In the post, Talent is Overrated – Introduction (Part 1) is overrated, I discussed that talent although it does exist, when it comes to achieving a level of greatness in business and life, it is indeed irrelevant.
So what makes all the difference?
Francis Galton, who authored the book Hereditary Genius in 1869 coined the term “nature versus nurture”. Galton argued that people had innate limits in what they could achieve in life, and regardless of the work they put in, they would never break past these predetermined boundaries. At which time, it’s best if they just accept it, stay within their boundaries and “find true moral repose in an honest conviction that he is engaged in as much good work as his nature rendered him capable of performing.” In other words, give up and be content.
This explains a lot of the thought patterns in our culture that surround great performers and the notion that they operate at an unattainable standard. You either have it or you don’t.
Over a hundred years has passed and the research continued. Hundreds of studies have been done on the subject; the employees who’s performance had plateaued for years, seemingly hitting their “rigidly determinate natural limits”, only to a see a consistent improvement in performance after new incentives were offered.
In his now famous paper, “The Role of Deliberate Practice in the Acquisition of Expert Performance”, Anders Ericsson concludes that “the search for stable heritable characteristics that could predict or at least account for superior performance…has been surprisingly unsuccessful.” Meaning after countless case studies, researchers found no relationship between natural talent and great performance.
However at the time of this paper, “natural talent” was still the favoured theory when it came to high achievers. To this the authors indicate, “the conviction in the importance of talent appears to be based on the insuffiency of alternative hypothesis.” Meaning people believe in ‘talent’ because they don’t have an alternative.
Until now.