We Interrupt Our Regularly Scheduled Program

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Although this blog is about a specific dream, I feel free to put in whatever catches my attention at the moment although you could say it’s related in that it’s still about how dreams of excellence can be realized.  This morning, there was an old issue of Fortune Magazine lying around near the kitchen, a relic from the past of 2006 and there’s an article that I ended up underlining.

Quotes from What It Takes to be Great by Geoffrey Colvin (Fortune Magazine, October 30, 2006):

In virtually every field of endeavor, most people learn quickly at first, then more slowly and then stop developing completely. Yet a few do improve for years and even decades, and go on to greatness. . . . . . How are certain people able to go on improving?  The answers begin with consistent observations about great performers in many fields.

 

The first major conclusion is that nobody is great without work. It’s nice to believe that if you find the field where you’re naturally gifted, you’ll be great from day one, but it doesn’t happen. There’s no evidence of high-level performance without experience or practice.

Reinforcing that no-free-lunch finding is vast evidence that even the most accomplished people need around ten years of hard work before becoming world-class, a pattern so well established researchers call it the ten-year rule.

 

The best people in any field are those who devote the most hours to what the researchers call “deliberate practice.” It’s activity that’s explicitly intended to improve performance, that reaches for objectives just beyond one’s level of competence, provides feedback on results and involves high levels of repetition.

 

The evidence, scientific as well as anecdotal, seems overwhelmingly in favor of deliberate practice as the source of great performance. Just one problem: How do you practice business? Many elements of business, in fact, are directly practicable. Presenting, negotiating, delivering evaluations, deciphering financial statements – you can practice them all.

Still, they aren’t the essence of great managerial performance. That requires making judgments and decisions with imperfect information in an uncertain environment, interacting with people, seeking information – can you practice those things too? You can, though not in the way you would practice a Chopin etude.

Instead, it’s all about how you do what you’re already doing – you create the practice in your work, which requires a few critical changes. The first is going at any task with a new goal: Instead of merely trying to get it done, you aim to get better at it.

 

Research shows they process information more deeply and retain it longer. They want more information on what they’re doing and seek other perspectives. They adopt a longer-term point of view. In the activity itself, the mindset persists. You aren’t just doing the job, you’re explicitly trying to get better at it in the larger sense.

Again, research shows that this difference in mental approach is vital. For example, when amateur singers take a singing lesson, they experience it as fun, a release of tension. But for professional singers, it’s the opposite: They increase their concentration and focus on improving their performance during the lesson. Same activity, different mindset.

Feedback is crucial, and getting it should be no problem in business. Yet most people don’t seek it; they just wait for it, half hoping it won’t come.

 

“Some people are much more motivated than others, and that’s the existential question I cannot answer – why.” . . . . . . The critical reality is that we are not hostage to some naturally granted level of talent. We can make ourselves what we will.

Sorry for chopping up the article that way, rather like a dismembered Frankenstein monster.  If you want to read the whole piece, it’s available here online.

It intrigues me why people are more motivated than others.  What makes people highly driven and why are others not as driven?   On the other hand, you want to appreciate people in their entirety and uniqueness.  Drive is just one aspect and for some it’s not as important or as much as a priority for others.  Some people impose their standards on others and wish people to be just as driven as them, or to at least increase their “drive” level to a more socially acceptable degree.  However, the internal workings inside each person is so one-of-a-kind, we can’t expect everyone to march at the same pace or to even have the same definitions of success.   Do you notice I’m going around in circles?

Sometimes, I am the subject of such expectations and sometimes, I am the one holding similar apprehensions.  So that explains the circle but in the end, we are only responsible and accountable for our own self.

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On a similar note of searching, I found THIS VIDEO that my sister, Denise posted on Facebook.  If you read the quotes above, you’d probably want to watch the entire video, too. Or if you skipped through the quotes to arrive at this end, you can click on the video link. 

 

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