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
zone
Learning
zone
Panic 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