The three parts Daniel Coyle has identified are deep practice, which we’ll get into in a second, ignition – an external event sparking your initial motivation, and coaching. Coyle argues that we're not born great, nor do we have greatness thrust upon us. Instead, greatness is built and developed through deep and considered practice.

Deep Practice –Everyone knows that practice is a key to success. What everyone doesn’t know is that specific kinds of practice can increase skill up to ten times faster than conventional practice. To sum up: it's time to rewrite the maxim that practice makes perfect. The truth is, practice makes myelin, and myelin makes perfect.” The third element of talent is an external component. It has to do with motivation, but with the one only a knowledgeable outsider can provide.You can find more about him and his hot-off-the-oven chart-topper, “The Culture Code,” at: http://danielcoyle.com/. “The Talent Code Summary” Workplace Learning is one of the most useful HR training and development books because the guide teaches human resources staff how to nurture a culture of learning. In an ideal office, development does not come solely from the human resources department. Instead, workers continually learn and upskill in the course of the job. The result is a more agile and dynamic workforce that is not afraid to take risks and change. The book mentions case studies of companies with solid learning cultures and explains how leaders can recreate these atmospheres. Workplace Learning clearly lists the conditions HR leaders and managers must create to build workplaces where employees gladly learn and help colleagues learn.

Q: «Все мы стремимся действовать без усилий, но это неподходящий способ обучения», - говорит Роберт Бьорк, которому принадлежат приведенные выше примеры. Бьорк руководит психологическим отделением Калифорнийского университета в Лос-Анджелесе и большую часть жизни посвятил исследованиям памяти и обучения. Он неутомимый эрудит, способный одинаково легко обсуждать и графики ухудшения памяти, и звезду НБА Шакила О’Нила, знаменитого своими сокрушительными штрафными бросками. По мнению Бьорка, О’Нилу следует практиковать броски с дистанции 14 и 16 футов, а не с 15, как положено. Бьорк считает, что «Шаку нужно менять свои двигательные программы. Иначе он не добьется улучшения». How big the layer of protective myelin around your axons is determines how fast and how accurately electrons can go from one neuron to the next, and therefore, how good you are at performing the corresponding skill. But to get from one neuron to the next, the electrons have to travel quite the distance. To cover it, they use something called axons – think of it as astreet connecting two cities. All of your axons are covered in a fatty, white substance called myelin. It protects your axons and insulates them, but not just that. Although talent feels and looks predestined, in fact we have a good deal of control over what skills we develop, and we have more potential than we might ever presume to guess.” So how do we develop myelin? We produce it through deep and careful practice. Coyle calls this deep practice, but it can also be called deliberate practice, or purposeful practice.Any time someone opens up with how they'll reveal "revolutionary scientific discoveries", the best advice is to run away. I didn't take my own advice and stubbornly slogged through this collection of anecdotes about "hotbeds" (he loves that term) in which he reaches far, contradicts himself, incredibly co-opts the Tom Sawyer fence whitewashing story to his means (really...guy tosses thousands of years of human psychology for a fad theory), ignores concentrations of "signals" that don't fit his model for hotbed generation... In more creative fields, it's less obvious what to do. There is no clear set of fundamentals to be mastered. In a lot of cases (writing an essay, producing a scientific theory, programming), there's not even an obvious sense in which one can be absolutely right. I wish there were more discussion about this -- but I think we just don't understand it well enough. I’m thankful for people like Daniel Coyle, who spend years and years digging through scientific research papers, traveling all around the world (in his case to so-called talent hotbeds, where many talented people were huddled together) and mastering their own craft (writing) to come up with books like this.

Doing things alone is all very well and good, but having a coach, master, or mentor helps us achieve greatness through learning and inspiration. On the one hand you have deep practice, and on the other, you have passion. A coach often bridges the gap between the two. Some coaches straddle the line between passion and discipline, while others choose to focus on either passion or technical skills. That’s because you don’t have a motivation. This is the second element of the talent code. Daniel Coyle refers to it as ignition. Brazilian soccer players are good because they practice so much, but also because they are motivated by the knowledge that soccer can get them the life they’ve craved for. In fact, almost all Brazilian superstars now earning millions grew up in poverty. In other words the author explains that you have to be good at being bad before having talent. For this to work you have to love to fail, knowing you are actually gaining the entire time. This reminds me of a famous quote by Thomas Edison who, before inventing the lightbulb, failed over 10,000 times. Except Edison's viewpoint wasn't that he failed 10,000 times in the quest for the lightbulb--he instead found 10,000 ways that did not work. This is the premise of the theory of this book. The author points out that those who are truly talented started off as terrible and then became good. What may look like an overnight success is really hours and hours of practice before mastery.

According to a 1995 study, a sample of Japanese eighth graders spent 44 percent of their class time inventing, thinking, and actively struggling with underlying concepts. The study's sample of American students, on the other hand, spent less than 1 percent of their time in that state. “The Japanese want their kids to struggle,” said Jim Stigler, the UCLA professor who oversaw the study and who cowrote The Teaching Gap with James Hiebert. “Sometimes the [Japanese] teacher will purposely give the wrong answer so the kids can grapple with the theory. American teachers, though, worked like waiters. Whenever there was a struggle, they wanted to move past it, make sure the class kept gliding along. But you don't learn by gliding.” In the process, he considers talent at work in venues as diverse as a music school in Dallas and a tennis academy near Moscow to demonstrate how the wiring of our brains can be transformed by the way we approach particular tasks. He explains what is really going on when apparently unremarkable people suddenly make a major leap forward. He reveals why some teaching methods are so much more effective than others. Above all, he shows how all of us can achieve our full potential if we set about training our brains in the right way. Read more Look Inside Details

And it’s practice what truly makes the difference! It forms a large part of the explanation of some of the seeming mysteries about the geniuses of history. The more myelin around a neural pathway, the better your memory and skill of the information the neural pathway keeps. Buy Design Thinking for Training and Development. 7. The Art and Science of Training by by Elaine Biech Daniel Coyle wrote The Culture Code, which is on our list of the best books on company culture. In The Talent Code, Coyle insists that ability is developed, not discovered. The book explores case studies of concentrated talent, such as the number of baseball stars originating from the Caribbean or the three Brontë sisters emerging from a single household. Another example of this is Se-ri Pak, a South Korean golfer, who won a major in 1998. Up until this point, golf was not on the radar for many South Koreans. However, after Se-ri Pak put South Korea and women's golfing on the map, the country experienced golfing fever.Notable Quote: “Actually, managers do care about training, but only to the extent that it helps improve performance….In a corporate setting, learning matters only if it meaningfully contributes to achieving the organization’s mission and goals. This is why effective organizations practice the First Discipline: they define the business outcomes before they embark on any learning initiative.” Design Thinking for Training and Development applies the design approach to the learning and development process. This book champions a human-centered approach to course building. The authors invite readers to devise curriculum the way one might devise a product prototype, with the intent of sparking interest and making the end result as user-friendly as possible. The book follows the product development cycle, relating each step in the process to the journey of delivering the perfect professional lesson. A new mindset that literally changes you into believing if it is humanly possible, it is within your reach as well.