oriented clarity. They understood that winning requires doing something different from competitors, which inherently involves risk. Most crucially, they recognized that when a goal matters deeply, the greatest risk often lies in playing it safe. This framework applies to career decisions, business strategies, and personal growth challenges. By identifying which risks align with our most important goals, we transform uncertainty from something to avoid into a strategic tool for achieving extraordinary results.

Chapter 6: Beyond the Medal: Transferring Olympic Lessons to Business

The morning of the Olympic final arrived with perfect conditions. Ben and his teammates completed their warm-up, focusing on applying power and accelerating the boat with every stroke. Their new race plan was clear: sprint the entire way, increasing their lead with every stroke. This wasn't just about going fast—it was about complete commitment to a strategy they believed would maximize their chances. As the race began, they exploded off the start line, establishing an early lead. Through the first 500 meters, they maintained their advantage. At the halfway mark, they launched another 35-stroke sprint as planned. Their lungs burning and legs screaming, they continued pushing the pace. With 250 meters remaining, Ben was in agony: "My head was killing me. I needed to stop. I had to stop. They weren't going to stop." Somehow, they held on. Crossing the finish line 0.8 seconds ahead of Australia, they had achieved what seemed impossible two years earlier—Olympic gold. The celebration was euphoric as they realized their audacious goal had become reality. All the work, heartbreak, stress, fights, and disappointments had been worthwhile. The journey from seventh place to Olympic champions wasn't just about athletic performance—it represented a comprehensive approach to achievement that transfers directly to business and personal contexts. The crew's transformation began with a crystal-clear purpose that guided every decision. They developed performance-focused routines, constantly reviewing what worked and what needed improvement. They built team dynamics based on honest communication and shared commitment. Perhaps most importantly, they maintained unwavering belief in their potential despite external doubts. Businesses face similar challenges: cultivating high-performing teams, navigating change, maintaining momentum through setbacks, and making high-stakes decisions under pressure. The same principles that propelled the crew to gold can transform organizational performance. By focusing relentlessly on what makes the metaphorical "boat go faster," teams eliminate activities that don't contribute to success. By creating environments where honest feedback flourishes, they accelerate improvement. By celebrating discomfort as a sign of growth, they embrace the changes necessary for breakthrough results. The medal ceremony represents the visible moment of triumph, but the real victory lies in the transformative journey that preceded it—a journey available to anyone willing to apply these principles with equal commitment and courage.

Chapter 7: High-Performance Conversations: Communication That Delivers Results

In July 2000, just weeks before the Olympics, Ben reflected on how far the crew had come in their ability to have honest, performance-enhancing conversations. He recalled his early days in the national team, when feedback often came as brutal criticism from teammates or coaches. During one October training session in 1991, Ben experienced this firsthand when an experienced teammate berated him continuously, using profanity to highlight his technical flaws. When Ben asked the coach for feedback afterward, Jürgen snapped at him for always requesting input. Over time, Ben learned to ask better questions and find useful information even in harsh delivery. The crew's communication evolved dramatically through structured feedback sessions facilitated by their psychologist, Chris "Shambles" Shambrook. In January 1999, they gathered in a cramped boardroom where Shambles had summarized everyone's confidential input about their strengths, what they needed from others, and what others needed from them. The initial session was uncomfortable—Ben was "really pissed off" at feedback suggesting he wasn't positive enough in his criticism—but it established a foundation for more productive conversations. By the time they reached the Olympic Village, their communication had transformed completely. During a planning meeting, Louis calmly asked one teammate to continue giving him feedback about rowing, but for the twelve days until the final, requested they not speak about non-rowing topics. The response was a simple "sure." What would have earlier sparked conflict had become a straightforward exchange because the crew had practiced having difficult conversations for two years. The crew discovered three types of high-performance conversations that accelerated their progress. First, they learned to ask for feedback effectively—being specific about what they wanted input on and treating responses as valuable information rather than personal attacks. Second, they mastered "telling it how they see it"—voicing concerns or insights that might create opportunities for improvement. Finally, they developed frameworks for making decisions efficiently, avoiding endless debate through clear processes. The key insight throughout was purpose—conversations weren't about ego, venting, or social niceties, but about making the boat go faster. This clarity transformed potentially difficult exchanges into productive tools for improvement. By asking whether a conversation would improve performance, they eliminated unproductive communication and focused on what mattered. This approach applies equally in professional and personal contexts. Whether leading a team meeting, providing feedback to colleagues, or discussing important matters with family members, focusing conversations on a clear purpose dramatically improves outcomes. The quality of our results often directly reflects the quality of our conversations.

Summary

Imagine standing at the starting line of your greatest challenge, knowing with absolute certainty that you possess everything needed to succeed. This sense of clarity and conviction isn't reserved for Olympic athletes—it's available to anyone willing to apply the principles that transformed Ben Hunt-Davis and his crew from also-rans to champions. Their journey reveals that extraordinary achievement doesn't require extraordinary talent, just extraordinary focus and commitment. The golden question—"Will it make the boat go faster?"—provides a deceptively simple framework for navigating life's complexities. When we define our gold medal, connect it to daily actions, build momentum through small wins, create supportive teams, manage pressure effectively, and communicate with purpose, we discover untapped potential. The true power of these strategies lies in their universality—whether applied to business leadership, personal relationships, or individual growth. By controlling what we can control, celebrating discomfort as a sign of growth, and maintaining unwavering belief, we can transform our most audacious dreams into lived reality. Your starting line awaits. The only question is: are you ready to make your boat go faster?

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Harriet Beveridge

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