In Great by Choice, Jim Collins introduces the idea of the 20 Mile March. This is based on a metaphor. Imagine walking from San Diego to Maine, covering three thousand miles on foot. Instead of walking as far as you can on good days and hiding in your tent on bad ones, you commit to walking 20 miles every single day. This does not mean walking 5 miles when it is difficult, and you are tired, or walking 40 miles when the weather is perfect, and you are well rested. It means walking 20 miles every day consistently. The point is not speed, but discipline.

Collins contrasts two walkers. The first sticks to 20 miles, whether it is scorching hot, snowing, or pleasant. The second overexerts himself in good conditions and stops when things get tough. Over time, the steady walker walking 20 miles every day consistently wins. The second walker burns out.

This metaphor shows how strong companies behave in uncertain environments.

What the 20 Mile March Really Means

The 20 Mile March is about setting a clear performance standard and hitting it with consistency. This must come from internal motivation. No one can force it upon you. It is up to you to decide what your ’20 miles’ are, and then you commit to achieving them year after year.

Collins found that the companies he calls ‘10X companies’ followed this pattern even in fast-changing and chaotic industries. They did not alter course between extremes. They avoid the temptation to grow recklessly when times are good, and they refuse to collapse when conditions turn harsh.

This discipline must be adopted early, as the 20 Mile March is a driver of success.

Why This Matters For Entrepreneurs

Entrepreneurs often live in extremes. One month brings record sales and confidence, and the next brings setbacks. It is tempting to react emotionally. When business is booming, you quickly hire, launch new products, and expand aggressively. When it slows down, you freeze spending and stop.

The 20 Mile March offers a different approach. Instead of chasing momentum or panicking in downturns, you set a steady, realistic target. This might mean committing to a specific level of monthly revenue growth, maintaining a disciplined hiring practice, or sticking to a consistent product development timeline. The target must be both demanding and achievable.

On good days, you should not double your effort just because you can. And on bad days, you should not excuse yourself from your target. You find a way to meet it. This builds something more valuable than short-term wins. When your company hits targets repeatedly, even in downturns, trust grows.

Control What You Can

Many forces that affect your business are outside of your control. This may be due to shifts in the market, competitors, new technology, or economic downturns. These are all out of your control. What you can control is your march.

When you commit to a clearly defined march, you create stability in unstable conditions. You focus on actions within your reach rather than panicking over variables out of your control.

The 20 Mile March only works if you remain consistent. Setting targets and missing them undermines credibility. The strength of this concept lies in consistency.

Key Takeaways

  • Stay consistent. Steady and disciplined performance over time outperforms bursts of effort followed by burnout.
  • Set clear and achievable targets. Define your ’20 miles’ and commit to hitting them year after year, especially when conditions are rough.
  • Hold back in the good times and push through the bad times.
  • Focus on what you can control. Markets and external shocks are unpredictable, but your discipline and self-set targets are within your control.
Thought Leadership