The One Thing That Determines Success
Sometimes a single detail can make the difference between success and mediocrity, if someone sticks to it consistently. A story from the world of film illustrates this point vividly.
In 1975, a young actor with no money and no notable roles was sitting in front of the TV watching a boxing match. Muhammad Ali faced the long-shot underdog Chuck Wepner, who held his own almost until the final round. The actor went home and wrote a screenplay in three days: «Rocky.» The man’s name is Sylvester Stallone.
A studio wanted to buy the screenplay for $300,000—and later, for significantly more. One condition stood in the way: Stallone wanted to play the lead role himself. No one knew him as an actor. The studio turned him down. So did Stallone—several times.
He could have sold it and become rich overnight. Instead, he insisted on taking the role for a fraction of his original fee. «Rocky» won three Oscars, including Best Picture.
One point that was non-negotiable
What's particularly interesting about this story is the structure of the decision. Stallone negotiated almost everything: the price, the terms, the timing. There was one thing he wouldn't negotiate: his role as the lead actor.
I often encounter this pattern in companies, usually in reverse. Teams spend a great deal of time debating the one issue that will determine the outcome of a project, while at the same time getting bogged down in trivialities. The budget is discussed for weeks on end, while the fundamental strategic question remains unresolved.
Three Observations from Real-World Experience
First: Clarity on that one point. If you treat everything as equally important, you’ll end up with nothing you truly stand for. Stallone knew exactly what mattered. Everything else was negotiable.
Second: The price of taking a clear stand. Someone once told me that taking a clear stand sometimes comes at the cost of someone else’s approval. At first, the studio was upset by Stallone’s stance. He stood by it nonetheless.
Third: The willingness to take a chance on an unknown quantity. An unknown lead actor was a risk for the studio. For Stallone, it was the only option that mattered to him.
For Your Own Practice
Three questions on this topic:
- In your current project, what single factor will determine the outcome, and are you currently negotiating that very point?
- Where do you get bogged down in trivialities while the real question remains unanswered?
- What risk would you be willing to take if you were completely convinced of something?
The one decision that determines the outcome of a project deserves this clarity.
To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch
