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LEADERSHIP IS A PROCESS OF SOCIAL INFLUENCE, WHICH MAXIMISES THE EFFORTS OF OTHERS TOWARDS THE ACHIEVEMENT OF A SHARED GOAL.
Thursday, August 26, 2010
Numerous researchers now agree with the extraordinary Anders Ericsson, arguably the world's leading researcher into high performance, that 10,000 hours of ‘deliberate’ practice is the minimum necessary to achieve expertise in any complex domain.
It’s not inherited talent which determines how good we become at something, but rather how hard we're willing to work.
There is something wonderfully empowering about this. It suggests we have remarkable capacity to influence our own outcomes. But that's also daunting. One of Ericsson's central findings is that practice is not only the most important ingredient in achieving excellence, but also the most difficult and the least intrinsically enjoyable.
If you want to be really good at something, it's going to involve relentlessly pushing past your comfort zone, along with frustration, struggle, setbacks and failures. That's true as long as you want to continue to improve, or even maintain a high level of excellence. The reward is that being really good at something you've earned through your own hard work can be immensely satisfying.
Here are our six keys to achieving excellence:
Pursue what you love. Passion is an incredible motivator. It fuels focus, resilience, and perseverance.
Do the hardest work first. We all move instinctively toward pleasure and away from pain. Most great performers, Ericsson and others have found, delay gratification and take on the difficult work of practice in the mornings, before they do anything else. That's when most of us have the most energy and the fewest distractions.
Practice intensely, without interruption for short periods of no longer than 90 minutes and then take a break. Ninety minutes appears to be the maximum amount of time that we can bring the highest level of focus to any given activity. The evidence is equally strong that great performers practice no more than 4 ½ hours a day.
Seek expert feedback, in intermittent doses. The simpler and more precise the feedback, the more equipped you are to make adjustments. Too much feedback, too continuously, however, can create cognitive overload, increase anxiety, and interfere with learning.
Take regular renewal breaks. Relaxing after intense effort not only provides an opportunity to rejuvenate, but also to metabolise and embed learning. It's also during rest that the right hemisphere becomes more dominant, which can lead to creative breakthroughs.
Ritualise practice. Will and discipline are wildly overrated - none of us have very much of it. The best way to insure you'll take on difficult tasks is to ritualise them — build specific, inviolable times at which you do them, so that over time you do them without having to squander energy thinking about them.