Firnando Chau Review
Table of Contents:-
Chapter One: The Mystery
* Great Performance is more valuable than ever - but where does it really come from?
Chapter Two: Talent is Overrated
* Confronting the unexpected facts about innate abilities
Chapter Three: How Smart Do You Have to Be?
* The true role of intelligence and memory in high achievement
Chapter Four: A Better Idea
* An explanation of great performance that makes sense
Chapter Five: What Deliberate Practice Is and Isn't
* For starters, it isn't what most of us do when we're "practicing"
Chapter Six: How Deliberate Practice Works
* The specific ways it changes us, and how that makes all the difference
Chapter Seven: Applying the Principles in Our Lives
* The opportunities are many - if we think about our work in a new way
Chapter Eight: Applying the Principles in Our Organizations
* Few do it well, and most don't do it at all; the sooner you start, the better.
Chapter Nine: Performing Great at Innovation
* How the principles we've learned take us past the myths of creativity
Chapter Ten: Great Performance in Youth and Age
* The extraordinary benefits of starting early and continuing on and on
Chapter Eleven: Where Does the Passion Come From?
* Understanding the deepest question about great performance
Acknowledgments
Sources
Index
From getAbstract.com
- Why talent matters less than hard work
- What “deliberate practice” is
- How to apply the lessons of deliberate practice at work
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 layered, systematic work. getAbstract finds that Colvin makes his case clearly and convincingly. He shows readers how to use hard work and deliberate practice to improve their creative achievements, their work and their companies. The author’s argument about the true nature of genius is very engaging, but, in the end, he makes it clear that the requirements of extraordinary achievement remain so stringent that society, after all, turns out to have very few geniuses. Colvin admits that the severe demands of true, deliberate practice are so painful that only a few people master it, but he also argues that you can benefit from understanding the nature of great performance. Perhaps, he says, the real gift of genius is the capacity for determined practice. You can improve your ability to create and innovate once you accept that even talent isn’t a free ticket to great performance. It takes work.
