Debunking the Talent Myth!!!

Categories: Leadership, Careers, Coaching, Change, Goals & Motivation

Everyone’s talking about ways to find opportunity amid economic chaos. Yet there’s something right under our noses that’s being overlooked: Times of crisis present unprecedented opportunities to stretch and develop real leadership capabilities.

What’s needed, specifically?

Hire more executive coaches, step up sessions, and implement more training and development programs.

In tough times, you cannot rely on talent and luck. Even when you have a talented team at the top, people need help in stretching their capabilities to meet the economy’s overwhelming demands. Your leaders can’t go it alone. You can’t, either.

Scientific research on great performance has persuasively shown that key abilities are developed. They don’t occur naturally. In fact, there may be no such thing as natural talent. It’s certainly not something you want to rely upon to help solve current problems.

Great leaders aren’t born; they’re made—and the research to support this is overwhelming. What we previously thought of as innate can often be taught. Leadership capabilities are acquired through constructive practice and developmental opportunities, and today’s business volatility calls for both.

“The key to this development is pushing people—or people pushing themselves—just beyond their current abilities, forcing them to do things that they can’t quite do,” according to Fortune Senior  Editor Geoff Colvin, author of Talent Is Overrated: What Really Separates World-Class Performers From Everybody Else (Portfolio, 2008).

Crisis or Opportunity?

The upside of a financial crisis and recession is that they offer all of us the opportunity to stretch our skills in our current jobs—and I mean everyone. That means you. But you already know you’re being stretched, don’t you? You feel it. The question is, how are you going to welcome your own particular crises and use them to benefit your personal and professional development?

According to Colvin, managers often redirect people’s careers based on slender evidence that they have talent (or lack thereof). Unfortunately, we don’t give ourselves the same opportunity. We’ll try something new, and if it doesn’t come naturally or we don’t immediately excel, we conclude we have no talent for it.

We abandon pursuit. We never give ourselves the chance to practice and make progress. We don’t like the feeling of discomfort that comes from doing something poorly, so we don’t hang in there. Scientific evidence, however, is beginning to show that our definition of talent is wrong. In fact, “talent” may not mean anything at all.

In studies of accomplished individuals, researchers have found few signs of precocious achievement before their subjects began intensive training. Similar findings have turned up in studies of musicians, tennis players, artists, swimmers, mathematicians and chess players.

Is Talent Irrelevant?

Such findings do not prove that talent doesn’t exist, but they do suggest it may be irrelevant.

The concept of talent is especially troublesome in business. We label people and then assign expectations, some of which are unrealistic. When people are fast-tracked or deemed executive material, we assume they have special gifts. Worse, we fail to adequately emphasize the importance of  continuous training and coaching. Instead, we rely on their “natural gifts.”

Identifying these gifts has been extremely elusive. In fact, some business giants actually gave little early indication that they would become great.

Jack Welch, named by Fortune as the 20th century’s manager of the century, showed no particular passion for business, even into his mid-20s.

Steve Ballmer and Jeffrey Immelt were average employees at Procter & Gamble in the 1970s, with little evidence they would go on to become CEOs of Microsoft and GE before age 50.

In this age of genomic research, there should no longer be any question as to what is—and isn’t—innate. If a talent is innate, scientists should be able to identify the gene for it, and no progress has been made on this front.

Talent or Hard Work?

We can safely draw the conclusion that there’s plenty of opportunity for everyone. Many high-performing executives will tell you they don’t rely on their innate talents as much as their hard-earned skills. 

CEOs like A.G. Lafley of P&G and GE’s Immelt have said that being forced to manage through crises early in their careers enhanced their abilities in ways that were critical to becoming CEOs. They wouldn’t have achieved their status without surviving the storms that gave them hands-on practice.

Certain practices can make our experiences especially productive:

• Coaching helps.
• Receiving feedback allows us to fine-tune our skills.
• Working in a safe learning environment is essential.

Workplaces encourage practice and development, and mistakes should be viewed as learning opportunities. You also need to clearly define and develop a plan for achieving the abilities you wish to hone, including a measurable time frame. This will turbo-charge your performance and improve your chances of success.

10,000 Hours or 10 Years

Malcolm Gladwell makes the case for 10,000 hours of practice to attain expertise in his book Outliers (Little, Brown & Co., 2008):

“The 10,000-hours rule says that if you look at any kind of cognitively complex field, from playing chess to being a neurosurgeon, we see this incredibly consistent pattern that you cannot be good at that unless you practice for 10,000 hours, which is roughly 10 years, if you think about four hours a day.”

Almost all child prodigies in music, sports, chess and the arts seem to put in 10,000 hours before they attain expertise and produce significant results.

The Cambridge Handbook of Expertise and Expert Performance, edited by Anders Ericsson, Charness and Feltovich, et al, compiles scientific studies to prove the point in a wide variety of fields. The trait we commonly call talent is highly overrated. Or, put another way, expert performers “whether in memory or surgery, ballet or computer programming” are nearly always made, not born.

Many of us have already put in more than a decade of doing what we do. The question is whether we’re practicing the right things, in the right way. Are we designing deliberate practice that actually develops the specific skills we need to make progress toward specific results? Or, to use a golf analogy, are you going to the driving range and hitting a bucket of balls the wrong way, for hours at a time?

What Is Deliberate Practice?

Anders Ericsson and his scientific colleagues emphasize the importance of deliberate practice, which isn’t what most of us think of when applying the term to sports or music education. In fact, our habitual use of the term in these domains may prevent us from applying it correctly to the business realm.

Deliberate practice is characterized by several elements:

• It is an activity designed specifically to improve performance, often with the help of a teacher, coach or expert.
• It can be repeated frequently.
• Feedback on results is continuously available.
• It’s highly demanding mentally.
• It isn’t much fun and entails hard work.

If you think you’ve outgrown the need for a teacher or coach, it’s time to challenge this assumption. A business coach can see things a manager cannot and is trained to deliver feedback in a way that’s inaccessible to most managers.

Without a clear, unbiased view of your performance, you cannot choose the best practice activities.  Most of us lack the knowledge we need to design our own practice programs, and we cannot realistically provide objective observations and feedback to ourselves. As stunt people like to say, “don’t try this at home.” Hire a coach who can properly stretch you beyond your current abilities and help you move out of your comfort zones. Otherwise, human nature dictates that you’re likely to spend your time practicing what you already know how to do.

According to Noel Tichy, PhD, a professor of organizational behavior and human resources management at the University of Michigan School of Business, our progress depends on leaving our comfort zone to enter the learning zone, where skills and abilities are just out of reach. We must force ourselves to stay in the latter, even as we make changes.

Why We Avoid Hard Work

Deliberate practice is, above all else, an effort to focus and concentrate. Recognizing unsatisfactory elements of performance is difficult and uncomfortable. When you try your hardest to perform better, you place enormous strain on your mental abilities.

Deliberate practice, in fact, can be viewed as an antonym to fun. Instead of doing something at which we excel, we intentionally work on areas where we have deficits—over and over again. After each repetition, a coach can tell us exactly where to focus so we can repeat these skills yet again.

Obviously, if the activities that require practice were easy and fun, everyone would do them. But in reality, most people won’t practice or persist long enough to improve. This is good news if you’re willing to do what most people won’t. It’s the reason you’re more likely to keep your job and thrive in this recession.

What About Passion?

Talent is not what determines success at developing high-level capacities. Rather, those who care the most will rise to the top. Exceptional performance depends on what we decide to do with our lives and the passion that drives us.

One of the most purchased articles from the Harvard Business Review is a 1968 piece on motivation that explains our three main drives:

1. Achievement
2. Power
3. A sense of community and desire to help others

No matter your driving force, you have to care deeply enough to work hard to become exceptional.

Nothing can make you endure the pain and sacrifice of deliberate practice for decades unless you’re  carried by an intrinsic compulsion to do so.

But allowing people to follow their intrinsic drives and work on projects of their own choosing is not something most organizations tolerate. In their fervent application of solely extrinsic motivations, organizations may actually prevent people from developing their passionate abilities.

Talent Is Never Enough

In Talent Is Never Enough: Discover the Choices That Will Take You Beyond Your Talent, (Thomas Nelson, 2007), leadership expert John C. Maxwell suggests talent is “often overrated and frequently misunderstood.” He  advises readers to build their strengths to become a “talent-plus person,” defined by the following tenets:

• Belief lifts your talent.
• Initiative activates your talent.
• Focus directs your talent.
• Preparation positions your talent.
• Practice sharpens your talent.
• Perseverance sustains your talent.
• Character protects your talent.

Even if you hold onto the notion that you’ll always survive because of your innate talent, you must still prepare, practice and persist. The scientific research is in, and it’s conclusive. Hard work—not talent—contributes to high performance.

On Sheep, Wolves, and Sheepdogs – Dave Grossman

After you read this you will know if you are one of the Sheep, Wolves or Sheepdogs.

On Sheep, Wolves, and Sheepdogs – Dave Grossman

By LTC (RET) Dave Grossman, author of “On Killing.”

The following is an excerpt from On Sheep, Wolves and Sheepdogs by Dave Grossman

Go to the link at the bottom of the page for the complete article.

One Vietnam veteran, an old retired colonel, once said this to me:

“Most of the people in our society are sheep. They are kind, gentle, productive creatures who can only hurt one another by accident.” This is true. Remember, the murder rate is six per 100,000 per year, and the aggravated assault rate is four per 1,000 per year. What this means is that the vast majority of Americans are not inclined to hurt one another. Some estimates say that two million Americans are victims of violent crimes every year, a tragic, staggering number, perhaps an all-time record rate of violent crime. But there are almost 300 million Americans, which means that the odds of being a victim of violent crime is considerably less than one in a hundred on any given year. Furthermore, since many violent crimes are committed by repeat offenders, the actual number of violent citizens is considerably less than two million.

Thus there is a paradox, and we must grasp both ends of the situation: We may well be in the most violent times in history, but violence is still remarkably rare. This is because most citizens are kind, decent people who are not capable of hurting each other, except by accident or under extreme provocation. They are sheep.

I mean nothing negative by calling them sheep. To me it is like the pretty, blue robin’s egg. Inside it is soft and gooey but someday it will grow into something wonderful. But the egg cannot survive without its hard blue shell. Police officers, soldiers, and other warriors are like that shell, and someday the civilization they protect will grow into something wonderful.? For now, though, they need warriors to protect them from the predators.

“Then there are the wolves,” the old war veteran said, “and the wolves feed on the sheep without mercy.” Do you believe there are wolves out there who will feed on the flock without mercy? You better believe it. There are evil men in this world and they are capable of evil deeds. The moment you forget that or pretend it is not so, you become a sheep. There is no safety in denial.

“Then there are sheepdogs,” he went on, “and I’m a sheepdog. I live to protect the flock and confront the wolf.”

If you have no capacity for violence then you are a healthy productive citizen, a sheep. If you have a capacity for violence and no empathy for your fellow citizens, then you have defined an aggressive sociopath, a wolf. But what if you have a capacity for violence, and a deep love for your fellow citizens? What do you have then? A sheepdog, a warrior, someone who is walking the hero’s path. Someone who can walk into the heart of darkness, into the universal human phobia, and walk out unscathed

Complete Article—>Here

If you find yourself with the sheep…please hang with the sheepdogs!

Lynn Lane

Linking action to success.

Brian Tracy – Impatience

I posted a blog a few weeks back about impatience. I used the example of how some karate students are always in a hurry to earn their black belt.

Well…here is Brian Tracy, a true mentor of mine. He does a wonderful job on this video about impatience.

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Til Next Time.

Linking Action To Success –> Lane Resources Inc.

She said I know 3 ways to kill a man.

The world is not flat, the earth does rotate, muscle does not turn to fat and the list goes on and on.

I bring this up because last week I was invited to give a lecture to a small group on the subject of self-defense. I jumped at the chance to do so, because self-defense is a subject that I have a great passion about sharing with others.

The lecture/workshop went very well and I got some very positive feedback from all the people there.

When I do these lectures/workshops I always have a person ask about or tell me a secret they know about in the martial arts. It never fails…and I always know what they are going to tell me.

This night was no different from the rest. A small older lady walked over to me and said, “I know 3 ways to kill a man.” I said, You do? I knew what she had on her mind, but I just had to ask. Tell me….what is one of those ways? She told me that she had went through some training years ago and the number one way to kill a man is by hitting him square in the face and driving the bone of his nose through his brain.

I knew it! I knew she was going to say that….it never ever fails!

That is an old Hollywood bit from an old, old movie. It is physically impossible to do that. Your nose has no bone to speak of and think about how far away your brain is from your nose.

If a person was to die from a strike to the nose it is not because the bone of the nose went through the brain.

How many old beliefs do you have that may be holding you back from your success in life?

Lane Resources Inc.

© 2010

Lynn Lane

Ben Franklin’s 13 Principles Of Success

Ben Franklin’s 13 Principles Of Success

In the year 1723, a seventeen year-old boy arrived in Philadelphia without a penny to his name. At age 42, he retired, wealthy. Few men, before or since have ever been as successful as Benjamin Franklin. He gave credit for his many inventions and business successes to this list of 13 principles. Each of them should be practiced in order, for a week at a time, so that all of them become a habit in your life. They’ll work as well today as they did then.

1. Temperance: Eat not dullness; drink not to elevation.
2. Silence: Speak not but what may benefit others or yourself, avoid trifling conversation.
3. Order: Let all your things have their places; let each part of your business have it’s time.
4. Resolution: Resolve to perform what you ought; perform without fail what you resolve.
5. Frugality: Make no expense but to do good to others or yourself; waste nothing.
6. Industry: Lose no time; be always employed in something useful; cut off all unnecessary actions.
7. Sincerity: Use no harmful deceit; think innocently and justly; and if you speak, speak accordingly.
8. Justice: wrong none by doing injuries or omitting the benefits that are your duty.
9. Moderation: Avoid extremes; forebear resenting injuries so much as you think they deserve.
10. Cleanliness: Tolerate no uncleanness in body, clothes or habitation.
11. Tranquility: Be not disturbed at trifles, nor at accidents.
12. Chastity: Be chaste in matters with the opposite sex.
13. Humility: Imitate Jesus and Socrates.

Lane Resources Inc.

Simple Communication Tips That Build Business

Article contributed by my guest Carole Hodges

Simple Communication Tips That Build Business

Author: Carole Hodges

Studies show that words only convey 7% of meaning. Tonality provides 38% of our understanding and body language. 55%. Keep this in mind when writing e-mail.

* Be short and factual in your communication. People are busy and long e-mails are less likely to be read.
* Ask clearly for what you want. If you want an e-mail response or a phone call, be sure that you have stated that directly.
* It is good to speak in conversational language, which is friendly and inviting. Yet, sarcasm or humor can be misunderstood without tonality. Reread your e-mail, out loud without expression, to ensure that it says what you meant.
* If you use Outlook, you can request a return receipt, which will advise you when your e-mail has been opened. This can be helpful for important notifications and avoids the need to ask for an acknowledgment.

Gold Calling

There is money in your telephone. You have the opportunity to make new relationships every time you pick up the phone. While e-mails are fine for communicating facts, they can never substitute or one to one communication.

Prepare Your Self

Prepare yourself before you make phone calls. Your mood and attitude will be communicated in your voice. Imagine you are going to a party with your best friends. You walk in with a big smile, feeling great, and expecting a good time. When you make calls with this attitude, people will be more receptive.

When you are not the right mood, do something to lighten up. Put on music and dance. Read or listen to an inspirational message. Place pictures of your dream home or travel or loved ones in your workspace. Be willing to be silly. Could you smile, if you wore a red clown’s nose while making calls? Working at home means you have more options than in an office.

Phone Finesse

Develop the fine art of phone courtesy and listening.

* Ask whether your client has enough time for your call. If they say no, reschedule and call another time.
* Listen for cues in their voice. If they speak fast match their speed. If they speak slowly then slow down to their pace. Increase or reduce your volume to match theirs.
* Notice whether they like to be social, or simply want to get the task done.

· If they are fast-paced and task oriented. They will appreciate your getting right to the point. Don’t waste their time. Tell them what you need and ask for a decision. They will appreciate your no-nonsense approach.

· If they are fast-paced and social, be prepared to name drop. They will want to know who else uses your product. They will be interested in meetings were lots of other people are present.

· If they are slower paced and very friendly. They may want to take their time in making a decision. You can help them make a decision more quickly if you tell them all the ways that you minimize their risk. They will want to know about guarantees and proven results.

· Someone who is slower paced and is detail oriented, may want lots of facts. They may want ingredients and proof of results as well as certifications, comparisons, and documentation. They are likely to ask questions for which you not have the answer. Be honest at all times. If a question doesn’t make sense, feel free to ask, “ Why is that important to you?”

Every phone conversation is an opportunity to improve your skills. Some people you call will be a delight, others may be downright rude. Keep it light! If you look at it as a game, it can be far more enjoyable.

Face-To-Face Meetings

If you are new to working at home. It is easy to fall into the “Howard Hughes Syndrome”. Suddenly you find that because you CAN work in your pajamas, you haven’t been out of them for two weeks.

The strongest relationships are made in face to face meetings. It is very acceptable to meet people in coffee shops and over meals. Find time to meet with people in some of the following ways:

* Networking Meetings.
* Chamber Of Commerce meetings.
* Special interest events. (Check out meetup.com for a list of special events near you).
* Closing contracts.
* Delivering products.
* Training.

Celebrate the opportunity to work from home. You have the flexibility to control your destiny.

About the Author:

Are you tired of struggling for success? Carole Hodges provides the kind of guidance that business owners need in this busy world. Get your Special Report: 15 Attitudes that Complicate Your Life and Paralyze Your Business and simple tips to make change NOW.

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