Posts Tagged ‘The Score Takes Care of Itself’

Thursday Thoughts: No Mystery to Mastery

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Want to hear a secret that the world’s greatest business leaders, athletes and musicians all know and live by? Here it is:

There is no mystery to mastery. Hard work and dedication are what distinguish the masters from the masses.

Notice anything missing there? What about talent?

In his bestselling book, “Outliers,” Malcolm Gladwell dives into this topic of mastering a skill. He says it takes a minimum of 10,000 hours for a musician to gain mastery over an instrument. In the book, the debate is over whether talent plays a role in mastery. Is there such a thing as innate talent?

Gladwell explains:

“Achievement is talent plus preparation. The problem with this view is that the closer psychologists look at the careers of the gifted, the smaller the role innate talent seems to play and the bigger the role preparation seems to play.”

Psychologist K. Anders Ericsson and two colleagues conducted two studies to further explore this question of talent. One study compared star violinists with good violinists and those who were unlikely to ever play professionally. The violinists who ended up in the top tier were those who had increased their practice time and who, by the age of 20, had reached a total of 10,000 hours of practice.

In the second study, Ericsson compared amateur pianists with professional pianists. The amateurs never practiced more than three hours a week. The professionals, however, steadily increased their practice every year until the age of 20 and like the violinists, had reached 10,000 hours of practice by that age.

Here’s what Gladwell noted in “Outliers” about Ericsson’s studies:

“The striking thing about Ericsson’s study is that he and his colleagues couldn’t find any ‘naturals,’ musicians who floated effortlessly to the top while practicing a fraction of time their peers did. Nor could they find any ‘grinds,’ people who worked harder than everyone else, yet just didn’t have what it takes to break the top ranks. Their research suggests that once a musician has enough ability to get into a top music school, the thing that distinguishes one performer from another is how hard he or she works. That’s it. And what’s more, the people at the very top don’t work just harder or even much harder than everyone else. They work much, much harder.”

This appears to be the case with top athletes as well.

In his book, “The Score Takes Care of Itself,” legendary San Francisco 49er head coach Bill Walsh explains the reason behind the glorious success of Jerry Rice and Joe Montana, perhaps the greatest receiver and quarterback in NFL history:

“…they understood the absolute and direct connection between intelligently directed hard work and achieving your potential. We all do; you do; I do. Everyone who’s a serious player knows what it takes. The difference is how much you’re willing to give to get there.”

So does talent count? Sure. The point, though, is that talent is not whole game nor is it the deciding factor. And this is true not just in music or sports, but also in business.

There is no mystery to mastery. Most of us know what it is we have to do to win. It comes down to how much time you’re willing to put in to beat out the rest.


Thursday Thoughts: You’re as good as your good people

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In my Saturday Morning Book Club we are currently reading The Score Takes Care of Itself: My Philosophy of Leadership by legendary pro football coach Bill Walsh.

Walsh changed the way football is played. And he transformed a franchise that was in shambles – the San Francisco Forty-Niners – into one of the greatest dynasties in the history of the sport.

He was a football genius. But he was a leadership genius too.

Many forget that Walsh was not only the head coach responsible for the X’s and O’s on the field, but also the General Manager – the leader tasked with staffing the entire organization.

Walsh was a firm believer in the idea that a leader, and the organization he or she runs, can only be as good as the people they hire.

He illustrates this in the book with a lesson he learned while on Paul Brown’s staff with the Cincinnati Bengals. One game day the bus taking the team from the hotel to the stadium became lost. After it became obvious to Brown that the driver did not know where he was, he barked at the driver: “Fella, I’m not mad at you, I’m mad at the person who hired you.”

Brown understood that his anger was pointless if directed at the bus driver. He was just doing what he was hired to do: drive the bus. The true responsibility lay at the feet of the person who placed Brown’s team in the hands of this unprepared driver.

Walsh took this lesson to heart and created a list of essential traits of staff members in a winning organization.

I have excerpted them here:

  1. A fundamental knowledge of the area he or she has been hired to manage. You may think this is so self-evident it’s insulting to include. However, often we are tempted to hire simply on the basis of friendship or other user-friendly characteristics. They can be important. Expertise is more important.
  2. A relatively high level of energy and enthusiasm and a personality that is upbeat, motivated, and animated. Groups will often collectively take on the personality of their department head. A negative, complaining staff member will be emulated by those he or she is in charge of. So will a positive go-getter.
  3. The ability to discern talent in potential employees whom he or she will recommend to you.
  4. An ability to communicate in a relaxed yet authoritative – but not authoritarian – manner.
  5. Unconditional loyalty to both you and other staff members. If your staff members are chipping away at one another, the organization is weakened from within – like a tree full of termites. There is, in my view, no offense more serious than disloyalty.

The big picture? If you want to succeed as a leader, recognize, like Walsh, that the people with whom you surround yourself can be the difference between winning and losing.