Talent Is Overrated (Review and Analysis of Colvin's Book)
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About this ebook
This complete summary of the ideas from "Talent Is Overrated" explains that talent is not born, it is made, and exposes how to make it. In this useful summary, the concept of 'deliberate practice' is exposed, as well as its 5 key elements and the ways in which it can be implemented, both at a personal level and at the scale of a company.
Added-value of this summary:
• Save time
• Understand the key concepts
• Expand your knowledge of management
To learn more, read "Talent Is Overrated" and discover how to make your talent!
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Talent Is Overrated (Review and Analysis of Colvin's Book) - BusinessNews Publishing
Book Presentation: Talent is Overrated by Geoff Colvin
Main Idea
Main Idea
The assumption has always been that the world-class performers in any field are born with what it takes to excel – it’s a gift you either have or you do not have. A growing body of scientific research is now showing this is not in fact the case at all. Genuinely superior performance is based on what researchers term deliberate practice
– a very well-defined set of activities which world-class performers pursue diligently. The more deliberate practice they do, the better they perform. To deliver a genuine world-class performance, tons of deliberate practice is put in well past the point at which other people give up and it is this which tends to be the differentiating characteristic of top achievers.
Put another way, success is 99 percent hard work. High achievement in any field isn’t reserved for those few who are genetically equipped one way or another. It’s available to anyone and everyone who is willing to pay the price. As individuals, if we learn how to harness the principles of deliberate practice more fully, we can become much better at everything we do. And similarly, if organizations become better at deliberate practice, a sustainable competitive advantage can be earned and ultimately enjoyed.
The central question remains not what we were born with but whether or not we are willing to pay the price that is required for greatness.
It turns out that our knowledge of great performance, like our knowledge of everything else, has actually advanced quite a bit in the past couple of millennia. Scientists began turning their attention to it in a big way about 150 years ago, but what’s most important is the growing mountain of research that has accumulated in just the past 30 years. These hundreds of research projects have converged on some major conclusions that directly contradict most of what we all think we know about great performance
.
– Geoff Colvin