When Edwin Moses leaned away from the starter blocks for the 400 meter hurdles in the 1976 summer Olympics, no one knew what would follow.  He ran the race with such exceptional precision and exact technique that he stood out even before he crossed the finish line for Olympic gold.  But that event was just the beginning.  Over a 9 year period, he went on to win 122 consecutive races, including a second Olympic gold.  To sustain excellence over a field of world class athletes, Edwin approached the 400 meter hurdles with the demeanor (and education) of an MBA.  He developed and sustained a trademark technique, consistently taking 13 steps between each hurdle, which allowed him to pull away as his opponents changed their stride pattern in the second part of the race.  Edwin Moses understood how to attain and sustain excellence.

When we speak of sustainability, we are often speaking of green principles.  However, the term should apply equally to our ability to sustain excellence in the guest experience, especially in areas of operations.  More than just a concept, sustainability in operations begins with a commitment to excellence.  There is no ‘try’ in commitment; there is only ‘do.’

Hurdles to cross toward sustained excellence in operations:

• Inspire and sustain a commitment to excellence throughout your staff
• Identify the ‘trademark techniques’ and develop a sustainable system
• Continually condition and train the staff to follow the system

That’s just the first race.  The definition of excellence changes as we set new standards.  Sustainable excellence requires a mindset of continuous improvement.