Professor Phil Rosenzweig of IMD thinks that deliberate practice—using feedback and correction to improve skills—can can help executives perform better. I couldn’t agree more.
However, he cautions against applying the laws of deliberate practice too widely. “We do ourselves a disservice,” he writes at strategy-business.com, “by implying that we can practice our way to success in all circumstances.”
I beg to differ.
The reality I see in organizations today is not too much deliberate practice, but too little. How many managers do you know who spend excessive amounts of time practicing new skills, asking others for feedback, and reflecting on how to improve? How many are applying the laws of deliberate practice to situations that don’t call for them and therefore producing negative business results?
These problems don’t exist in any of the organizations where I’ve spent time over the past twenty years. In these organizations, managers spend 99 percent of their time in performance mode. Intentionally practicing managerial skills, reflecting, and getting feedback are, at best, afterthoughts. [Read more…] about More deliberate practice for managers, not less