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- Herausgeber: Business Book Summaries
- Kategorie: Fachliteratur
- Sprache: Englisch
The must-read summary of Geoff Colvin's book: “Talent Is Overrated: What Really Separates World-Class Performers from Everybody Else”.
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!
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 38
Veröffentlichungsjahr: 2013
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Book Presentation: Talent is Overrated by Geoff Colvin
Main Idea
Book Presentation: Talent is Overrated by Geoff Colvin
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
About the author
GEOFF COLVIN is senior editor at large for Fortune magazine. In addition to serving as the lead moderator for the Fortune Global Forum, Mr. Colvin is a widely respected commentator on leadership and management, globalization, shareholder value creation, the environmental imperative, and related issues. A graduate of Harvard and New York University, Mr. Colvin appears daily on the CBS Radio Network. He has also co-anchored Wall Street Week on PBS for a number of years.
1. The Mystery - What generates world-class performance in any field?
What is it that sets world-class performers in any field apart from the average performers? All kinds of theories and suggestions have been put forward including:
The only problem is none of these suggestions turn out to be correct when you examine the data.
It’s comforting to think exceptional performers are obviously born with different natural gifts which allow them to excel. This explains very neatly:
Why they find it easy to do what we consider to be hard.Why high performers are so rare.Why excellence can sometimes come at a very young age.The other added advantage of this explanation is it can also explain why we are average performers in our field – we just weren’t born with the right genes. This is a very tidy cop out and rationale for adequate performance rather than exceptional performance of our own responsibilities.
The only problem is performance research carried out over the past 30 years or so has pretty much discounted the concept of natural gifts as a reason for the achievements of top performers. When you scratch beneath the surface, you’ll find phenomenal success is based much more on hard work and training than it ever is on an innate gift of any kind.
Whenever people speak about natural-born talent, the two most prominent examples which get mentioned are Tiger Woods and Mozart. Both are considered to be child prodigies who were doing amazing things at very young ages. When you look at these and other top performers, however, some rather different explanations become plausible:
