GREATNESS ....2

"Practice & Practice," that is the message of an article from Fortune magazine 

" Secrets of Greatness" 

Greatness and success are two different things. Success requires some luck and timing, no matter how good you are. Greatness is a measure of skill at a particular task.

The article makes some interesting points.

The first major conclusion is that nobody is great without work. It's nice to believe that if you find the field where you're naturally gifted, you'll be great from day one, but it doesn't happen. There's no evidence of high-level performance without experience or practice.

The best people in any field are those who devote the most hours to what the researchers call "deliberate practice." It's activity that's explicitly intended to improve performance, that reaches for objectives just beyond one's level of competence, provides feedback on results and involves high levels of repetition.

Evidence crosses a remarkable range of fields. In a study of 20-year-old violinists by Ericsson and colleagues, the best group (judged by conservatory teachers) averaged 10,000 hours of deliberate practice over their lives; the next-best averaged 7,500 hours; and the next, 5,000. It's the same story in surgery, insurance sales, and virtually every sport. More deliberate practice equals better performance. Tons of it equals great performance.

A natural question that arise from this is how it applies to business.
Can you be great at work?

The evidence, scientific as well as anecdotal, seems overwhelmingly in favor of deliberate practice as the source of great performance. Just one problem: How do you practice business? Many elements of business, in fact, are directly practicable. Presenting, negotiating, delivering evaluations, deciphering financial statements - you can practice them all.

Still, they aren't the essence of great managerial performance. That requires making judgments and decisions with imperfect information in an uncertain environment, interacting with people, seeking information - can you practice those things too? You can, though not in the way you would practice a Chopin etude.

Instead, it's all about how you do what you're already doing - you create the practice in your work, which requires a few critical changes. The first is going at any task with a new goal: Instead of merely trying to get it done, you aim to get better at it.

The key is to get the right feedback, and to be deliberate in how you approach work, how you make decisions, etc., so that you can learn from each experience. The bad news is that a bad boss might not give you any feedback, or worse, might give you bad feedback.

So how do you develop the discipline to practice?

1. Approach each critical task with an explicit goal of getting much better at it.

2. As you do the task, focus on what's happening and why you're doing it the way you are.

3. After the task, get feedback on your performance from multiple sources. Make changes in your behavior as necessary.

4. Continually build mental models of your situation - your industry, your company, your career. Enlarge the models to encompass more factors.

5. Do those steps regularly, not sporadically. Occasional practice does not work.