Talent is overrated!

"Talent is cheaper than table salt. What Separates the talented individual
from the succesful one is a lot of hard work "
(Stephen King).

Contrary to what many still believe, is due to a high creative level within any discipline, whether it be music, art, sport or business is not an innate talent.

Super Talent when the rare to the top
Massive hardship and people who do not believe you are the most crucial factors in order to reach the final.
Few or none of the best Danish and Norwegian athletes were the best, when they were young. Why? Because, it is not there you can determine how far you reach. Does that mean, that I with a height of 180 cm can be an elite turner, if I only want it hard enough? Or if I train hard enough at home in the living room? Unfortunately, not quite. It is clear that a physical or technical advantage does not impair your ability.
But it is far from a guarantee of success! It is therefore very few super talents who are world stars. In reality talent misunderstood concept in the sense, that talent is often confused with skill. A talent requires skills, but it is is not the same.
Far more important factors to reach the top in both sports world which is the business sector's willingness to pay the price in time, energy and training and not least the ability to handle adversity. It is clear that in my work with the Olympia top and senior managers to see, that many are experiencing massive hardship and frustration before a huge success. In addition is the ability to grow in such a process, perhaps the most important factor in the creation of a winner. I'm pretty sure that because of this factor that Marit Bjørgen today's Olympic gold medal winner, that Caroline Wozniacki is one of the world's best female tennis players and Stine Bosse controls TrygVesta.

Talent Tuning
Mozart, Picasso, the Beatles and Steve Jobs was not born with the ability to to break conventions and set new standards in each of their
of activity.
In the book, "Genius Explained" estimates Dr. Michael Howe, Mozart to have 3500 had music lessons with his father in his 6-year birthday. Worth noting is that Wolfgang's father had a background as a composer and status as one of contemporary music's most progressive instructors, while he undoubtedly had a great pedagogical talent.

History repeats itself with Pablo Picasso. Already the age of 13 was he admitted to the art school in Barcelona. Pablo had received training from his father (a professor at the School), since he could say piz, piz "(brush on Spanish baby language). But it was only in 1907 that 26 year old, that Picasso with work Les Demoiselle d'Avignon (Misses from Avignon) made his breakthrough as cubism developed a midwife. Les Demoiselle d'Avignon was by no means the result of a light moment, but of a long and intensive creative progress to understand, interpret and paint on the basis of some African sculptures that Picasso random acquaintance of the Musée d'Ethnographie in Paris .

Steve Jobs was a hippie Hustler and college drop-out from Berkeley University of San Francisco with a tendency to constantly be in a form of
even solemn oppsternasig opposition to everything-and-all. Steve Wosniak (the candidate of reason puts Apple Computer Inc) was the technical Wizzard, who built the Apple I and II. Jobs was the businessman who first a bit of time into the personal computers growing up came to the combination of usability, product design and marketing that was needed to succeeded in creating one of the 20 century's most successful businesses.

Winner Mentality
Often, I ask managers and leaders in Olympiatoppen and in business the same question: what is most important: that they believe in their players or not believe in them?
It seems provocative, because we, of course, is conditioned to believe that good leadership is about faith in his team. Of course faith with to create optimism and positive energy. I can therefore say that those who when the longest, along the way has had to contend with a sea of people, even
more competent people a themselves, who have not had faith in them. It's about the ability to see their own hardship as a test and an opportunity to grow, which helps create winning mentality.

My thesis is that the development of a talent, the redemption of a potential, is on a knife edge between unconditional faith and lack of the same.
That it necessarily has to be people who believe in you, when you do not even do it. But it also will be other and to many, that test your idea, your talent and your willingness to reach your goals.

"Talent is 1% inspiration, and 99% perspiration," Edison
Wolfgang, Pablo, Steve and Marit was not born with a God-given creative
talent. The road to success was not "a-walk-in-the-creative-park" or a good hold of his pocket filled with wonderful ideas. The history of the world's most "outstanding" creative people is a far higher degree of early specialization in a given field, and a hard and exhausting struggle to move from the ordinary to the extraordinary level. The Swedish Professor Anders Ericsson is the first one, through a wide range of scientific studies have proven that innate talent is strongly overvalued as an explanation for the great achievement, whether it is sports, arts or business. Ericsson's scientific breakthroughs have created after many debates, and leads to a number of interesting books on the topic, browse a few of my favorite books: "Outliers" by Malcolm Gladwell, "The Talent Code" of Daniel Coyle, "Talent is overrated" by Geoff Colvin, and the arc "education af a winner of Rasmus Ankers.

Ps. Female talent
I have previously in my "Womenomics" column written about, that women in short period of time will make up the majority of the workforce in the United States, and this is the trend throughout the rich world. High professional participation among women is that known, one of the most important competitive advantages a country can have.
But it is not just countrys that will increase competitiveness by creating arrangements that make it more attractive to be working. Also the companies will fight for the female talent. The companies must do so by arranging for talent and career development as well as to organize work that makes it possible to combine family and work, if the companies will be attractive in the future.
The war for talent will dominate and change the workplace in the years to come.

Only second best!
To win this match it does not give room for your own and employees' explanations for a lack of innate creative talent. There is nothing more than a misunderstanding and a pretty poor excuse not to go ahead with an active improvement of their business creative competencies.

In reality, I do not think that we basically want things to be easy and that everyone should have faith in us. It's less about the goals we reach, the more about the person we are growing to be underway.

Source:"Outliers" by Malcolm Gladwell, "The Talent Code" of Daniel Coyle, "Talent is overrated" by Geoff Colvin, and the arc "education af a winner of Rasmus Ankers, winnerslab.dk

The good news is the global economy is improving. The bad news is what this could mean staff retention, with two thirds of executives and more than four fifths of line managers believing their teams are disengaged from their work and would be more than happy to leave – if only they had another job to go to.

Last week recruitment firm Adecco warned firms to brace themselves for a new war for talent in the coming months.

Now the respected Economist Intelligence Unit think-tank has concluded that firms risk suffering deep talent erosion and long-term underperformance from those that are left, as the inevitable cut-backs and redundancies seen during the recession have undermined trust in the workplace.

Combined with increasing demand for executive talent and a sharp drop in graduate recruitment, the poll of global managers found companies without the right talent strategies at risk of developing a major skills shortage just their employees' energy and commitment was needed the most.

Nearly a third of the 400 business executives surveyed, in the poll for recruitment firm StepStone, said employee engagement in their organization was low and that they expected to lose key people as demand for talent grew. Four out of 10 added they already have a shortage of talent in their organization.

Worryingly, while just 16 per cent of line managers felt their staff were fully engaged with the business, when the same question was put to chief executives, the answer was 38 per cent, suggesting a disconnect between what senior managers think is happening within their organizations and what is really happening on the ground.

The Companies at the Crossroads report found that the availability of talent was rising rapidly up the management agenda, and was now third overall as a driver of growth (voiced by 46 per cent of respondents) and sitting behind only economic recovery and credit availability.

Some 44 per cent agreed they were finding it increasingly difficult to recruit talented employees. One in two planned to increase recruitment over the coming year, while barely a fifth planned to reduce or freeze headcounts. Matthew Parker, group managing director at StepStone Solutions, said: "Right now, businesses are at a crossroads when it comes to their talent. They can either take steps to create, maintain and develop global talent pools, or ignore the warning signs from this survey and suffer a gradual talent erosion at all levels that will inevitably lead to underperformance.

"It is particularly worrying to see low trust among middle-level employees going hand in hand with low graduate recruitment and an ongoing demand for senior executive talent," he added.

"Left unaddressed these problems constitute a perfect storm for businesses, as the most capable employees head for the exit and fresh talent is not recruited. These trends have serious, long-term implications for any business in a recovering economy and they require urgent attention."

Source: Management Issues