|
Let us continue with our discussion of success,
talent aside.
First, author Malcolm Gladwell
(Outliers: Secret of Success, Tipping Point & Blink) wrote:
“What separates the legendary CEO from the chronically
dissatisfied cubicle dweller? It’s not innate talent. Instead of
thinking about talent as something that you acquire, talent should
be thought of as something that you develop. Procter&Gamble is a
great example of a company that does that and has prospered as a
result. Look around Wall Street, or what’s left of it today and
you’ll see lots and lots and lots of people from Goldman Sachs.
That’s not a coincidence. It’s because they took their mission
to invest in people seriously.”
And I say, it is definitely not
vitamin and mineral supplements. Ang matalinong bata ay hindi
siguradong magtatagumpay.
In the article, “Why Talent is
Overrated,” senior editor at large Geoff Colvin writes: “It is
mid-1978, and we are inside the giant Procter&-Gamble
headquarters in Cincinnati, looking into a cubicle shared by a pair
of 22-year-old men, fresh out of college. Their assignment is to
sell Duncan Hines brownie mix, but they spend a lot of their time
just rewriting memos. They are clearly smart—one has just
graduated from Harvard, the other from Dart-mouth—but that
doesn’t distinguish them from a slew of other new hires at
P&G.
“What does distinguish them
from many of the young go-getters the company takes on each year is
that neither man is particularly filled with ambition. Neither has
any kind of career plan. Every afternoon they play waste-bin
basketball with wadded-up memos. One of them later recalls, “We
were voted the two guys probably least likely to succeed.”
“These two young men are of
interest to us now for only one reason: They are Jeffrey Immelt and
Steven Ballmer, who before age 50 would become CEOs of two of the
world’s most valuable corporations, General Electric and
Microsoft. Contrary to what any reasonable person would have
expected when they were new recruits, they reached the apex of
corporate achievement.
“The obvious question is how.
Was it talent? If so, it was a strange kind of talent that hadn’t
revealed itself in the first 22 years of their lives. Brains? The
two were sharp but had shown no evidence of being sharper than
thousands of classmates or colleagues. Was it mountains of hard
work? Certainly not up to that point. And yet something carried them
to the heights of the business world.
“A number of researchers now
argue that talent means nothing like what we think it means, if
indeed it means anything at all. A few contend that the very
existence of talent is not, as they carefully put it, supported by
evidence. In studies of accomplished individuals, researchers have
found few signs of precocious achievement before the individuals
started intensive training. Similar findings have turned up in
studies of musicians, tennis players, artists, swimmers,
mathematicians and others.
Such findings do not prove that
talent doesn’t exist. But they do suggest an intriguing
possibility: that if it does, it may be irrelevant.
“The concept of specific
talents is especially troublesome in business. We all tend to assume
that business giants must possess some special gift for what they
do, but the evidence turns out to be extremely elusive. In fact, the
overwhelming impression that comes from examining the lives of
business greats is just the opposite - that they didn’t seem to
give any early indication of what they would become.
“Jack Welch, named by Fortune
as the 20th century’s manager of the century, showed no particular
inclination toward business, even into his mid-20s. With a Ph.D. in
chemical engineering, approaching the real world at age 25, he still
wasn’t sure of his direction and interviewed for faculty jobs at
Syracuse and West Virginia universities. He finally decided to
accept an offer to work in a chemical development operation at
General Electric.
“Bill Gates, the world’s
richest human, is a more promising candidate for those who want to
explain success through talent. He became fascinated by computers as
a kid and says he wrote his first piece of software at age 13; it
was a program that played ticktacktoe. The problem is that nothing
in his story suggests extraordinary abilities.”
For leaders, at home and at work,
the implication is that people need not be smart, they need trust,
guidance and support every step of the way, and lots of
opportunities.
|
