Talent Is Overrated: What Really Seperates World Class Performers From Everybody Else by Geoff Colvin

Dec 10, 2008

Robert rated it

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Colvin set out to answer this question: "What does great performance require?" In this volume, he shares several insights generated by hundreds of research studies whose major conclusions offer what seem to be several counterintuitive perspectives on what is frequently referred to as "talent." (See Pages 6-7.) In this context, I am reminded of Thomas Edison's observation that "vision without execution is hallucination." If Colvin were asked to paraphrase that to ind...moreColvin set out to answer this question: "What does great performance require?" In this volume, he shares several insights generated by hundreds of research studies whose major conclusions offer what seem to be several counterintuitive perspectives on what is frequently referred to as "talent." (See Pages 6-7.) In this context, I am reminded of Thomas Edison's observation that "vision without execution is hallucination." If Colvin were asked to paraphrase that to indicate his own purposes in this book, my guess (only a guess) is that his response would be, "Talent without deliberate practice is latent" and agrees with Darrell Royal that "potential" means "you ain't done it yet." In other words, there would be no great performances in any field (e.g. business, theatre, dance, symphonic music, athletics, science, mathematics, entertainment, exploration) without those who have, through deliberate practice developed the requisite abilities.

Colvin duly acknowledges that deliberate practice "is a large concept, and to say that it explains everything would be simplistic and reductive." Colvin goes on to say, "Critical questions immediately present themselves: What exactly needs to be practiced? Precisely how? Which specific skills or other assets must be acquired? The research has revealed answers that generalize quite well across a wide range of fields." Even after committing all of my time and attention to several years of deliberate practice, under the direct supervision of the best instructor (e.g. Hank Haney, Butch Harman, or David Leadbetter) I probably could not reduce my handicap to zero but I could lower it under those conditions. Colvin's insights offer a reassurance that almost anyone's performance can be improved, sometimes substantially, even if it isn't world-class. Talent is overrated if it is perceived to be the most important factor. It isn't. In fact, talent does not exist unless and until it is developed...and the only way to develop it is (you guessed it) with deliberate practice. When Ben Hogan was asked the "secret" to playing great golf, he replied, "It's in the dirt."

Throughout his narrative, Colvin inserts clusters of insights and recommendations that literally anyone can consider and then act upon to improve her or his individual performance as well as helping to improve the performance of a team of which she or he is a member. For example:

1. Attributes of deliberate practice (Pages 66-72)
2. What top performers perceive that others do not notice (Pages 89-94)
3. Benefits of having a "rich mental model"(Pages 123-124)
4. Rules for peak performance that "elite" organizations follow (Pages 128-136)
5. Misconceptions about innovation and creativity (Pages 149-151)
6. How innovators become great (Pages 159-161)
7. How to make organizations innovative (Pages 162-166)
8. What homes can teach organizations (Pages 172-175)
9. The "drivers" of great performance (Pages 187-193)
10. How some organizations "blow it" (Pages 194-198)

Corbin provides a wealth of research-driven information that he has rigorously examined and he also draws upon his own extensive and direct experience with all manner of organizations and their C-level executives. (less)

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Sep 06, 2009

Kate rated it

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The takeaway from this approachable book is that a particular kind of practice--what Colvin refers to as "deliberate practice"--is what allows mere mortals (who include all of us, even Mozart, he argues) to painstakingly climb toward world-class performance in our respective fields. Colvin spends a few chapters arguing that talent, an inborn gift most of us assume is responsible for world-class performance, is a slippery concept whose cause-and-effect relationship to excellence hasn't ...more

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May 17, 2010

getAbstract rated it

Telling examination of the power of practicing

Author Geoff Colvin rejects the popular notion that the genius of a Tiger Woods, a Mozart or a Warren Buffett is inborn uniquely to only a few individuals. He cites research that refutes the value of precocious, innate ability and he provides numerous examples of the intensely hard work that high achievement demands. Best performers’ intense, “deliberate practice” is based on clear objectives, thorough analysis, sharp feedback, and layere...more

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Aug 08, 2011

Elizabeth added it · review of another edition

Colvin argues that excellence is the result not of great talent, but of deliberate practice, a specific kind of hard work. Colvin notes that in the last century, top performers in fields like athletics and chess have exceeded achievements of earlier much-lauded champions, and that's because people today are not stronger or smarter, but better at training.Colvin also talks about deliberate practice with respect to business, and there's a bit about music (which appears to be a field in which "...more

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Feb 04, 2012

Robyn Blaber rated it

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Shelves: american-literature, non-fiction

Well, I think I could have written this book and made it a lot shorter. 3 stars is perhaps low considering that the research was good... and that I agree with the author's findings. It's just that the conclusion was obvious. How do you advance to a world class at some skill? Malcolm Gladwell explained that in his book outliers; simply spend 10,000 hours at a thing. You'll become a master.

Colvin points out that many people spend years... 10,000 hours plus at a task, however they ne...more

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Jan 09, 2012

Tie Kim rated it

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I occasionally get teased at work for being a logophile. Thus, I felt somewhat vindicated reading the author's comment that Ben Franklin believed it was important to increased one's "stock of words" to express specific meaning in an apposite manner :)

The author has conducted vast research in putting together a highly readable and enjoyable book. I appreciate his reference to Nobel Prize winner, Herb Simon, a brilliant economist [if you can get a copy of Simon's "Models...more

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Nov 29, 2011

Elizabeth rated it

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Shelves: non-fiction, business, personal-development

This book aims to answer the questions - are truly talented people born with it, or is it something they can develop? If they can develop it, how can this process be facilitated?

The title of the book gives away the answer to the first question, extraordinary talent is developed through years of "deliberate practice."
Colvin further looks at how organizations, parents, others can help or hinder the process. He explores and explains where he can how much of the drive,...more

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Aug 11, 2011

Alex rated it

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I read this as a primer to the study of expertise, which is something I'd like to learn more about academically. So my rating of 3 stars is more a reflection of my intrinsic interest in the topic than the quality of the book. As a piece of writing and reporting, I'd put it at 2 stars--Colvin is at his best when he is explaining Anders Ericsson's research, but a bit out of his depth when he tries to draw independent conclusions.

Like several popularizations of social psychology theories...moreI read this as a primer to the study of expertise, which is something I'd like to learn more about academically. So my rating of 3 stars is more a reflection of my intrinsic interest in the topic than the quality of the book. As a piece of writing and reporting, I'd put it at 2 stars--Colvin is at his best when he is explaining Anders Ericsson's research, but a bit out of his depth when he tries to draw independent conclusions.

Like several popularizations of social psychology theories I've read, there is one great idea that has been mostly expressed within 100 pages. I was glad Colvin included a section on 'flow' at the end, because one of the main tenets of his early chapters is that deliberate practice is "not fun." Flow directly contradicts this, providing evidence that people often enjoy the rigors of practice. Colvin didn't take the time to edit out his earlier note about fun, but at least he takes into account another research perspective.

I was also bothered by a hypothesis he suggests later on that we can develop child prodigies by praising children before they have done well. I understand his logic--children who are praised often practice more and become more motivated because of the praise, and there is a temptation to want to jump-start the virtuous circle of practice -> praise -> practice with a careful praise intervention. However, as the self-esteem movement has taught us, praise disconnected from performance creates a culture that is afraid of failure, expects positive assessment without effort, and seriously impairs the natural ability of children--and adults--to learn from their mistakes. But that is a small section, and I'm nitpicking.

The best part of the book was the thrill of the first 100 pages--where Ericsson's incredible research shines through and readers are instilled with a passion for hard work as a method of betterment. After reading this, I was inspired to go out and take notes on how I would be able to practice everything I wanted to learn. The distinction between simple repetition or homework and deliberate practice--with its properties of feedback, focus on skills, and continual mental focus--also helps explain what a good practice regimen should involve.

If I were to recommend this book, I would tell people just to read the first 100 pages and skim any other chapters that seem interesting. But I would recommend those first 100 pages.(less)

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Jul 17, 2011

Bryan Kim rated it

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This is one of those books that hooked me with its very direct premise of a title. On the flip side, the title had me worried that the pages would be filled with vaguely inspirational, anecdotal fluff, wrapped together with weak logical connections. The first chapter didn't help alleviate my fears, but the rest of the book did.

The author does a great job presenting a litany of real research, and avoids stretching them past their natural conclusions. He first presents a case supporti...moreThis is one of those books that hooked me with its very direct premise of a title. On the flip side, the title had me worried that the pages would be filled with vaguely inspirational, anecdotal fluff, wrapped together with weak logical connections. The first chapter didn't help alleviate my fears, but the rest of the book did.

The author does a great job presenting a litany of real research, and avoids stretching them past their natural conclusions. He first presents a case supporting the overall premise of the title. Colvin does an especially convincing job deconstructing the very symbol of "divine spark" talent, Mozart. He objectively separates the myth from reality, and is alone worth price of admission.

Colvin then digs into the contours of "deliberate practice", the secret sauce of exceptional performance, relying heavily on Howard Gardner's comparative genius studies. Colvin takes care to relate concepts to business situations and occupations.

Lastly, Colvin tackles a meta counter to his own overarching premise: is hard work and unerring commitment itself an inborn talent? Colvin objectively presenting studies and anecdotes that poke holes in his theory. While he doesn't dismiss the "inborn talent" premise, he simply states that evidence has not born it out yet. But he doesn't stop there, really delving into how real or perceived inborn talents might spark the type of lifetime commitment that leads to exceptional performance.

<A few choice quotes and passages>:

"The effect is not the obvious one in which a person's muscles get bigger as a result of weight training, for example, but rather involves charecteristics that most people might think couldn't be changes. Endurance runners, for instance, have larger than average hearts, and attribute that most of us see as one of the natural advantages with which they are blessed. But no, research has shown that their hearts grow after years of intensive training; when they stop training, their hearts revert toward normal size. Athletes can change not just the size of their muscles but even the composition of them (the proportion of fast-twitch fibers to slow twitch) through years of practice." - pg. 103

(On beginning your journey toward exceptional performance: "Step one, obvious yet deserving a moment's consideration, is knowing what you want to do. They key word is not what, but knowing. Because the demands of achieving exceptional performance are so great over so many years, no one has a prayer of meeting them without utter commitment." -- pg. 109

"An important part of prework self-regulation centers on attitudes and beliefs. You may be thinking that figuring out specific goals and plans for what you'll be doing every day sounds hard. It is, and doing it consistently requires high motivation. Where does it come from? The best performers go into their work with the powerful belief in what researchers call their self-efficacy -- their ability to perform. They also believe strongly that all their work will pay off for them." -- pg. 117

"Douglas K. van Duyne, an internet entrepreneur who cofounded the Naviscent consulting firm, expressed the same view to the Times:' The idea of epiphany is a dreamer's paradise where people want to believe that things are easier than they are.'" -- pg. 159

"In some fields, such as science and math, fascination with the available problems seems to drive excellent performers. Benjamin Bloom, in his study of top-ranked young performers in several fields, found this motivation in some of them from their early years: "For most of the mathematicians, the joy of discovering a new way to solve a problem was more important than a high test score, receiving a good grade, or getting the teacher's approval for their work.' Many studies of scientists have reported a similar feeling; they get excited by new problems and find rewards not just in the solution but also in the process of seeking solutions". -- pg. 190(less)

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Sep 12, 2010

Trevor rated it

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Shelves: psychology, social-theory

This was surprising in some ways. The start of it is pretty much Gladwell’s Outliers, the end is pretty well Drive: The Surprising Truth About What Motivates Us and the middle is about the least interesting part of the book. So, I guess I would recommend those two books rather than this one, except that there were some things about this that made the whole thing worthwhile.

I’m more convinced than ever that talent is overrated. What is talent? Essentially it is directly connected ...moreThis was surprising in some ways. The start of it is pretty much Gladwell’s Outliers, the end is pretty well Drive: The Surprising Truth About What Motivates Us and the middle is about the least interesting part of the book. So, I guess I would recommend those two books rather than this one, except that there were some things about this that made the whole thing worthwhile.

I’m more convinced than ever that talent is overrated. What is talent? Essentially it is directly connected with performance – talented people are people who can perform well. So if you are trying to improve performance looking at the ‘innate’ abilities of the performer is probably the least interesting and least worthwhile thing to do. Surely the best way to improve performance is to look at what high performers DO and work out how to help weaker performers do that.

Much of this book is about the benefits of deliberate practice – which is, doing stuff that is not fun to do so as to be able to be successful at something. That is, piano practice or pumping iron or swimming at 5am. However, I think he overdoes the ‘this is hard and horrible but needs to be done’ stuff. The real lesson is that if it is meaningful and is directed at a goal the person wants to go in then it will not be horrible. Meaning is key here.

The bits of this I liked the most were the little anecdotes he says along the way. My favourite of these as the CEO who would find out who was going to be having a birthday on his visits and during his talk would tell staff, “It’s Jane’s birthday – sing her her song.” And they would all sing Happy Birthday! And then he would say, once they had finished. “Look, that was okay, but only just okay – I want you to sing it again but this time do it better.” And then there would be a pause while everyone tries to work out what ‘better’ means. I loved this story so much. Sometimes feedback isn’t just poor, it actually stops performance altogether. If you know you need to improve but have no idea how or what might help you are going to tend to give up.

His stress on learning is hard is the opposite of what I really believe – learning is generally effortless, practice may be hard, but if it is meaningful the ‘hard / easy’ opposition really doesn’t apply. I know that it is hard to feel more alive than after ‘getting it’. What gets called ‘hard work’ is often just play that requires lots of focus.

So, this was okay – but I would recommend the other two books first. They are both better written than this one (not that this one is not competently done) and much more engaging.
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Jun 25, 2010

Jeremy rated it

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May 24, 2010

Tim rated it

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This book, like Malcolm Gladwell's Outliers, bases the core of its argument on a study done in a German music school several years ago. The findings of the study were that three main factors separate truly great performers (musicians who had potential for successful solo careers) from good performers (musicians who could probably make a living on their music but weren't going to blow anyone away) from decent performers (musicians who were more interested in teaching than performing); the factors...moreThis book, like Malcolm Gladwell's Outliers, bases the core of its argument on a study done in a German music school several years ago. The findings of the study were that three main factors separate truly great performers (musicians who had potential for successful solo careers) from good performers (musicians who could probably make a living on their music but weren't going to blow anyone away) from decent performers (musicians who were more interested in teaching than performing); the factors are amount of time spent practicing, level of family support, and involvement of somebody like a coach. Both Gladwell and Colvin focus on the first of these factors, boiling it down to something called the Ten Thousand Hour Rule. If you practice any skill for twenty hours a week for ten years, you will become a genius at it.

This is basically Colvin's argument. Of course, the quality of the practice matters, in addition to the quantity. The practice time needs to be designed to improve performance, should be repeatable, should be mentally demanding, shouldn't be fun, and continuous feedback should be available to the practicer. Colvin calls this Deliberate Practice, and it's the key to success. The book invokes Benjamin Franklin at one point in an anecdote in which Young Ben learns to become a brilliant writer by translating essays he admires to poetry and then back to prose; the book and its argument fit nicely into the tradition of the American Self-Made Man. It's a more sophisticated version of the Horatio Alger scenario, where grit and determination will get you where you want to go.

I liked this book. I think hard work is important, and I like the idea that working diligently and working effectively are the ingredients of success. What I wonder about, though, is what makes the difference between geniuses and the very successful. I'm convinced (in part because of this book) that genius can't occur without hard work, but that concept doesn't seem to fully account for people like Shakespeare or Einstein or Mozart. In other words, I think all geniuses work hard, but all people who work hard aren't geniuses, and why is that? Overall, though, the book did a solid job of making the case for necessity of deliberate practice.

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Mar 02, 2010

Chris Wolak rated it

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Shelves: audio-book, business, self-help-metaphysical-spiritual

I have a two hour commute each day and usually listen to free podcasts about books or running, but I recently discovered that I can download audio books for free from the library via My Media Mall. I have a hard time with audio books because the reader's voice and performance can quickly kill a book for me. Its all I can do right now to restrain myself from boring you with stories of bad audio books past. I'm still traumatized by an especially horrific Moby Dick experience. Suffice it to say...moreI have a two hour commute each day and usually listen to free podcasts about books or running, but I recently discovered that I can download audio books for free from the library via My Media Mall. I have a hard time with audio books because the reader's voice and performance can quickly kill a book for me. Its all I can do right now to restrain myself from boring you with stories of bad audio books past. I'm still traumatized by an especially horrific Moby Dick experience. Suffice it to say now that David Drummond, the reader of Talent is Overrated, is a decent reader.

Geoff Colvin takes on the age-old assumption that people who are the 'great leaders' of their field arrive on earth with an inborn talent. Greatness isn't destiny or DNA, rather it boils down to decades of intentional practice and sacrifice at the level that most of us are not willing to make. Colvin writes for Fortune magazine and points out that many people typically think about greatness in sports and music, but not business. Although we know athletes and musicians are trained and coached, we also make the assumption that they have an inborn talent for their sport or instrument when really, they don't.

Colvin identifies four factors that contribute to great performance:

1. Years of intentional practice
2. Analysis of your results
3. Learning from your mistakes
4. Coaching by progressively more advanced teachers

Two examples that Colvin discusses are Mozart and Tiger Woods. Both men are thought to have an inborn natural talent, but by looking at their histories Colvin identifies many similarities: both men were introduced to music/golf at extremely young ages, both had fathers who were teachers in their respective fields, and both spent years focused on very intentional practice before most of their peers even started to learn music/golf. By the time Mozart and Tiger Woods were teens, they already had over ten years of intense training and intentional practice and so looked like wizards compared to the other boys and girls their age.

I've read bits of Malcolm Gladwell's The Outliers, which also came out in 2008, and his idea of 10,000 hours of practice to achieve greatness seems to be in line with Colvin's findings. I know this topic of greatness and how to achieve it is as old as the hills, but the big take away from Colvin's book for me is the idea of intentional practice, of really breaking things down into small bits and practicing that. For example, when hobbyist golfers practice, they'll go to the driving range and hit their standard 100-300 balls. Tiger Woods, on the other hand, goes to a sand pit, places a ball on the sand, steps on it, and then practices getting out of that situation. He may rarely find himself in that predicament during a tournament, but its those little details that can bring huge rewards.

Colvin wonders about using the Mozart/Woods model to mentor and train future business leaders, which is completely possible. He points out, however, that it might be hard to handle a leader of a large-scale business who is a teen. In that context socialization plays a huge role. We are social creatures and although leadership is found at all ages, it does take significant years of life experience to refine one's leadership ability in order to lead adults for a sustained period of time. This subject made me think about the myths surround Mozart's maturity (or lack, thereof) as well as Tiger Wood's recent interpersonal problems. It is this psycho-social aspect of greatness that I find fascinating, but it is not Colvin's focus.

Long story short: if you're not yet great, go out and find a teacher to challenge your current level of proficiency and then practice, practice, practice--intentionally--for at least ten years. Oh, and a supportive family would be nice, too. Good luck, and may The Force be with you! (less)

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Nov 24, 2009

Diana rated it

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I took this book out of the library and read it over two days. The writing style was dry at times, but clearly written and well organized. Colvin sets up the book by deconstructing what talent is *not* -- an inborn gift, a genetic predisposition, or even exposure at an early age. It's sort of what you expect -- the product of hard work -- but with a twist: it's the repetitive practice of the key (and often difficult) skills underpinning success, putting in the hours even when you don't feel like...moreI took this book out of the library and read it over two days. The writing style was dry at times, but clearly written and well organized. Colvin sets up the book by deconstructing what talent is *not* -- an inborn gift, a genetic predisposition, or even exposure at an early age. It's sort of what you expect -- the product of hard work -- but with a twist: it's the repetitive practice of the key (and often difficult) skills underpinning success, putting in the hours even when you don't feel like it. For example, he talks about young British musicians who were admitted to an exclusive conservatory. Most of them started music lessons when they were young and they weren't labeled "prodigies" or especially talented. They tended to practice the same # of hours as all their other peers. But then around age 10-12, their peers' #s of practice hours began to drop off, but theirs went up. They simply put more quality time at the piano/instrument each week. The more "talented" musicians typically practiced more; less "talented" = less practice.

Key here is not simply time, but practicing the right activities. These activities, Colvin points out, are usually the not-so-fun things -- they can be extremely hard to master, boring -- analyzing a P&L statement in mere seconds, making a difficult shot at the GHO, hitting a certain note in an opera. That's why there are so very few talented people in the world -- most people can't be bothered to put in the effort that true talent requires.

I enjoyed this book and it made me think about my career as a writer a little differently. Not that I'm Shakespeare or anything, but when people say to me, "Oh, I wish I had your talent as a writer," I want to tell them it's not talent but years and years filling up notebooks, journaling, writing, then rewriting, and sitting down at the computer when I didn't feel like it and producing words. There are areas where I could be better at what I do (like writing faster) and this book helped me figure out what skills I needed to practice over and over again to reach a new level of competency.

I may even buy this book so I can refer to it again!(less)

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Jul 02, 2010

Michelle rated it

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Shelves: science-issues

Well, this was certainly a much better exposition of the "talent is learned, not inborn" thesis than Malcolm Gladwell's shallow treatment in Outliers. I'm impressed, but still not convinced. Colvin in general lays out the argument well, then undercuts himself by constantly referring to "best-performing" or "high-performing" individuals and companies--without ever telling us who these entities are, or how they are determined to be "high-performing." And ...more

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Aug 04, 2011

Xiaomin Zu rated it

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Shelves: leisure

There are numerous good points about this book: good information based on solid scientific research; pretty good writing (not master level but close); cogent argument and so on. That being said, this book leaves several threads hanging: why experience does not necessarily led to mastery and what distinguish learning through deliberate practice from normal working experience.

As a Chinese, I am totally buying into this because that's what I grow up with. And I think this book explains why Chinese...more

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Jan 15, 2012

Ryan Agrimson added it · review of another edition

Shelves: professional-texts

Talent is Overrated: What Really Separates World-Class Performers from Everybody Else by Geoff Colvin has a great deal of information that supports the idea that a larger percentage of great performance is intentional practice rather than talent. Using case studies from Mozart to Tiger Woods, Colvin finds an existing and measurable correlation between intentional practice hours and performance for any skill.

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Mar 18, 2010

Brian rated it

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Shelves: business, science

Highly recommended book about how to achieve a high level of performance in any field or endeavor.

The author refutes the notion of talent and the idea that we are born with abilities and predispositions that allow to to excel in some areas (math, music, sports, etc) relative to others. The thesis of the book is essentially to prove the saying that "perfect practice makes perfect" and he builds on Malcolm Gladwell's idea in "Outliers" that you need 10,000 hours of...more

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Mar 12, 2009

Rob the Obscure rated it

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This book gave me insight into why I do not have any hope of becoming a world-class jazz bassist at the age of 54 when I have been playing double bass for 3 years and maintaining a full-time day gig! (I did benefit by playing electric bass for a number of years prior to taking up the double bass.)

(smile)

I'll have to be content to play as well as I am able and be grateful that wonderful musicians allow me to play with them.

At any rate...the book summarizes som...more

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Jul 29, 2010

David rated it

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Shelves: nonfiction

The book started off with an engaging defense of the thesis from the title: talent is overrated, and "great performers" are not born great, but become great through lots of practice. This basic theme is illustrated by engagingly-written descriptions of psychological research -- think Freakonomics, Predictably Irrational, etc. by way of comparison.

And then, about halfway through the book, there was a topic shift. If I had started reading from the end to the front, as is so...more

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Jan 26, 2009

Jonathan rated it

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Shelves: have, business

A pop-science, Malcom Gladwell, type book on what makes people reach the top of their field. Its an easy to read, and he mixes in anecdotes and research fairly seamlessly, though at times not completely compellingly. The central thesis of the book is that thousands of hours of "deliberate practice" are what leads to excellence (examples: Jerry Rice, Tiger Woods); and he has some interesting research to back it up.

I wish he had gotten more into the psychology of why people...more

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Aug 13, 2011

Byron Wright rated it

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The good news is that anyone can be high performing. The bad news is that it takes a boatload of work to get there. This book demolishes the idea of the truly accomplished being inherently skilled.

Similar to Outliers by Malcolm Gladwell, it turns out that secret to success is based on deciding what you want to accomplish and then practice, practice, practice. Those that end up ahead often experience a bit of success and then put in the additional practice necessary to become good. It...more

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Dec 12, 2010

Tom rated it

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Shelves: favorites

This is a clear-eyed look at what it really takes to be world-class at anything, laying out the price of greatness.

The book is largely business-focused, but the application is universal, and the author strives for a broad appeal. It's revolutionized the way I approach my writing in an exhilliarating way.

I like the part near the end that invites readers to consider what's been laid out and look themselves in the mirror and decide what they really want out of life and the pri...more

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Apr 05, 2011

Ryan rated it

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Basically, talent only helps with the learning curve in the first few periods (days/weeks/months) etc. in any given field. Afterwards, what separates the true performers from everybody else is this: dedicated, deliberate practice, explained by the aphorism: practice doesn't make perfect, perfect practice makes perfect.

If the idea of thinking about how your learn and deliberately controlling every aspect of your performance while you're performing seems hard, it is. But this is prec...more

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Sep 07, 2009

George rated it

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The principal argument in this book is that great performance, that is, world-class excellent performance of the kind that we see in a golfer like Tiger Woods, a violinist like Itzhak Perlman, or a composer like Mozart, is neither the result of (1) hard work, nor (2) innate talent, as most people believe. Nor are a high IQ and a great memory necessary for great performance. Instead the factor that seems to explain the most about great performance is something the researchers call “deliberate p...moreThe principal argument in this book is that great performance, that is, world-class excellent performance of the kind that we see in a golfer like Tiger Woods, a violinist like Itzhak Perlman, or a composer like Mozart, is neither the result of (1) hard work, nor (2) innate talent, as most people believe. Nor are a high IQ and a great memory necessary for great performance. Instead the factor that seems to explain the most about great performance is something the researchers call “deliberate practice” – a highly specific kind of effort that great performers pursue.

“Deliberate practice” is designed specifically to improve performance. It must be repeated over and over again, preferably, but not necessarily, with feedback from a good teacher or a good coach. Reports from the great performers tell us that it is highly demanding mentally, whether the activity is purely intellectual, such as chess, or heavily physical, such as sports, and it isn’t much fun. The author explains the details and benefits of deliberate practice and how it works to create great performance.

So, what determines who makes this kind of demanding daily effort over long periods of their life? The author’s answer is that, although this passion comes mostly from within, it develops in certain people because of fortuitous circumstances. He says that it develops especially in children who start training at an earlier age (and thus have more time to practice), in a place where competition is sparse (so as not to discourage the novice), and who are excessively praised for their performance, regardless of whether it is especially good.

He discusses how the principles of "deliberate practice" can be applied to corporate organizations and to sparking innovation. He has a chapter on “Great Performance in Youth and Age,” which I especially liked!! But I thought the chapter “Where Does the Passion Come From?” was one of the best.

Although it was a bit disorganized, the book had an equal balance of anecdotes and results from scientific studies, which made it enjoyable. I was a bit disappointed that the answer was not more surprising (I was looking for a magic formula), but I agree with the authors conclusion that “deliberate practice” makes all the difference.(less)

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Jul 29, 2010

Juan Baez rated it

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Recommended to Juan by: Charlie Rose and Geoff Colvin

I didn't actually read this book. I listened on my endless hours of daily traffic. I did read Outliers. Both are very good books. I have to confess I "read" Talent is Overrated with a little bit of predetermination since I like very much Gladwell style. At the end I realize I liked the book as much as Outliers. Both books are somehow about the same subject: Talent/success, they even share same examples. They are complementary books. I enjoyed both. I would have to say Talent is overrat...more

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Mar 17, 2009

Mary rated it

How and where do top achievers come from? How do they differ from the rest of us? Achievers in this book come from all walks of life; Tiger Woods, Steve Balmer, Jack Welch, Chris Rock, The Polgar sisters, Ben Franklin and their differences are apparent but similarities abound. Some of the most common phrases your mom and dad said to you in childhood are common themes in this book. Some people seem to have everything, but those with the ability to practice, show up and perseverance seem to be ...more

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Jan 27, 2009

Chazz rated it

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On one hand, I think the subject matter is interesting, but on the other hand, sometimes the author spent too much time applying the concepts to areas that I wasn't interested in; eventually, I skipped maybe 20% of the book.

Still, it's an evidence-based look at "what really separates world-class performers from everybody else". Personally, I'm not so concerned with being #1 in the world (maybe just #1 in my world, just kidding). But, I do think the author gives good pointer...more

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Sep 17, 2010

L rated it

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Great book, that I think should be required reading for every teen. This is a book of case studies, supported by new research that shows that people aren't born talented. A person may have had a little spark that someone else noticed and decided to nurture a skill that person, becoming their teacher or mentor, which allowed the student to become great. Talent is really the outcome from years of focused "deliberate" learning with feedback. Something we can all do but because it is ...more

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Aug 21, 2009

Brian rated it

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Shelves: sports-training

This book is very similar to Talent Code but tackles the element of practice more deeply. The basic question this book answers is: Are people born with extraordinary talent? He makes case studies available to the reader, from many different skillsets. They challenge the status quo and the answers are surprising. If you have young children or want to become excellent at something this book will be very helpful as a guidebook for that pursuit.
There was a lot of information that was ...more

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topics	posts	views	last activity
Creativity and Passion	1	8	Nov 27, 2009 11:11am
Deliberate Practice Fueled By Passion	1	7	Nov 27, 2009 11:01am
Company Culture	1	5	Nov 27, 2009 10:50am

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