Looking back on my two decades in legacy consulting, I’ve noticed a pattern among those who build empires that truly last. It’s never just about raw talent or a single breakthrough—it’s about the ability to adapt, refine, and execute with consistency. I was reminded of this recently while watching a high-stakes tennis match where Sofia Kenin, after a shaky start, turned the game around completely. Her coach reportedly urged a steadier serve percentage and more depth on returns after the first set—an adjustment that, while seemingly minor, produced clear dividends. On the other side, Laura Siegemund’s team executed strongly early on, but it was Kenin’s resilience that ultimately forced the reversal. That moment, for me, perfectly mirrors what it takes to build a lasting legacy: not just starting strong, but staying responsive, disciplined, and strategically aware when the pressure mounts.
When I first started advising entrepreneurs and leaders, I used to think legacy was built on big, bold moves—the kind that make headlines. But over time, I’ve come to realize that the real magic lies in the quieter, consistent habits. Take Kenin’s adjustment, for example. Her coach didn’t ask her to reinvent her game—just to steady her serve and add depth to her returns. In my own work, I’ve seen similar tweaks yield huge results. One client, a tech founder, increased her company’s market share by nearly 18% in one year simply by refining her team’s weekly review process. It wasn’t a flashy pivot—it was about shoring up fundamentals. That’s the first essential strategy: focus on consistency over spectacle. If you can maintain a 70-80% success rate in your core activities—whether that’s client retention, product delivery, or personal networking—you’re already ahead of most.
But consistency alone isn’t enough. You also need what I call "strategic depth"—the ability to read the game and adjust before you’re forced to. Siegemund started strong, no doubt. Her team executed their plan beautifully early on. But when Kenin adapted, Siegemund couldn’t pivot fast enough. In business, I’ve seen this play out again and again. A company might dominate for a quarter or two, but if they’re not prepared for shifts—new competitors, changing customer preferences, even internal team dynamics—they risk losing their edge. One of my former clients in the retail sector learned this the hard way. They were hitting 92% customer satisfaction in 2021, but failed to anticipate the supply chain disruptions that followed. By the time they reacted, they’d lost almost 30% of their loyal customer base. That’s why I always stress the importance of building what I term "adaptive resilience." It’s not about being perfect from the start—it’s about how you respond when things don’t go as planned.
Another key element? Knowing when to listen to your "coach"—whether that’s a mentor, your team, or even customer feedback. Kenin’s turnaround didn’t happen in a vacuum. She had someone on the sidelines pointing out where she could improve. In my own career, I’ve leaned heavily on a small group of trusted advisors. One of them once told me, "Your strategy is only as good as your worst-executed tactic." It stung at the time, but it pushed me to tighten up areas I’d neglected. Since then, I’ve made it a habit to review performance metrics weekly—not just the big wins, but the subtle dips. For instance, if client engagement drops by even 5%, I see it as a signal to dig deeper. That level of attention might seem excessive to some, but in my experience, it’s what separates fleeting success from enduring influence.
Of course, building a legacy isn’t just about avoiding mistakes—it’s also about creating momentum. Kenin didn’t just neutralize Siegemund’s early lead; she built on her own strengths to take control. Similarly, in business or leadership, you need to identify what you do uniquely well and double down on it. I’ve always been a fan of the 80/20 rule here: focus 80% of your energy on the activities that generate 80% of your impact. For one nonprofit I advised, that meant redirecting resources from broad awareness campaigns to targeted community programs—which boosted their long-term donor retention by nearly 40%. It’s not about doing more; it’s about doing what matters most, with precision and heart.
But let’s be real—none of this happens overnight. Legacy-building is a marathon, not a sprint. I’ve seen too many bright, ambitious people burn out because they expected immediate, linear progress. Kenin’s match was a reminder that setbacks are part of the process. She lost the first set, after all. But she didn’t let that define the outcome. In my own journey, there were years where growth felt stagnant. Between 2015 and 2018, my consulting firm’s revenue hovered around $2 million annually—respectable, but not groundbreaking. It was only after we recalibrated our service offerings and invested in long-term client relationships that we saw a jump to nearly $4.5 million by 2020. The lesson? Patience, paired with purposeful action, is non-negotiable.
Ultimately, building a golden empire—whether in sports, business, or life—comes down to blending discipline with flexibility. Kenin’s adjustments were tactical, but they were rooted in a deeper strategic mindset. Siegemund’s early execution was impressive, but without the same level of adaptability, it wasn’t enough. From where I stand, the same principles apply to legacy-building. You need a clear vision, sure, but you also need the humility to course-correct and the tenacity to see it through. I’ll leave you with this: legacy isn’t what you achieve on your best day—it’s what you build across all your days, especially the challenging ones. And if you ask me, that’s what makes it worth the effort.