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.Striveto constantly take on new challenges, absorb new infor-mation, try new things, and learn from your failuresFrom the Library of Wow! eBook The New Career Rules 129and your successes.It is only through this filter ofreal-world learning and experience that you can beginto provide valuable answers and help to others.Obviously, such growth is not only valuable to yourpeers, it s also valuable to your potential clients andemployers.When you share your knowledge and skillswithin your community, your reputation as someonewho provides genuine value grows along with the posi-tive social connections you ve made.That s the back-bone of the new career.PassionOf course, the desire must be there to actually dig in andlearn more about the field in which you re involved.That s where passion comes in.Georg Wilhelm Friedrich Hegel once said, Nothinggreat in the world has ever been accomplished withoutpassion. 1 Passion is something that can t be taught orearned or bought.It s something that comes fromwithin.It s the activity or enterprise that fills us with anendless desire to learn more, to try more, to experiencemore.As information becomes more and more accessibleand peer communities become more and more power-ful, passion becomes a central part in who excels andwho does not.It is the passionate person who will writeup a detailed helpful response to someone at two in themorning.It is the passionate person who is constantlytrying new things and looking for ways to improve1 GWF Hegel.The Philosophy of History.From the Library of Wow! eBook 130 The Simple Dollarwhat s already know.It is the passionate person whocontributes to the resources of the community.Findwhat you re passionate about.Get involved with thecommunity around that passion.See where it takes you.Deliberate PracticeThe third vital factor in determining who will con-tribute most powerfully to a community and rise to thetop of a given field comes in the form of how they prac-tice their skills.In an article for Fortune, Geoffrey Colvin investi-gated the practice regimens of people who excel in spe-cific fields and found that in almost every circumstance,deliberate practice was behind their success.Deliberatepractice refers to practice with lots of repetition andvery specific goals that strives to improve your ability ina very specific way. For example: Simply hitting abucket of balls is not deliberate practice, which is whymost golfers don t get better.Hitting an eight-iron 300times with a goal of leaving the ball within 20 feet of thepin 80 percent of the time, continually observing resultsand making appropriate adjustments, and doing thatfor hours every day that s deliberate practice. This phenomenon holds true in almost every field. In a study of 20-year-old violinists by Ericsson and col-leagues, the best group (judged by conservatory teach-ers) averaged 10,000 hours of deliberate practice overtheir lives; the next-best averaged 7,500 hours; and thenext, 5,000.It s the same story in surgery, insurancesales, and virtually every sport.More deliberate practiceFrom the Library of Wow! eBook The New Career Rules 131equals better performance.Tons of it equals great per-formance. 2Malcolm Gladwell, in his book Outliers, makes asimilar case, arguing that individuals who practiceobsessively within their field of interest are often theones that rise to the top.Gladwell cites a study by K.Ander Ericsson in which students at Berlin s Academyof Music are grouped according to their skill and thenasked how much they practiced.In each distinct disci-pline, there was a direct correlation between practicetime and ability level, with the most gifted students notexcelling because of raw talent, but because of thou-sands of hours of practice beyond what their lower-skilled peers had applied.Gladwell points out a similarphenomena in other fields, including computer pro-gramming.3The point is not that you need to devote years ofyour life to mastering your specific craft, but that delib-erate practice plays a huge role in setting you apart fromthe rest of your field.Setting aside time to practice thefundamental skills required in the area you re passion-ate about makes it easier to excel in that area and toshare your excellence with others.Transferable SkillsThe fourth area of valuable contribution to aprofessional community and to a career is in the2 Geoffrey Colvin. What it takes to be great. Fortune Magazine.Volume 154,Number 9, October 30, 2006.http://money.cnn.com/magazines/fortune/for-tune_archive/2006/10/30/8391794/index.htm.(Retrieved September 12,2009.)3 Malcolm Gladwell, Outliers, pp.38 47.ISBN: 9780316017923.From the Library of Wow! eBook 132 The Simple Dollardevelopment of transferable skills, mentioned earlier inChapter 3, A Visit from the Black Swan, as tools tohelp individuals succeed in an ever more random world [ Pobierz całość w formacie PDF ]
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.Striveto constantly take on new challenges, absorb new infor-mation, try new things, and learn from your failuresFrom the Library of Wow! eBook The New Career Rules 129and your successes.It is only through this filter ofreal-world learning and experience that you can beginto provide valuable answers and help to others.Obviously, such growth is not only valuable to yourpeers, it s also valuable to your potential clients andemployers.When you share your knowledge and skillswithin your community, your reputation as someonewho provides genuine value grows along with the posi-tive social connections you ve made.That s the back-bone of the new career.PassionOf course, the desire must be there to actually dig in andlearn more about the field in which you re involved.That s where passion comes in.Georg Wilhelm Friedrich Hegel once said, Nothinggreat in the world has ever been accomplished withoutpassion. 1 Passion is something that can t be taught orearned or bought.It s something that comes fromwithin.It s the activity or enterprise that fills us with anendless desire to learn more, to try more, to experiencemore.As information becomes more and more accessibleand peer communities become more and more power-ful, passion becomes a central part in who excels andwho does not.It is the passionate person who will writeup a detailed helpful response to someone at two in themorning.It is the passionate person who is constantlytrying new things and looking for ways to improve1 GWF Hegel.The Philosophy of History.From the Library of Wow! eBook 130 The Simple Dollarwhat s already know.It is the passionate person whocontributes to the resources of the community.Findwhat you re passionate about.Get involved with thecommunity around that passion.See where it takes you.Deliberate PracticeThe third vital factor in determining who will con-tribute most powerfully to a community and rise to thetop of a given field comes in the form of how they prac-tice their skills.In an article for Fortune, Geoffrey Colvin investi-gated the practice regimens of people who excel in spe-cific fields and found that in almost every circumstance,deliberate practice was behind their success.Deliberatepractice refers to practice with lots of repetition andvery specific goals that strives to improve your ability ina very specific way. For example: Simply hitting abucket of balls is not deliberate practice, which is whymost golfers don t get better.Hitting an eight-iron 300times with a goal of leaving the ball within 20 feet of thepin 80 percent of the time, continually observing resultsand making appropriate adjustments, and doing thatfor hours every day that s deliberate practice. This phenomenon holds true in almost every field. In a study of 20-year-old violinists by Ericsson and col-leagues, the best group (judged by conservatory teach-ers) averaged 10,000 hours of deliberate practice overtheir lives; the next-best averaged 7,500 hours; and thenext, 5,000.It s the same story in surgery, insurancesales, and virtually every sport.More deliberate practiceFrom the Library of Wow! eBook The New Career Rules 131equals better performance.Tons of it equals great per-formance. 2Malcolm Gladwell, in his book Outliers, makes asimilar case, arguing that individuals who practiceobsessively within their field of interest are often theones that rise to the top.Gladwell cites a study by K.Ander Ericsson in which students at Berlin s Academyof Music are grouped according to their skill and thenasked how much they practiced.In each distinct disci-pline, there was a direct correlation between practicetime and ability level, with the most gifted students notexcelling because of raw talent, but because of thou-sands of hours of practice beyond what their lower-skilled peers had applied.Gladwell points out a similarphenomena in other fields, including computer pro-gramming.3The point is not that you need to devote years ofyour life to mastering your specific craft, but that delib-erate practice plays a huge role in setting you apart fromthe rest of your field.Setting aside time to practice thefundamental skills required in the area you re passion-ate about makes it easier to excel in that area and toshare your excellence with others.Transferable SkillsThe fourth area of valuable contribution to aprofessional community and to a career is in the2 Geoffrey Colvin. What it takes to be great. Fortune Magazine.Volume 154,Number 9, October 30, 2006.http://money.cnn.com/magazines/fortune/for-tune_archive/2006/10/30/8391794/index.htm.(Retrieved September 12,2009.)3 Malcolm Gladwell, Outliers, pp.38 47.ISBN: 9780316017923.From the Library of Wow! eBook 132 The Simple Dollardevelopment of transferable skills, mentioned earlier inChapter 3, A Visit from the Black Swan, as tools tohelp individuals succeed in an ever more random world [ Pobierz całość w formacie PDF ]