Identifying Talent Quotes

deliberate practice requires that one identify certain sharply defined elements of performance that need to be improved, and then work intently on them.

The talent of the strategist is to identify the decisive point and to concentrate everything on it, removing forces from secondary fronts and ignoring lesser objectives.

All problems with writing and performing come from fear. Fear of exposure, fear of weakness, fear of lack of talent, fear of looking like a fool for trying, for even thinking you could write in the first place. It's all fear. If we didn't have fear, imagine the creativity in the world. Fear holds us back every step of the way. A lot of studies say that despite all our fears in this country - death, war, guns, illness - our biggest fear is public speaking. What I am doing right now. And when people are asked to identify which kind of public speaking they are most afraid of, they check the improvisation box. So improvisation is the number-one fear in America. Forget a nuclear winter or an eight-point nine earthquake or another Hitler. It's improv. Which is funny, because aren't we just improvising all day long? Isn't our whole life just one long improvisation? What are we so scared of?

Talent is indispensable, although it is 'always' replaceable. Just remember the simple rules concerning talent: Identify It, Hire It, Nurture It, Reward It, Protect It. And when the time comes, Fire It.

We start from the presumption that our people are talented and want to contribute. We accept that, without meaning to, our company is stifling that talent in myriad unseen ways. Finally, we try to identify those impediments and fix them.

A combination of unrealistic goals, unnecessarily pessimistic expectations, and the wrong incentives for teachers contributes to ensure that education systems in developing countries fail their two main tasks: giving everyone a sound basic set of skills, and identifying talent.

The last achievement of the serious admirer is to stop immediately putting to work the energies aroused by, filling up the space opened by, what is admired. Thereby talented admirers give themselves permission to breathe, to breathe more deeply. But for that it is necessary to go beyond avidity; to identify with something beyond achievement, beyond the gathering of power.

You cannot outguess the gods. Hold to virtue—if you can identify it—and trust that the duty set before you is the duty desired of you. And that the talents given to you are the talents you should place in the gods’ service. Believe that the gods ask for nothing back that they have not first lent to you. Not even your life.

We acquire a sense of worth either by realizing our talents, or by keeping busy, or by identifying ourselves with something apart from us--be it a cause, a leader, a group, possessions and the like. Of the three, the path of self-realization is the most difficult. It is taken only when other avenues to a sense of worth are more or less blocked. Men of talent have to be encouraged and goaded to engage in creative work. Their groans and laments echo through the ages. Action is a highroad to self-confidence and esteem.

Hold to virtue—if you can identify it—and trust that the duty set before you is the duty desired of you. And that the talents given to you are the talents you should place in the gods’ service. Believe that the gods ask for nothing back that they have not first lent to you. Not even your life.

Howard Gardner, in his book Extraordinary Minds, concluded that exceptional individuals have “a special talent for identifying their own strengths and weaknesses.

It is reason which breeds pride and reflection which fortifies it; reason which turns man inward into himself; reason which separates him from everything which troubles or affects him. It is philosophy which isolates a man, and prompts him to say in secret at the sight of another suffering: 'Perish if you will; I am safe.' No longer can anything but dangers to society in general disturb the tranquil sleep of the philosopher or drag him from his bed. A fellow-man may with impunity be murdered under his window, for the philosopher has only to put his hands over his ears and argue a little with himself to prevent nature, which rebels inside him, from making him identify himself with the victim of the murder. The savage man entirely lacks this admirable talent, and for want of wisdom and reason he always responds recklessly to the first promptings of human feeling.

The path of self-realisation is the most difficult. -We acquire a sense of worth either by realising our talents, or by keeping busy, or by identifying ourselves with something apart from us - be it a cause, a leader, a group, possessions, and the like. Of the three, the path of self-realisation is the most difficult. It is taken when other avenues to a sense of worth are more or less blocked.

Find out what faith is and how you can put it into practice. Learn how to pray, and do it. Discover what pride is, and get rid of it. Develop a self-concept that is adequate and accurate. Clarify your values. Identify your talents. Probe the fact, meaning, and use of your sexuality. Face the fact that you engage in self-deception. Reflect on truth that you are made in the image of God. Use your spiritual gift. Clear your conscience. Feel deeply. Enjoy life. Face death. Treat your body right. Conquer the flesh. Depend on the Holy Spirit. Be humble.

The point of education isn’t to train students with specific job skills they have already identified; it is to show them what they don’t already know, and that they don’t know they don’t know. In other words, to help them build a telescope so they can discover their own talents and interests as scholars and human beings.

Richard Felder is co-developer of the Index of Learning Styles. He suggests that there are eight different learning styles. Active learners absorb material best by applying it in some fashion or explaining it to others. Reflective learners prefer to consider the material before doing anything with it. Sensing learners like learning facts and tend to be good with details. Intuitive learners like to identify the relationships between things and are comfortable with abstract concepts. Visual learners remember best what they see, while verbal learners do better with written and spoken explanations. Sequential learners like to learn by following a process from one logical step to the next, while global learners tend to make cognitive leaps, continuously taking in information until they “get it.

The guiding visionary behind Project Spectrum is Howard Gardner, a psychologist at the Harvard School of Education.7 “The time has come,” Gardner told me, “to broaden our notion of the spectrum of talents. The single most important contribution education can make to a child’s development is to help him toward a field where his talents best suit him, where he will be satisfied and competent. We’ve completely lost sight of that. Instead we subject everyone to an education where, if you succeed, you will be best suited to be a college professor. And we evaluate everyone along the way according to whether they meet that narrow standard of success. We should spend less time ranking children and more time helping them to identify their natural competencies and gifts, and cultivate those. There are hundreds and hundreds of ways to succeed, and many, many different abilities that will help you get there.

All that we can say is that everything is arranged in this life as though we entered it carrying the burden of obligations contracted in a former life; there is no reason inherent in the conditions of life on this earth that can make us consider ourselves obliged to do good, to be fastidious, to be polite even, nor make the talented artist consider himself obliged to begin over again a score of times a piece of work the admiration aroused by which will matter little to his body devoured by worms, like the patch of yellow wall painted with so much knowledge and skill by an artist who must for ever remain unknown and is barely identified under the name Vermeer. All these obligations which have not their sanction in our present life seem to belong to a different world, founded upon kindness, scrupulosity, self-sacrifice, a world entirely different from this, which we leave in order to be born into this world, before perhaps returning to the other to live once again beneath the sway of those unknown laws which we have obeyed because we bore their precepts in our hearts, knowing not whose hand had traced them there — those laws to which every profound work of the intellect brings us nearer and which are invisible only — and still! — to fools.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

One helpful approach to identify whether or not the person you are involved with has a narcissistic personality disorder is to reflect on your own feelings. So, as a start, I offer you a list of questions that will assist you in detecting this problem in a particular relationship. 1. Do you frequently feel as if you exist to listen to or admire his or her special talents and sensitivities? 2. Do you frequently feel hurt or annoyed that you do not get your turn and, if you do, the interest and quality of attention is significantly less than the kind of attention you give? 3. Do you sense an intense degree of pride in this person or feel reluctant to offer your opinions when you know they will differ from his or hers? 4. Do you often feel that the quality of your whole interaction will depend upon the kind of mood he or she is in? 5. Do you feel controlled by this person 6. Are you afraid of upsetting him or her for fear of being cut off or retaliated against? 7. Do you have difficulty saying no? 8. Are you exhausted from the kind of energy drain or worry that this relationship causes you?

There is one sure way to identify your greatest potential for strength: Step back and watch yourself for a while. Try an activity and see how quickly you pick it up, how quickly you skip steps in the learning and add twists and kinks you haven't been taught yet. See whether you become absorbed in the activity to such an extent that you lose track of time. If none of these has happened after a couple of months, try another activity and watch-and another. Over time your dominant talents will reveal themselves, and you can start to refine them into a powerful strength.

And I am proud, but mostly, I’m angry. I’m angry, because when I look around, I’m still alone. I’m still the only black woman in the room. And when I look at what I’ve fought so hard to accomplish next to those who will never know that struggle I wonder, “How many were left behind?” I think about my first-grade class and wonder how many black and brown kids weren’t identified as “talented” because their parents were too busy trying to pay bills to pester the school the way my mom did. Surely there were more than two, me and the brown boy who sat next to me in the hall each day. I think about my brother and wonder how many black boys were similarly labeled as “trouble” and were unable to claw out of the dark abyss that my brother had spent so many years in. I think about the boys and girls playing at recess who were dragged to the principal’s office because their dark skin made their play look like fight. I think about my friend who became disillusioned with a budding teaching career, when she worked at the alternative school and found that it was almost entirely populated with black and brown kids who had been sent away from the general school population for minor infractions. From there would only be expulsions or juvenile detention. I think about every black and brown person, every queer person, every disabled person, who could be in the room with me, but isn’t, and I’m not proud. I’m heartbroken. We should not have a society where the value of marginalized people is determined by how well they can scale often impossible obstacles that others will never know. I have been exceptional, and I shouldn’t have to be exceptional to be just barely getting by. But we live in a society where if you are a person of color, a disabled person, a single mother, or an LGBT person you have to be exceptional. And if you are exceptional by the standards put forth by white supremacist patriarchy, and you are lucky, you will most likely just barely get by. There’s nothing inspirational about that.

From the lowest depths of his jail cell, Joseph identifies himself for the first time with forefathers, reconnecting to his heritage despite being cut off from his family for years. Despite living in a foreign land alone amidst a foreign people, Joseph declares that he has remained true to his people’s core values. One of those values is gratitude, and for the first time Joseph acknowledges that his talents are God-given rather than earned. He has ended up in prison because of unwavering gratitude to a human master who selflessly cared for him, a devotion that mirrors his gratitude to the Divine Master. In this terrible low moment, Joseph sounds fulfilled for the first time in his life, as the principled decision to accept imprisonment provides an uplifting sense of purpose. With renewed appreciation for God’s care, Joseph challenges his fellow inmates to reject backstabbing pagan deities whose flaring egos drive them to relentlessly pursue self-aggrandizement at the expense of others. As humans naturally emulate the characteristics of their deities, Joseph prefers an ethical and compassionate Divine Mentor.

First, he became aware of it. Many of us don't seem able to take even this step. Second, and most significant, he chose not to focus on reinforcing its weaker threads. Instead, he did the exact opposite: He identified its strongest threads, wove in education and experience, and built them into the dominating strengths we see today.

[On identifying talented programmers] It’s just enthusiasm. You ask them what’s the most interesting program they worked on. And then you get them to describe it and its algorithms and what’s going on. If they can’t withstand my questioning on their program, then they’re not good. I’m asking them to describe something they’ve done that they’ve spent blood on. I’ve never met anybody who really did spend blood on something who wasn’t eager to describe what they’ve done and how they did it and why. I let them pick the subject. I don’t pick the subject, so I’m the amateur and they’re the professional in this subject. If they can’t stand an amateur asking them questions about their profession, then they don’t belong. - Ken Thompson

Innovation liberalism is "a liberalism of the rich," to use the straightforward phrase of local labor leader Harris Gruman. This doctrine has no patience with the idea that everyone should share in society's wealth. What Massachusetts liberals pine for, by and large, is a more perfect meritocracy--a system where everyone gets an equal chance and the truly talented get to rise. Once that requirement is satisfied--once diversity has been achieved and the brilliant people of all races and genders have been identified and credentialed--this species of liberal can't really conceive of any further grievance against the system. The demands of ordinary working-class people, Gruman says, are unpersuasive to them: "Janitors, fast-food servers home care or child care providers--most of whom are women and people of color--they don't have college degrees." And if you don't have a college degree in Boston--brother, you've got no one to blame but yourself.

How are you supposed to know what to read next? This is the question that keeps us up at night, so at Day One our mission is to feed an audience of literature-hungry, time-constrained readers like you with a weekly lineup of talented authors, poets, and artists that we believe you will love. And if we can identify some of the next generation of literary stars, and cultivate an appreciation for transformative poetry and fiction, then frankly we will sleep better at night.

..:It is important that we excercise the gifts we have been given. It's important that we develop and live in constant discipline. Do not wrapp yourselves in this world and its bankrupt values. Live in constant renewal and transformation of your minds. Do not allow this world and mediocrity mold you in its own image. Instead, be transformed from the inside out by always renewing your mind. By doing so, you will not only master your minds, but you will have a better access to identifying your gifts and talents and make a better use of them… And with that in mind, you will not only be bless yourself, But you'll be able to bless many along the way:.

The Single Biggest Reason Talented People Fail Many gifted, intelligent, charming, decent, charitable and hard-working people fail. One should go so far as to say that most such people fall short of their dreams or at least their potential, because of one reason: They failed to identify in themselves an Achilles’ heel that was common knowledge to other people.

The guy smiled at me, and I glanced at him again just in time to look directly into his eyes. My mistake. Sight was a common Talent, but my magic went beyond seeing the world with crystal clarity or being able to navigate through the dark like it was daylight. Because I could also see into people. All I had to do was stare into someone’s eyes, and I knew exactly what they were feeling at that moment, whether it was love, hate, anger, or something else. Not only that, but I could actually feel the emotion in my own heart, just like the person who was experiencing it. Soulsight, it was called. A major Talent and one that I could have done without. Most people didn’t have a lot of nice thoughts, feelings, or emotions, not even toward their own so-called friends and family. But this guy . . . he radiated cold sorrow, as though he was carrying around a heavy burden that he could never, ever be free from. Still, there was a rock-hard strength mixed in with his sorrow, along with a flicker of something else buried deep, deep down . . . a hot spark that I couldn’t quite identify. I knew in an instant that he was the sort of guy who was exceedingly loyal to his friends. Who felt responsible for others. Who tried to help people as much as he could even if they didn’t deserve it, and he ended up being the one who got hurt instead. The sort of guy that others saw as a leader and naturally flocked to. The sort of guy who was just so disgustingly fascinating that you couldn’t help wanting to know more about him. The guy kept smiling, although his expression grew thinner and fainter the longer I stared. But I couldn’t help it. For the first time in a long time, I was completely captivated by another person. In that moment, all I wanted to do was peel back the cool exterior of his emotions and see what really lay beneath—and especially see what would happen when that hot spark inside him flared to life and he finally let out his true feelings. But there was also something disturbingly . . . familiar about him. As though I’d met him someplace before, although I couldn’t quite remember where. I kept staring into his green eyes, hoping that my soulsight would kick in a tiny bit more and bring the knowledge, the memory, along with it . . .

Still, he was convinced that he was a clear, eloquent, logical thinker, and he patiently honed these abilities all by himself. For instance, he would propose an idea for discussion and debate it, taking both sides. He would passionately argue in support of the proposition, then argue – just as vigorously – against it. He could identify equally with either of the two positions and was completely and sincerely absorbed by whatever position he happened to be supporting at the moment. Before he had realized it, these exercises had given him the talent to be skeptical about his own self, and he had come to the recognition that most of what is generally considered the truth is entirely relative. Subject and object are not as distinct as most people think. If the boundary separating the two isn’t clear-cut to begin with, it is not such a difficult task to intentionally shift back and forth from one to the other.

As you develop a new skill at your own pace, you’ll start to identify your learning preferences. Do you prefer to start with details and work your way up to larger concepts? Or do you need to make a mental map before you can absorb specific facts and figures? You’ll have to discover that for yourself. When the information doesn’t gel right away, it doesn’t mean you’re bad or you don’t have the necessary talent. It just means you need to try another approach to the material.

What are ten words your spouse or partner or friend would use to describe you?” • “What’s the most courageous thing you’ve done?” • “If you joined us and then in three to six months you were no longer here, why would that be?” Or ask the same question about five years down the line as well and see how the two answers differ. • “What did you like to do as a child?” This gets at what they really like to do, because it harks back to a time before the world started bossing them around.7 • “Did you feel appreciated at your last job? What was the biggest way in which you did not feel appreciated?

For a while, every smart and shy eccentric from Bobby Fischer to Bill Gate was hastily fitted with this label, and many were more or less believably retrofitted, including Isaac Newton, Edgar Allen Pie, Michelangelo, and Virginia Woolf. Newton had great trouble forming friendships and probably remained celibate. In Poe's poem Alone, he wrote that "All I lov'd - I lov'd alone." Michelangelo is said to have written "I have no friends of any sort and I don't want any." Woolf killed herself. Asperger's disorder, once considered a sub-type of autism, was named after the Austrian pediatrician Hans Asperger, a pioneer, in the 1940s, in identifying and describing autism. Unlike other early researchers, according to the neurologist and author Oliver Sacks, Asperger felt that autistic people could have beneficial talents, especially what he called a "particular originality of thought" that was often beautiful and pure, unfiltered by culture of discretion, unafraid to grasp at extremely unconventional ideas. Nearly every autistic person that Sacks observed appeard happiest when alone. The word "autism" is derived from autos, the Greek word for "self." "The cure for Asperger's syndrome is very simple," wrote Tony Attwood, a psychologist and Asperger's expert who lives in Australia. The solution is to leave the person alone. "You cannot have a social deficit when you are alone. You cannot have a communication problem when you are alone. All the diagnostic criteria dissolve in solitude." Officially, Asperger's disorder no longer exists as a diagnostic category. The diagnosis, having been inconsistently applied, was replaced, with clarified criteria, in the fifth edition of the Diagnostic and Statistical Manual of Mental Disorders; Asperger's is now grouped under the umbrella term Autism Spectrum Disorder, or ASD.

Here are some questions that not only will elicit stories but also might yield relatively interesting answers: • “How did you spend your morning today?” • “What’s the farthest you’ve ever been from another human?” • “What’s something weird or unusual you did early on in life?” • “What’s a story one of your references might tell me when I call them?” • “If I was the perfect Netflix, what type of movies would I recommend for you and why?” • “How do you feel you are different from the people at your current company?” • “What views do you hold religiously, almost irrationally?” • “How did you prepare for this interview?” • “What subreddits, blogs, or online communities do you enjoy?” • “What is something esoteric you do?

KEY TAKEAWAYS – Sharpening Your Creative Mind PRACTICE UNNECESSARY CREATION Use personal creative projects to explore new obsessions, skills, or ways of working in a low-pressure environment. WANDER LONELY AS A CLOUD Make time for your mind—and body—to wander when you’re stuck. Disengaging from the problem allows your subconscious to do its work. DEFINE “FINISHED” FROM THE START Keep your inner perfectionist in check by defining what finished looks like at the beginning of a project. And when you get there, stop! DON’T GO ON AUTOPILOT Repetition is the enemy of insight. Take unorthodox—even wacky—approaches to solving your stickiest problems and see what happens. SEARCH FOR THE SOURCE When the well runs dry, don’t blame a lack of talent. Creative blocks frequently piggyback on other problems. See if you can identify them. LOVE YOUR LIMITATIONS Look at constraints as a benefit, rather than an impediment. They activate our creative thinking by upping the ante.

Some leadership proponents suggest leaders should determine their talents and their passion, and in so doing they determine their calling. They argue if you understand the passion God has given you and you identify the gifts God placed in your life, then you can deduce the kinds of things God has prepared you to do. The problem with this line of thinking is the lack of biblical support. Consider Moses herding sheep in the wilderness. Had he discovered his gifts and passions, he would never have returned to Egypt to deliver the Hebrews. But that was God's agenda. Second, it is tempting to assume God wants us to do things we enjoy and are good at doing. However, for God to accomplish his purposes, he may ask us to do things we do not consider enjoyable (he asked his Son to die on a cross), but they are necessary tasks for God's will to be fulfilled. It's great to be passionate about the work you do. However, spiritual leaders are driven by God, not their passion and talents.

A person who is brilliantly talented and successful at work but irrational and irresponsible in his or her private life may want to believe that the sole criterion of virtue is productive performance and that no other sphere of action has moral or self-esteem significance. Such a person may hide behind work in order to evade feelings of shame and guilt stemming from other areas of life (or from painful childhood experiences), so that productive work becomes not so much a healthy passion as an avoidance strategy, a refuge from realities one feels frightened to face. In addition, if a person makes the error of identifying self with his work (rather than with the internal virtues that make the work possible), if self-esteem is tied primarily to accomplishments, success, income, or being a good family provider, the danger is that economic circumstances beyond the individual’s control may lead to the failure of the business or the loss of a job, flinging him into depression or acute demoralization.

It's work to be the only person of color in an organization, bearing the weight of all your white co-workers' questions about Blackness. It's work to always be hyper visible because your skin - easily identified as being present or absent - but for your needs to be completely invisible to those around you. It's work to do the emotional labor of pointing out problematic racist thinking, policies, actions, and statements while desperately trying to avoid bitterness and cynicism. It's work to stay open to an organization to learn new skills without drinking in the cultural expectations of body size, personality, interests, and talents most valued according to whiteness. Quite frankly, the work isn't just tedious. It can be dangerous for Black women to attempt to carve out space for themselves - their perspective, their gifts, their skills, their education, their experiences - in places that haven't examined the prevailing assumption of white culture. The danger of letting whiteness walk off with our joy, our peace, our sense of dignity and self-love, is ever present.

At the beginning of this chapter we identified several practical threats to liberalism. The first is that humans might become militarily and economically useless. This is just a possibility, of course, not a prophecy. Technical difficulties or political objections might slow down the algorithmic invasion of the job market. Alternatively, since much of the human mind is still uncharted territory, we don’t really know what hidden talents humans might discover in themselves, and what novel jobs they might create to offset the loss of others. That, however, may not be enough to save liberalism. For liberalism believes not just in the value of human beings – it also believes in individualism. The second threat facing liberalism is that, while the system might still need humans in the future, it will not need individuals. Humans will continue to compose music, teach physics and invest money, but the system will understand these humans better than they understand themselves and will make most of the important decisions for them. The system will thereby deprive individuals of their authority and freedom

Navigate “This Is Too Hard for Me” Thinking Anxious perfectionists like to feel very on top of things. When they think, “This is too hard for me,” they often treat it as fact, instead of recognizing it as potentially just another anxiety-induced false alarm. Remember, if you’re anxiety-prone, then by definition your anxiety system is predisposed to false alarms—that is, registering dangers that aren’t there. Thoughts are just thoughts; the problem is that we accept thoughts as true, and confuse feelings with facts. Part of the reason this happens is memory bias: Your brain will tend to remember events from the past that match your current mood. Because current mood has such a powerful effect on thoughts, consciously trying to recall evidence that you’re skilled and talented probably won’t feel very authentic or convincing when you’re feeling down. If you know this is how your brain works, then you can discount some of the negative thoughts you have when you’re in a deflated mood. Your thoughts will naturally improve when your mood improves. Therefore, regaining confidence is often just a matter of being patient and waiting for a negative or anxious mood to pass. Experiment: Have there been any times in the past when you’ve had “this is too hard for me” thoughts, those thoughts have been a false alarm, and you’ve managed to do the thing you feared was too hard for you? Identify one example. Your example doesn’t need to be something huge. A small example will do.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

If you identify a real need, you won’t be the only one satisfying it, and you’ll need all the talent you can muster in order to succeed.

like to make practices stimulating, fun, and, most of all, efficient. Coach Al McGuire once told me that his secret was not wasting anybody’s time. “If you can’t it get done in eight hours a day,” he said, “it’s not worth doing.” That’s been my philosophy ever since. Much of my thinking on this subject was influenced by the work of Abraham Maslow, one of the founders of humanistic psychology who is best known for his theory of the hierarchy of needs. Maslow believed that the highest human need is to achieve “self-actualization,” which he defined as “the full use and exploitation of one’s talents, capacities and potentialities.” The basic characteristics of self-actualizers, he discovered in his research, are spontaneity and naturalness, a greater acceptance of themselves and others, high levels of creativity, and a strong focus on problem solving rather than ego gratification. To achieve self-actualization, he concluded, you first need to satisfy a series of more basic needs, each building upon the other to form what is commonly referred to as Maslow’s pyramid. The bottom layer is made up of physiological urges (hunger, sleep, sex); followed by safety concerns (stability, order); love (belonging); self-esteem (self-respect, recognition); and finally self-actualization. Maslow concluded that most people fail to reach self-actualization because they get stuck somewhere lower on the pyramid. In his book The Farther Reaches of Human Nature, Maslow describes the key steps to attaining self-actualization: experiencing life “vividly, selflessly, with full concentration and total absorption”; making choices from moment to moment that foster growth rather than fear; becoming more attuned to your inner nature and acting in concert with who you are; being honest with yourself and taking responsibility for what you say and do instead of playing games or posing; identifying your ego defenses and finding the courage to give them up; developing the ability to determine your own destiny and daring to be different and non-conformist; creating an ongoing process for reaching your potential and doing the work needed to realize your vision. fostering the conditions for having peak experiences, or what Maslow calls “moments of ecstasy” in which we think, act, and feel more clearly and are more loving and accepting of others.

All Western liberal democracies recognise the importance of the principle of ‘fairness’, but Australia probably emphasises it more than most. Our belief in the ‘fair go’ has evolved to become part of our national culture, even though it is not entirely clear what this term means. In the mid-nineteenth century, a ‘fair go’ seems to have referred mainly to the importance of opening up opportunities so that everyone could compete. It was consistent with what today we think of as a meritocratic ideal. In the early decades of federation, however, governments increasingly pursued a national agenda intended to blur social divisions and build a strong sense of belonging and sameness, and the ‘fair go’ ideal in this period came to be identified with the political manipulation of distributional outcomes associated with an egalitarian ethic. This national interventionist strategy has, however, been in retreat for 30 years or more (although it remains relatively strong in the area of social policy), and survey evidence demonstrates that most Australians today have a much broader understanding of ‘fairness’ than mere egalitarianism. The ‘fair go’ today still recognises the ideal of equalising outcomes, but it also encompasses the competing ideals of meritocracy (reward for effort and talent) and fair exchange (the liberal principle of the right to private property provided it has been acquired in accordance with the rule of law). The egalitarian definition of fairness, which is taken for granted by the social policy intelligentsia as the only relevant definition, does not therefore do justice to what most Australians mean by a ‘fair go’ in the contemporary period. Indeed, if our social affairs intellectuals and pressure groups ever got their way, and taxes and welfare benefits were both raised even higher than they are at present in order to narrow what they call the ‘income gap’, the result would be the very opposite of what most Australians think a ‘fair go’ entails.

I have found many organizations that develop as many as three of the dimensions—they may have good service criteria, good economic criteria, and good human relations criteria, but they are not really committed to identifying, developing, utilizing, and recognizing the talent of people. And if these psychological forces are missing, the style will be a benevolent autocracy and the resulting culture will reflect different forms of collective resistance, adversarialism, excessive turnover, and other deep, chronic, cultural problems.

2. The Core Strengths Messages Once you have identified your Ultimate Results messages, you have only to determine your six to eight core strengths that would lead a hiring manager or prospective employer to believe you can produce the Ultimate Results. Core strengths would include skills, qualifications, and talents you have that make you valuable and that are the most important criteria for the job as perceived by the prospective employer. The Core Strengths messages are messages that communicate those specific skills and qualifications that you will use in your day-to-day activities to produce results and meet or exceed company performance standards.

STEPS TO A POWER NOTE:     1.  USE UNBRANDED CARDS WITH A SYMBOL OR MONOGRAM THAT REPRESENTS YOU. IT’S A PERSONAL NOTE.     2.  USE BLUE INK. IT LOOKS ORIGINAL AND POSITIVE.     3.  WORDS - USE YOU, BUT AVOID I, ME, MY.     4.  BE SPECIFIC IN YOUR PRAISE. IDENTIFY AND ACKNOWLEDGE A CHARACTERISTIC, A TALENT, A UNIQUE QUALITY.     5.  LEVERAGE THE POWER OF POSITIVE PROJECTION. IDENTIFY A PERSONAL CHARACTERISTIC YOU WANT TO IMPROVE AND EXPRESS RESPECT FOR OTHERS WHO POSSESS THAT QUALITY (HAPPINESS, WEALTH, BALANCE, ETC.)     6.  WRITE RIGHTLY - SLOPE TEXT SLIGHTLY UPWARD FROM LEFT TO RIGHT. READ YOUR HANDWRITING CAN CHANGE YOUR LIFE BY VIMALA RODGERS.7     7.  THE POWER OF THE P.S. USE A P.S. AS A CALL-TO-ACTION: ASK THE RECIPIENT TO TAKE ACTION SUCH AS E-MAILING OR CALLING. “Whom do I write these POWER Notes to?” Rick asked. “Everybody you know,” Coach answered. “Pick up a business card, look in your e-mail, look in your database—find a person,

June 6: In a Los Angeles Daily News column, Ezra Goodman identifies Marilyn as a rising new talent. June

Diversity is great when it remains diverse. Minority preference has become synonymous for diversity in recent years, and it is a dangerous concept which will only grow hate and division. We should strive to identify and appreciate the differences in others, recognizing their uniqueness does nothing to impact individual talent which we value in ourselves.

One of the misconceptions in minor hockey is a belief that players have to get on “big city” teams as young as possible to gain exposure when being identified by major junior clubs. For example, the Greater Toronto Hockey League (GTHL) has long been considered a strong breeding ground, with three or four elite AAA teams each year producing some of the top players for the OHL draft. However, on the list of players from Ontario since 1975 who have made the NHL, only 16.8 percent of those players came from GTHL programs while the league itself represents approximately 20 percent of the registered players in the province—that means the league has a per capita development rate of about –3 percent. What the research found was that players from other Ontario minor hockey leagues who elevated to the NHL actually had an edge in terms of career advancement on their GTHL counterparts by the age of nineteen. Each year several small-town Ontario parents, some with players as young as age eight, believe it’s necessary to get their kids on a GTHL superclub such as the Marlboros, Red Wings, or Jr. Canadiens. However, just twenty-one GTHL “import” players since 1997 have played a game in the NHL in the last fifteen years. This pretty much indicates that regardless of where he plays his minor hockey from the ages of eight through sixteen, a player eventually develops no matter how strong his team is as a peewee or bantam. An excellent example comes from the Ontario players born in 1990, which featured a powerhouse team in the Markham Waxers of the OMHA’s Eastern AAA League. The Waxers captured the prestigious OHL Cup and lost a grand total of two games in eight years. In 2005–06, when they were in minor midget (age fifteen), they compiled a record of 64-1-2. The Waxers had three future NHL draft picks on their roster in Steven Stamkos (Tampa Bay), Michael Del Zotto (New York Rangers), and Cameron Gaunce (Colorado). One Waxers nemesis in the 1990 age group was the Toronto Jr. Canadiens of the GTHL. The Jr. Canadiens were also a perennial powerhouse team and battled the Waxers on a regular basis in major tournaments and provincial championships over a seven-year period. Like the Waxers, the Jr. Canadiens team also had three future NHL draft picks in Alex Pietrangelo (St. Louis), Josh Brittain (Anaheim), and Stefan Della Rovere (Washington). In the same 1990 age group, a “middle of the pack” team was the Halton Hills Hurricanes (based west of Toronto in Milton). This club played in the OMHA’s South Central AAA League and periodically competed with some of the top teams. Over a seven-year span, they were marginally over the .500 mark from novice to minor midget. That Halton Hills team produced two future NHL draft picks in Mat Clark (Anaheim) and Jeremy Price (Vancouver). Finally, the worst AAA team in the 1990 group every year was the Chatham-Kent Cyclones—a club that averaged about five wins a season playing in the Pavilion League in Southwestern Ontario. Incredibly, the lowly Cyclones also had two future NHL draft picks in T.J. Brodie (Calgary) and Jason Missiaen (Montreal). It’s a testament that regardless of where they play their minor hockey, talented players will develop at their own pace and eventually rise to the top. You don’t need to be on an 85-5-1 big-city superclub to develop or get noticed.

Our job is merely to identify talented managers and provide an environment in which they can do their stuff.” -1990 letter

We start from the presumption that our people are talented and want to contribute. We accept that, without meaning to, our company is stifling that talent in myriad unseen ways. Finally, we try to identify those impediments and fix them. I

memories are easier to make and last longer when acquired in teen years compared with adult years. This is a fact that should not be ignored! This is the time to identify strengths and invest in emerging talents. It’s also the time when you can get the best results from remediation, special help, for learning and emotional issues. We’ve all long thought that the IQ with which you were “branded” in grade school after taking one of those aptitude tests was the final word on your intellectual destiny. Not true. There is solid data to show that your IQ can change during your teen years, more

I felt super-frustrated. We’d hired all these talented people and were spending tons of money, but we weren’t going any faster. Things came to a head over a top-priority marketing OKR for personalized emails with targeted content. The objective was well constructed: We wanted to drive a certain minimum number of monthly active users to our blog. One important key result was to increase our click-through rate from emails. The catch was that no one in marketing had thought to inform engineering, which had already set its own priorities that quarter. Without buy-in from the engineers, the OKR was doomed before it started. Even worse, Albert and I didn’t find out it was doomed until our quarterly postmortem. (The project got done a quarter late.) That was our wake-up call, when we saw the need for more alignment between teams. Our OKRs were well crafted, but implementation fell short. When departments counted on one another for crucial support, we failed to make the dependency explicit. Coordination was hit-and-miss, with deadlines blown on a regular basis. We had no shortage of objectives, but our teams kept wandering away from one another. The following year, we tried to fix the problem with periodic integration meetings for the executive team. Each quarter our department heads presented their goals and identified dependencies. No one left the room until we’d answered some basic questions: Are we meeting everyone’s needs for buy-in? Is a team overstretched? If so, how can we make their objectives more realistic?

The Ponzi scheme is a specific and easily identifiably structure that isn’t applicable to Bitcoin but could be to some phony cryptoassets. While a truly innovative cryptoasset and its associated architecture requires a heroic coding effort from talented developers, because the software is open source, it can be downloaded and duplicated. From there, a new cryptoasset can be issued wrapped in slick marketing.

The Marland definition of giftedness (page 499) broadened the view of giftedness from one based strictly on IQ to one encompassing six areas of outstanding or potentially outstanding performance. The passage of Public Law 94–142, the Education for All Handicapped Children Act, in 1975 led to an increased interest in and awareness of individual differences and exceptionalities. PL 94–142, however, was a missed opportunity for gifted children, as there was no national mandate to serve them. Mandates to provide services for children and youth who are gifted and talented are the result of state rather than federal legislation. The 1980s and 1990s: The Field Matures and Provides Focus for School Reform Building on Guilford’s multifaceted view of intelligence, Howard Gardner and Robert Sternberg advanced their own theories of multiple intelligences in the 1980s. Gardner (1983) originally identified seven intelligences—linguistic, logical-mathematical, spatial, bodily-kinesthetic, musical, interpersonal, and intrapersonal (see Table 15.2). Describing these intelligences as relatively independent of one another, he later added naturalistic as an eighth intelligence (Gardner, 1993). Sternberg (1985) presented a triarchic view of “successful intelligence,” encompassing practical, creative, and executive intelligences. Using these models, the field of gifted education has expanded its understanding of intelligence while not abandoning IQ as a criterion for identifying intellectually gifted children. A Nation at Risk (National Commission on Excellence in Education, 1983) described the state of education in U.S. schools as abysmal. The report made a connection between the education of children who are gifted and our country’s future. This commission found that 50 percent of the school-age gifted population was not performing to full potential and that mathematics and science were in deplorable conditions in the schools. The message in this report percolated across the country and was responsible for a renewed interest in gifted education as well as in massive education reform that occurred nationally and state by state.

The Jacob K. Javits Gifted and Talented Students Education Act (PL 100–297) was passed in 1988. The Javits Act states that “gifted and talented students are a national resource vital to the future of the Nation and its security and well-being” [Sec. 4102 (a) (1)]. This legislation reestablished the Office of the Gifted and Talented (originally created in 1974) and founded a national research center focusing on gifted children, demonstration projects in gifted education, and efforts aimed at identifying and serving pupils with gifts and talents from traditionally underrepresented groups. In the early 1990s, the Office of Educational Research and Improvement in the U.S. Department of Education issued National Excellence: A Case for Developing America’s Talent (Ross, 1993), the second national report on gifted children. The National Research Center on the Gifted and Talented generated research that was used by decision makers to design and implement policy and enact legislation. The demonstration projects focused on developing talents in areas with a large percentage of children who have been underrepresented in gifted services.

Superbosses understand that focusing primarily on what might get in the way of change prevents a team or company from ever trying anything new. It also prevents employees from identifying wholeheartedly with the team and giving themselves over to it.

Tolstoy was always as keen to do as to teach. As with most intellectuals, there came a time in his life when he felt the need to identify himself with ‘the workers’. It popped up intermittently in the 1860s and 1870s, then began in earnest in January 1884. He dropped his title (though not his authoritative manner) and insisted on being called ‘plain Leo Nikolayevich’. This mood coincided with one of those sartorial gestures intellectuals love: dressing as a peasant. The class transvestism suited Tolstoy’s love of drama and costume. It also suited him physically, for he had the build and features of a peasant. His boots, his smock, his beard, his cap became the uniform of the new Tolstoy, the world-seer. It was a prominent part of that instinctive talent for public relations which most of these great secular intellectuals seem to possess. Newspaper reporters came thousands of miles to see him. Photography was now universal, the newsreel just beginning in Tolstoy’s old age. His peasant dress was ideally suited to his epiphany as the first media prophet.

Is there a small habit that can support a major habit?” (For example, packing your exercise clothes in the morning so they’ll be ready for the gym in the evening.) “Do I often end the day frustrated because I didn’t complete the most important tasks?” (Identify the most important tasks for the next day and then schedule them into your calendar.) “What quick activities make me feel inspired or happy?” (For example, watching a short motivational video each morning.) “What five goals are the most important to me right now?” (What can you do daily to support all five of these goals?) “What are the activities that I love to do?” (Think of tasks that can support hobbies, like running, knitting, traveling, or reading.) “What areas of my financial life do I need to improve?” (If you’re in debt, then address this first. But if you have money in the bank, then you should build a habit that focuses on building up your investment portfolio.) “Can I improve the quality of my interpersonal relationships?” (Think about your interactions with your parents, children, significant other, and closest friends. Is there anything you can do daily to make these interactions better?) “What makes me feel great about myself?” (If something brings you enjoyment, then you should either do it every day or schedule time for it each week.) “How can I become more spiritual in my daily life?” (For example, read from a book of prayers, practice a bit of yoga, or recite positive affirmations.) “What is a new skill I’ve always wanted to master?” (For example, make a habit of researching and learning about talents like home brewing, playing a musical instrument, learning a new language, or anything that sounds fun.) “Is there anything I can do to support my local community or an important cause?” (We all believe in something. So if you schedule time daily for this activity, then it’s not hard to consistently help others.) “Is there something that I can do to improve my job performance and get a raise?” (For example, build a skill that will become valuable to the company.)

Rate yourself from 1 to 5, where 1 means no/rarely (denotes you have a lack of ability) and 5 means most often/always (denotes you can do this easily): ___ I experience relationships rather than things as a source of relief when I am stressed. ___ I seek help, comfort, or support from a person rather than a thing. (In contrast, addictions are ways you get relief or distractions from unwanted feelings without needing people.) ___ I can ask for help when I am unsure of myself. ___ I can list eight feelings I experience on a regular basis. ___ I can identify and articulate these feelings with my spouse and kids. ___ I use my feelings to identify my needs, and I am able to communicate my needs and ask directly for what I need, rather than hoping someone will guess correctly. ___ I know my childhood history, so I am aware when the past is influencing my present feelings and causing me to overreact. ___ I can name five strengths I possess in my character and talents, and three weaknesses. ___ I can recover quickly from a mistake. ___ I can find middle ground in life, versus being an eternal optimist or constant pessimist. ___ I can delay gratification and wait for something I want. ___ I am aware of my spouse’s behavior when he or she is stressed and can take measures to bring him or her relief. ___ I can admit when I am wrong and apologize without saying, “I am sorry, but…” ___ I can accept criticism and feedback and thoughtfully consider it. ___ I am a good listener and know how to ask thoughtful questions. ___ I have experienced the connection and closeness that results when a conflict is resolved. ___ I can say no and draw boundaries even when it makes someone mad. ___ I know how to use my anger to identify more vulnerable feelings underneath the anger and communicate the more vulnerable feelings. ___ I can control the level of my reactivity so I am able to stay engaged in difficult conversations. ___ I am comfortable with reality and don’t minimize problems. ___ I can keep listening and explore another’s feelings, experiences, and point of view even when I disagree with him or her. ___ I can ask to be held or hugged when I need comfort. ___ I am not afraid of conflict, because I have skills to compromise, negotiate, and usually resolve conflict. ___ I don’t hold on to resentments and am able to forgive my spouse. ___ Because I have relationships with God and close friends, I don’t expect my spouse to meet every need. ___ I have compassion for my spouse in his or her areas of weakness because I understand the childhood wounds that contributed to those areas of struggle. ___ I don’t have secrets I am keeping from my spouse. ___ I can ask for a do-over and try again when I blow it with my spouse.

One obvious aspect of management is identifying people who can help you get where you are trying to go. Talent-identification sounds like a straightforward business. If it were, every team would be successful.

Women empowerment must never be perceived as a means of imparting arrogance to women, but a means to help them identify their talents and use those talents to make an impact.

Another way to understand the difference between equality and equity is to realize that addressing equity issues strikes at the source of the problem rather than dealing with the symptoms, one by one. Our attachment to the myth of meritocracy—which is the notion that companies are structured to reward only the most talented and determined individuals15—is increasingly being viewed as out of touch because it doesn’t acknowledge our very real differences, and how much harder the journey up the ladder, or even onto the ladder, is for some. An insightful article by author Amy Sun makes this clear: Treating everyone exactly the same actually is not fair. What equal treatment does do is erase our differences and promote privilege. Equity is giving everyone what they need to be successful. Equality is treating everyone the same.16 Surrounding Yourself with a Trusted Few If you’ve recognized some of yourself in this chapter, you’re likely feeling motivated to take a closer look at your potential to be a more inclusive leader. Similarly, if you want to support your colleagues in their journey out of Unawareness, this chapter has likely provided many points of entry to transformational conversations. It’s important to note that this stage of your journey might be somewhat private. If you realize you haven’t given certain people a fair chance, you might not want to broadcast that to your colleagues. (Not only would this be damaging to your reputation, it could also make other people feel bad.) But as you become aware of your biases, you’ll start to understand how you can do things differently to better support others. It is a learning process, and it helps to have support from people you trust. When you’re ready, seek out conversations with a trusted few who can help you find your balance, your vocabulary, and begin to identify new skills.

As a next generation leader you already possess the talent and intuition necessary to lead. But chances are it is your courage that will establish you as a leader in the minds of others. To put it in perspective, try to identify a leader worth following who didn’t pop up on the public radar screen as a result of a decision or action that required courage.

Everything on Trebor revolved around their caste system. Children were created in birth pods of thirty beings. Once gestated, you were trained and educated together until the age of ten annums. At ten, each child began a series of aptitude tests to determine his or her caste designation. Travelers were identified first, and then the remaining children were sorted into Helpers and Laborers. Membership in the higher groups, the Talented and Honored and The Keepers’ Representatives, could only be earned through ascension. Ascension was a gift bestowed on the obedient by their gods, The Keepers. And assemblies such as Glorious Session were just one of the many ways obedience was reinforced. Attending

I want you to identify your strengths or talents and to find something about yourself that makes you unique and special and refer to that image each time you find yourself feeling insecure or unsure.

government needs more flexibility to identify talent and recruit effectively for the workers with the skills it needs; it needs a pay and benefits system that is competitive with private markets; it needs a talent management system that rewards top performers and deals with poor performers, including increasing flexibility in firing those whose work is substandard. And

The simple acronym SIGN, developed by Buckingham, can help you recognize your signs of strength: S Success: Do you feel a sense of accomplishment about finishing this task? I Instinct: Do you instinctively look forward to this task? G Growth: Are your synapses firing? Are you mentally focused? N Needs: Does this task fulfill one of your needs? Acknowledging our “strong-moments” and identifying the talents that are evidenced when we feel invigorated, inquisitive, and successful will help us not only find our dreams but have the confidence to pursue them.

At the height of the George Floyd protests, Omar Johnson, a former Apple marketing VP and chief marketing officer for Beats by Dr. Dre, took out a full-page ad in the New York Times. “Dear White corporate America,” he began,… I get it. I know you have the best intentions.… You want to do the right thing. But you just don’t know how. Is that about right? I know it is, because you’ve been calling me. For the past two weeks, several times a day. It’s been the same question: What can I do? He went on to upbraid corporate leaders for failing to nurture Black talent, for failing to include Black people in decision-making, for failing to listen, and ultimately, for failing as businesspeople: “This is a business problem, too. And you fix business problems all the time. So, you got this.” He laid out a game plan. Most notably, “You need to hire more Black people. Period.” Identify, recruit, develop, and elevate talented Black employees. Partner with Black-owned businesses. Believe in the people you hire. Mentor them. “No doubt, it’s daunting,” Johnson writes. “But lean into the discomfort.” And “before you call me again—before you ask me what you should say, or what you should change—I’ll tell you my answer right now: Absolutely everything… See you in the room.

Based on our research and interviews, we have identified nine core characteristics that mark an individual as having high potential: Drive—the unrelenting need for achievement and constant self-improvement Resiliency—the ability to persevere in the face of challenge and bounce back from setbacks Adaptability—the ability to adjust according to the situation, learn new things, innovate, and try new methods Humility—self-confidence in one’s ability while understanding that there’s always room for improvement and that others’ experiences and knowledge are valuable Integrity—an adherence to not only what is legal but also what is right Effective intelligence—the ability to apply one’s knowledge to real-world scenarios Team-ability—the ability to function as part of a team, placing the success of the whole above the needs of the self Curiosity—a desire to explore the unknown and question the status quo in pursuit of better, more effective solutions Emotional strength—a positive attitude, high empathy, and control over one’s emotions, especially in chaotic and stressful situations

As psychologists, Ericsson and the other researchers in his field are not interested in why deliberate practice works; they’re just identifying it as an effective behavior. In the intervening decades since Ericsson’s first major papers on the topic, however, neuroscientists have been exploring the physical mechanisms that drive people’s improvements on hard tasks. As the journalist Daniel Coyle surveys in his 2009 book, The Talent Code, these scientists increasingly believe the answer includes myelin—a layer of fatty tissue that grows around neurons, acting like an insulator that allows the cells to fire faster and cleaner. To understand the role of myelin in improvement, keep in mind that skills, be they intellectual or physical, eventually reduce down to brain circuits. This new science of performance argues that you get better at a skill as you develop more myelin around the relevant neurons, allowing the corresponding circuit to fire more effortlessly and effectively. To be great at something is to be well myelinated. This understanding is important because it provides a neurological foundation for why deliberate practice works. By focusing intensely on a specific skill, you’re forcing the specific relevant circuit to fire, again and again, in isolation. This repetitive use of a specific circuit triggers cells called oligodendrocytes to begin wrapping layers of myelin around the neurons in the circuits—effectively cementing the skill. The reason, therefore, why it’s important to focus intensely on the task at hand while avoiding distraction is because this is the only way to isolate the relevant neural circuit enough to trigger useful myelination. By contrast, if you’re trying to learn a complex new skill (say, SQL database management) in a state of low concentration (perhaps you also have your Facebook feed open), you’re firing too many circuits simultaneously and haphazardly to isolate the group of neurons you actually want to strengthen.

More than once, Liuani had heard how a difficult analysis of a scan had been resolved merely by handing it over to Rysal for a second opinion. She was talented in identifying the patterns that others would miss. So in the end, Liuani had to admit to herself that she was inclined to accept that if Rysal said there was something there, then it was likely that there was something there.

Scholars call what I saw a “microaggression,” a term coined by eminent Harvard psychiatrist Chester Pierce in 1970. Pierce employed the term to describe the constant verbal and nonverbal abuse racist White people unleash on Black people wherever we go, day after day. A White woman grabs her purse when a Black person sits next to her. The seat next to a Black person stays empty on a crowded bus. A White woman calls the cops at the sight of Black people barbecuing in the park. White people telling us that our firmness is anger or that our practiced talents are natural. Mistaking us for the only other Black person around. Calling the cops on our children for selling lemonade on the street. Butchering Ebonics for sport. Assuming we are the help. Assuming the help isn’t brilliant. Asking us questions about the entire Black race. Not giving us the benefit of the doubt. Calling the cops on us for running down the street. As an African American, Pierce suffered from and witnessed this sort of everyday abuse. He identified these individual abuses as microaggressions to distinguish from the macroaggressions of racist violence and policies.

If I was the perfect Netflix, what type of movies would I recommend for you and why?” “How do you feel you are different from the people at your current company?” “What views do you hold religiously, almost irrationally?” “How did you prepare for this interview?” “What subreddits, blogs, or online communities do you enjoy?” “What is something esoteric you do?

Leaders identify skill, potential, and creativity to perform complex assignments

The Delegation Feedback Conversation has a job to do. For it to be of service to the delegation project it must cover all the bases by allowing the following things to happen: The delegatee gives an accurate report on progress made in reaching agreed milestones. An assessment is made of the success or not of that progress. Barriers to success are explored. Strategies for overcoming those barriers are adopted. Ways you can help are identified. The delegatee is challenged where, however inadvertently, she is working against the aims of the project. Milestones are reassessed, with some kept, others dropped, and new ones agreed as necessary. She departs with new ideas, heightened clarity, and refreshed confidence and energy. So do you.

get to the point quickly.

In quite a few ways, we were postmodern before we ever became modern. That was the way we were in John A. Macdonald’s time. In 1884, Goldwin Smith, the leading political commentator of his day, summarized Macdonald’s lifelong mission as “to hold together a set of elements, national, religious, sectional and personal, as motley as the component patches of any ‘crazy quilt,’ and actuated each of them by paramount regard for its own interest.” Here, Smith identified exactly Macdonald’s supreme talent—that he knew how to herd cats. No one else in Canada came close to Macdonald; after him, perhaps only Mackenzie King did, his paramount art being that of doing as little as possible for as long as possible.

Phase 1: Discovery 1. Define the problem statement What is the challenge that will be solved? The problem statement is defined at this step and becomes the foundation of the project. Here is a sample problem statement: The company has more than one hundred thousand email addresses and has sent more than one million emails in the last twelve months, but open rates remain low at 8 percent, and sales attributed to email have remained flat since 2018. Based on current averages, a 2 percentage-point lift in email open rates could produce a $50,000 increase in sales over the next twelve months. It’s important to note that a strong and valid problem statement should include the value of solving the problem. This helps ensure that the project is worth the investment of resources and keeps everyone focused on the goal. 2. Build and prioritize the issues list What are the primary issues causing the problem? The issues are categorized into three to five primary groups and built into an issues tree. Sample issues could be: •​Low open rates •​Low click rates •​Low sales conversion rates 3. Identify and prioritize the key drivers. What factors are driving the issues and problem? Sample key drivers could include: •​List fatigue •​Email creatives •​Highly manual, human-driven processes •​Underutilized or missing marketing technology solutions •​Lack of list segmentation •​Lack of reporting and performance management •​Lack of personalization 4. Develop an initial hypothesis What is the preliminary road map to solving the problem? Here is a sample initial hypothesis: AI-powered technologies can be integrated to intelligently automate priority use cases that will drive email efficiency and performance. 5. Conduct discovery research What information can we gain about the problem, and potential solutions, from primary and secondary research? •​How are talent, technology, and strategy gaps impacting performance? •​What can be learned from interviews with stakeholders and secondary research related to the problem? Ask questions such as the following: •​What is the current understanding of AI within the organization? •​Does the executive team understand and support the goal of AI pilot projects?

Before Entry Read internal and external perspectives on the market and consumers. You won’t become an expert, but that’s OK; awareness is what you’re after. Identify local consultants who can brief you on the state of the market and the competitive environment. Learn the language—it’s not about fluency; it’s about respect. Develop some hypotheses about the business situation you are entering. – Use the STARS model to talk with your new boss and other stakeholders about the situation. – Assess the leadership team—is it functioning well, and does it comprise a good mix of new and veteran, or local and expatriate, talent? – Assess the overall organization using any available corporate performance and talent-pool data. – If possible, talk to some team members to gather their insights and test some of your early hypotheses. After Entry Your first day, first week, and first month are absolutely critical. Without the following four-phase plan, you risk getting drawn into fighting fires rather than proactively leading change. Diagnose the situation and align the leadership team around some early priorities. Establish strategic direction and align the organization around it. Repair critical processes and strive for execution consistency. Develop local leadership talent to lay the foundation for your eventual exit.

The methodology, admitted openly and without embarrassment at the time, was to identify promising talent at a young age, and to make special provisions for its development. These provisions included a great degree of educational segregation. Bright young people were conspicuously set apart from their contemporaries. They were placed in special, enriched classes and sent into extracurricular programs that only admitted those of comparable talent. It was assumed that, as they moved through the educational stream, they would maintain a rather close-knit formation, associating primarily with their intellectual peers and with mentors drawn from the ranks of accomplished sci- entists.8 The operating hypothesis was that talent, whatever its origins in genetic endowment or early childhood experience, is a relatively rare resource, that positive measures are necessary to seek it out, and that once found it requires and deserves special treatment.

Identifying, developing, and optimizing talent has been the unifying theme in all of my work. One thing that’s become clear to me is that really good people can make really bad decisions. The kind person forfeiting their dreams while waiting on friends and loved ones to affirm their new direction. The caring leader surrendering the future of her organization in an effort to keep everyone on board. The world-class athlete ignoring how his hyperfocus is crippling his relationships and stealing his happiness. The highly successful entrepreneur trying to fix his marriage as if it were a business. The person who has always performed for the approval of others discovering that they lack the resilience required to master the skills of their craft.

By contrast, deliberate practice requires that one identify certain sharply defined elements of performance that need to be improved, and then work intently on them.

The pro stands at one remove from her instrument— meaning her person, her body, her voice, her talent; the physical, mental, emotional, and psychological being she uses in her work. She does not identify with this instrument. It is simply what God gave her, what she has to work with. She assesses it coolly, impersonally, objectively. The professional identifies with her consciousness and her will, not with the matter that her consciousness and will manipulate to serve her art. Does Madonna walk around the house in cone bras and come-fuck-me bustiers? She’s too busy planning D-Day. Madonna does not identify with “Madonna.” Madonna employs “Madonna.

The first thing he is looking for when he hires someone, he says, is “extreme talent.” He defines this narrowly. He doesn’t want someone who says they love teaching in general; he wants to hear someone identify the specific teaching task they excel at: I love writing out a lesson plan. Or I love working with remedial students. Or I love one-on-one tutoring. “People love to do the thing they are wired to do,” he says. A person can go a long way with a narrow skill set.

The number one job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going. The number two job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters. The number three job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story. All human beings long for a mission. We are all born self-identifying as heroes in a story and we know, even as children, that our existence on this planet matters. Not only this, but as communal beings, every person longs to join a team on a serious and important mission. This is why dynamic leaders are able to attract top talent. Every dynamic leader you know or have ever heard of had a mission burning inside them that other people wanted to join. Great leaders become great because their mission makes them great. There are no exceptions.

This means that it is a mistake to identify our individuality with any particular talent, function, or aspect of ourselves. However, very often this is just what we do. If a person feels inferior and depressed in the presence of people who are more intelligent, who have read more books, who have traveled more, who are more famous, or who are more skillful or knowledgeable in art, music, politics, or any other human endeavor, then that person is making the mistake of identifying some particular aspect or function of himself with his essential individuality. Because a particular capacity is inferior to that of another person, he feels himself to be inferior. This feeling then leads either to depressive withdrawal or to defensive, competitive efforts to prove he is not inferior. If such a person can experience the fact that his individuality and personal worth are beyond all particular manifestation his security will no longer be threatened by the accomplishments of others. This sense of innate worth prior to and irrespective of deeds and accomplishments is the precious deposit that is left in the psyche by the experience of genuine parental love.

All problems with writing and performing come from fear. Fear of exposure, fear of weakness, fear of lack of talent, fear of looking like a fool for trying, for even thinking you could write in the first place. It’s all fear. If we didn’t have fear, imagine the creativity in the world. Fear holds us back every step of the way. A lot of studies say that despite all our fears in this country—death, war, guns, illness—our biggest fear is public speaking. What I am doing right now. And when people are asked to identify which kind of public speaking they are most afraid of, they check the improvisation box. So improvisation is the number-one fear in America. Forget a nuclear winter or an eight point nine earthquake or another Hitler. It’s improv. Which is funny, because aren’t we just improvising all day long? Isn’t our whole life just one long improvisation? What are we so scared of?’ No.

Culturally, we lean toward thinking about talents in an external sense. Those who don’t shine with the arts or a sport often concede to believing they have no talent at all. The following exercise is helpful in identifying talents that may be less obvious—because they aren’t naturally linked to external objects or activities. Talents such as enthusiasm, listening to others, making peace, making friends, hospitality, vision, teaching, organization, compassion, optimism, creative ideas, and problem-solving are a few examples.

If you’re trying to find your entry point to the modern movement, I encourage you to identify what issue you’re most passionate about and what talents and skills you want to bring to the fold. Before starting, see if there’s anyone already doing similar work and consider joining up with them so as not to replicate work that’s already being done. If no one is doing what you feel needs to be done, then take it on yourself. Having a community of fellow activists around you is also key to having a network of support and for building collectively. (Interview with aaihs)

The most striking results are for the job category of inventors. If you are looking for inventors, IQ is by far the most significant of all the measurable variables we have. Furthermore, at higher levels of measured IQ the probability of becoming an inventor rises all the more.

In that same data set, if you are considering what does explain who becomes a doctor or a lawyer, parental education (and not IQ) is the main explanatory variable, accounting for 39 and 52 percent of those career decisions, respectively. Furthermore, parental income plays a larger role in pushing you into being a doctor or a lawyer than it does in being an inventor.

There are some people who, when they speak, no matter what the topic, seem to draw you into their own worldview, almost like an act of magic, like you are stepping into a movie, TV show, computer game, or graphic novel of their making. This can be a sign of their energy and creativity.

Daniel understands that the mystique and thrill of building a new company have to outweigh the inertia of the status quo and its easier defaults, and that he is in part responsible for articulating that vision of creating something new.

Give me an example of a time that you felt you went above and beyond the call of duty at work” one time, because there you are just testing for basic prep. Ask it again. And again. And again, until the candidate can’t come up with any more answers. And don’t look away, break the tension with a chuckle, or give the candidate a chance to divert attention and halt the questioning process.

Consider one of the most renowned interview questions of all time: “What is it you believe to be true that other smart people you know think is crazy?

Finally, here is another useful question used by Peter Thiel: • “How successful do you want to be?” Or this variant favored by Tyler: • “How ambitious are you?

What is it you do to practice that is analogous to how a pianist practices scales?” You learn what the person is doing to achieve ongoing improvement, and perhaps you can judge its efficacy or even learn something from it. You also learn how the person thinks about continual self-improvement, above and beyond their particular habits. If a person doesn’t practice much, they still might be a good hire, but then you are much more in the world of “what you see is what you get,” which is valuable information on its own. If the person does engage in daily, intensive self-improvement, perhaps eschewing more typical and more social pursuits, there is a greater chance they are the kind of creative obsessive who can make a big difference.