Geoff Colvin’s “Talent Is Overrated”A REVIEW BY JOACHIM MACEBONG
On top of their game
The question of talent
We look at some of the most successful people in the world, and we know they are different from us. But why are they different?
The idea of talent and leadership being innate has been around for centuries, but is this really true?
The study of high performance is critical in today’s world due to rapidly rising standards in every area.
As researchers have looked for evidence to link high performance to innate abilities (like intelligence and so on), they have found little of it.
So, what does explain high performance?
It is called ‘deliberate practice’, and its principles hold enormous potential to increase the productivity of individuals and organisations
Elements of deliberate practice
It is designed to improve performance
High repetition
Continuous feedback
Demanding mentally (several hours a day, with breaks)
Not a lot of fun
Aim for your learning zone
Comfort zoneLearning zonePanic zone
Effects of deliberate practice
Superior perception
Superior knowledge
Superior memory
Models of deliberate practice
Music model (presentations, speeches, job evaluations, interviews, etc)
Analyse the text and determine the most important idea to be conveyed
Work on each section repeatedly, striving to express yourself more effectively
Feedback after each repetition either from a coach or from watching video.
Models of deliberate practice
Chess model
Case method, organized under themes
Used in business schools, and can be focused on specific areas that need improvement
The key question is: ‘What would you do?’
Feedback can be gotten from classroom interactions and the real-life actions of the subjects
Models of deliberate practice
Sports model
General conditioning (basics, basics, basics)
Specific skill development through simulations, etc
Further opportunities for deliberate practice
Before the work (setting specific goals, thinking about the process for reaching those goals)
Self observation
Post mortem
Actively deepening your knowledge about your field
Lessons for teams and organisations
Jobs should be tailored in a way that stretches the individual
Encourage leaders to be active in their communities
Understand the role of teachers and of frequent and accurate feedback (coaching and mentoring programs)
Catch them young
Inspiration over authority (We were made to do big things!)
Developing people for leadership should be a way of a life, a cornerstone of the organisation.
Develop teams, not just individuals
Chemistry and culture are key
Encouraging innovation in organisations
Deepening knowledge of the field helps spur innovation
Innovation comes in an incremental fashion
A management that encourages an atmosphere of innovation
Deliberate practice has benefits in youth and old age
Knowledge is the foundation of great performance, and the earlier the acquisition of this knowledge starts, the better.
A supportive environment at home is a key factor in exceptional performance
Deliberate practice can help stave off the effects of age in one’s chosen field
Where does the drive for excellence come from?
Intrinsic and extrinsic motivation: Which is more effective?
Colvin cites research which says that only intrinsic motivation enables to persist through the demands of high achievement over many years
This brings us to the topic of JOY!
Only a joyful disposition can sustain you through the ups and downs of attaining excellence
THANK YOU