Crazy Read 2018 – The Talent Code
What I Loved
I loved hearing certain lines and quotes when he interviews – that I got a lot of value out of. (Highlighted a lot).
In a section on Page 184 it talks about praise, criticism and dealing with people.
The author interviews John Wooden who during preseason would say:
“I am not going to treat you players all the same. Giving you the same treatment doesn’t make sense, because you’re all different.
The good Lord, in his infinite wisdom, did not make us all the same. Goodness gracious, if he had, this would be a boring world, don’t you think?
You are different from each other in height, weight, background, intelligence, talent and many other ways. For that reason, each one of you deserves individual treatment that is best for you.
I will decide what that treatment will be.”
Almost all the master coaches I met followed Wooden’s rule. They wanted to know about each student, so they could customize their communications to fit the larger patterns in a student’s life.
Football coach Tom Martinez, whom we’ll meet later, has a vivid metaphor for this process.
“The way I look at it, everybody’s life is a bowl of whipped cream and shit, and my job is to even things out,”, he said. “If a kid’s got a lot of shit in his life, I’m going to stir in some whipped cream. If a kid’s life is pure whipped cream, then I’m going to stir in some shit.”
On Page 211 something that I loved and want to implement into my own business was a section when he talks about Toyota and one of their deep corporate practise – which is finding small problems and fixing it right away, which increases Myelin:
Thirty years ago, Toyota was a middling-size car company. Now it is the world’s largest automaker.
Most analysts attribute Toyota’s success to its strategy of Kaizen, which is Japanese for “continuous improvement” and which just as easily could be called corporate deep practice.
Kaizen is the process of finding and improving small problems. Each employee, from the janitor up, has authority to halt the production line if they spot a problem (Each factory has pull cords on the factory floor, called andons).
The vast majority of improvements come from employees, and the vast majority of these improvements are small: a one-foot shift in the location of a parts bin, for instance. But they add up.
It’s estimated that in each of its assembly lines, about a million tiny fixes overall. Toyota, moving in fitful baby steps, is like a giant, car-making Clarissa.
The small changes are like tiny wraps of myelin, helping its circuitry run a fraction faster, smoother, and more accurately.
The sign over Toyota’s Georgetown, Kentucky, factory puts it in perfect deep practice language: “When something goes wrong, ask WHY five times.”
One last line that made me think was on Page 214:
“When I thought I was born this way, then I thought, what’s the use,” Andre said. “But when it’s a skill, everything changes.”
I really loved that section of the book where it talks about who we are and what we are, and turning these things we see as failures into a skill and move our world.