Improving our performance is something we all seek to do. Given that we spend a lot of time doing things that we never get better at, I thought I’d share my “developing world class performance” file with you.
Joshua Foer writes:
Amateur musicians … tend to spend their practice time playing music, whereas pros tend to work through tedious exercises or focus on difficult parts of pieces.
There is so much to how we practice and who we practice against:
Skill improvement is likely to be minimized when facing substantially inferior opponents, because such opponents will not challenge one to exert maximal or even near-maximal effort when making tactical decisions, and problems or weaknesses in one’s play are unlikely to be exploited. At the same time, the opportunity for learning is also attenuated during matches against much stronger opponents, because no amount of effort or concentration is likely to result in a positive outcome. (source)
Feedback loops in practice play an incredibly important role, which explains why we tend to stop getting better at things at work. In Talent is Overrated: What Really Separates World-Class Performers from Everybody Else, Geoff Colvin writes:
You can work on technique all you like, but if you can’t see the effects, two things will happen: You won’t get any better, and you’ll stop caring.
You should work in chunks or pulses. (And don’t multi-task) Deliberate practice should be so hard that you can’t sustain it for very long.
From Talent is Overrated:
The work is so great that it seems no one can sustain it for very long. A finding that is remarkably consistent across disciplines is that four or five hours a day seems to be the upper limit of deliberate practice, and this is frequently accomplished in sessions lasting no more than an hour to ninety minutes.
When practicing and playing there is a different mindset between average and top performers.
From Talent is Overrated:
Average performers believe their errors were caused by factors outside their control: My opponent got lucky; the task was too hard; I just don’t have the natural ability for this. Top performers, by contrast, believe they are responsible for their errors. Note that this is not just a difference of personality or attitude. Recall that the best performers have set highly specific, technique-based goals and strategies for themselves; they have thought through exactly how they intend to achieve what they want. So when something doesn’t work, they can relate the failure to specific elements of their performance that may have misfired.
Aside from practice, sleep is the next most important thing.
In Anders Ericcson’s famous study of violinists, the top performers slept an average of 8 hours out of every 24, including a 20 to 30 minute mid-afternoon nap some 2 hours a day more than the average American.
The top violinists also reported that except for practice itself, sleep was the second most important factor in improving as violinists. (source)
So all of that is great for technical skills (like chess and music) but how can we develop the softer skills?
Speed things up. The way that Brazil develops its soccer players is fascinating. They use a game called futebol de salão, which creates a laboratory of improvisation.
This insanely fast, tightly compressed five-on-five version of the game— played on a field the size of a basketball court— creates 600 percent more touches, demands instant pattern recognition and, in the words of Emilio Miranda, a professor of soccer at the University of São Paulo, serves as Brazil’s “laboratory of improvisation.”
We can also improve our writing.
Ben Franklin intuitively grasped the concept of deliberate practice. As a teenager Ben received a letter from his father saying his writing was inferior: “in elegance of expression, in method and in perspicuity, of which he convinced me by several instances,” as Franklin recalled.
From Talent is Overrated:
Ben responded to his father’s observations in several ways. First, he found examples of prose clearly superior to anything he could produce, a bound volume of the Spectator, the great English periodical written by Joseph Addison and Richard Steele. Any of us might have done something similar. But Franklin then embarked on a remarkable program that few of us would have ever thought of.
It began with his reading a Spectator article and marking brief notes on the meaning of each sentence; a few days later he would take up the notes and try to express the meaning of each sentence in his own words. When done, he compared his essay with the original, “discovered some of my faults, and corrected them.
One of the faults he noticed was his poor vocabulary. What could he do about that? He realized that writing poetry required an extensive “stock of words” because he might need to express any given meaning in many different ways depending on the demands of rhyme or meter. So he would rewrite Spectator essays in verse. …
Franklin realized also that a key element of a good essay is its organization, so he developed a method to work on that. He would again make short notes on each sentence in an essay, but would write each note on a separate slip of paper. He would then mix up the notes and set them aside for weeks, until he had forgotten the essay. At that point he would try to put the notes in their correct order, attempt to write the essay, and then compare it with the original; again, he “discovered many faults and amended them.”
Here is a subsection I call the science of everyday performance.
To do our best work we need to focus.
One of the most effective distraction-management techniques is simple: switch off all communication devices during any thinking work. Your brain prefers to focus on things right in front of you. It takes less effort. If you are trying to focus on a subtle mental thread, allowing yourself to be distracted is like stopping pain to enjoy a mild pleasure: it’s too hard to resist! Blocking out external distractions altogether, especially if you get a lot of them, seems to be one of the best strategies for improving mental performance.
We all need routines or rituals, in part to make sure our decision-making energy goes toward the hard things, not what we’re ordering at Starbucks.
A ritual is a highly precise behavior you do at a specific time so that it becomes automatic over time and no longer requires much conscious intention or energy.
The energy saved from routines and rituals gives us more energy to make better decisions. Some companies, like Google, take this very seriously.
From Your Brain At Work:
The formula at Club Med is to include pretty much everything in the price, activities, food, even drinks, giving you fewer decisions to make. Now I know the research on decision making, and how making any conscious decision uses a measurable amount of glucose, but I wasn’t prepared for how relaxing it was not having to think anywhere near as much, even about simple things. It turned out to be a remarkably restful holiday.
When you work at google, you get to save your limited mental resources for the most important decisions. As Google’s CEO Eric Schmidt said, “Let’s face it: programmers want to program, they don’t want to do their laundry. So we make it easy for them to do both.”
Mark McGuinness argues that you should move your creative or mentally intensive work to the start of your day.
The single most important change you can make in your working habits is to switch to creative work first, reactive work second. This means blocking off a large chunk of time every day for creative work on your own priorities, with the phone and e-mail off.
We also shouldn’t forget the importance of leisure. This, in addition to health benefits, makes us more creative.
What comes into your consciousness when you are idle can often be reports from the depths of your unconscious self— and this information may not always be pleasant. Nonetheless, your brain is likely bringing it to your attention for a good reason. Through idleness, great ideas buried in your unconsciousness have the chance to enter your awareness.
Oh, and you should exercise.
Just about every mental test possible was tried. No matter how it was measured, the answer was consistently yes: A lifetime of exercise can result in a sometimes astonishing elevation in cognitive performance, compared with those who are sedentary. Exercisers outperform couch potatoes in tests that measure long-term memory, reasoning, attention, problem-solving, even so-called fluid-intelligence tasks. These tasks test the ability to reason quickly and think abstractly, improvising off previously learned material in order to solve a new problem. Essentially, exercise improves a whole host of abilities prized in the classroom and at work.
Some philosophers walked to think and others walked to escape. Kant combined walking and habit.
From A Philosophy of Walking:
Like Nietzsche — although with different emphasis — (Kant) was concerned with only two things apart from reading and writing: the importance of his walk, and what he should eat. But their styles differed absolutely. Nietzsche was a great, indefatigable walker, whose hikes were long and sometimes steep; and he usually ate sparingly, like a hermit, always trying out diets, seeking what would least upset his delicate stomach.
Kant by contrast had a good appetite, drank heartily, although not to excess, and spent long hours at the table. But he looked after himself during his daily walk which was always very brief, a bit perfunctory. He couldn’t bear to perspire. So in summer he would walk very slowly, and stop in the shade when he began to overheat.
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