Later that morning as we worked through meeting with parents and school discipline procedures, he suddenly looked up at me and asked, “How did you know I was messed up from all the way across the room?” I didn’t know how to explain how I knew. Success is the result of what sociologists like to call “accumulative advantage.”, “Success is a function of persistence and doggedness and the willingness to work hard for twenty-two minutes to make sense of something that most people would give up on after thirty seconds.”. Malcolm Gladwell is the author of five New York Times bestsellers — The Tipping Point, Blink, Outliers, What the Dog Saw, and now, his latest, David and Goliath: Underdogs, Misfits and the Art of Battling Giants. To his surprise and embarrassment, he inevitably assigned more negative emotions to minorities. Our brain is like a computer which processes all the knowledge instantly to give the first impression. The 10,000-Hour Rule can be accomplished with 20 hours of work a week for ten years. In addition, he shares ways professionals practice scenarios in advance so that they are better prepared not to make wrong decisions. Jacob Weisberg and Malcolm Gladwell created Pushkin Industries in 2018 to spread the joy they’ve found making and listening to podcasts. Open your eyes to the perspectives of others. They work much, much harder.”, “If you work hard enough and assert yourself, and use your mind and imagination, you can shape the world to your desires.”, “No one who can rise before dawn three hundred sixty days a year fails to make his family rich.”. Even in content areas where you may not be experiences, overtime, you can pretty quickly assess whether or not learning in happening in a classroom. He became a staff writer for The New Yorker in 1996 and has published six books. Doing this lowers anxiety and teaches better conflict-resolution skills. This past year, I had an administrator friend point out to me that a very small percentage of minority males serve in school leadership positions. In fact, the real world is full of examples where the exact opposite happens, where the weak win and the strong screw-up.”, “We have, as human beings, a storytelling problem. Courage is what you earn when you’ve been through the tough times and you discover they aren’t so tough after all.”, “If Harvard is $60,000 and the University of Toronto, where I went to school, is maybe six. I walked across the room, and as I approached him more closely, he tried to avoid eye-contact. What are some takeaways for your leadership when you consider Gladwell’s lessons? This summer I enjoyed reading Malcolm Gladwell’s book, Blink: The Power of Thinking Without Thinking. But the reality is that you always have room to grow. Using real-life examples, this engaging presentation highlights the neuroscience behind mental blind spots and the development of thought patterns. INVITATION to Thought Leaders. Throughout the book, Gladwell references the “10,000-Hour Rule.” Gladwell viewed the rule as a key to achieving world-class expertise in any skill. In particular, rapid cognition is used during auditions in classical music orchestras, which eliminates such factors as age, gender, race, and appearance, from the decision-making process. I only started to understand it the third time. Over time, you develop abilities to “think slice” large amounts of data or information that help with decision-making. Most importantly, he shares how you can actually grow your abilities through practice and education so that you make better choices when called on to make quick decisions. It’s a set of skills that have to be learned. I’ve often seen instructional coaches role-play difficult conversation scenarios with teachers or other administrators in advance. Sorry, your blog cannot share posts by email. Your experiences significantly inform your ability to make important judgement calls. “Strategies for Influence” explores and shares the BIG IDEAS from the Leaders of Influence that can help you with your Career, Business, and Leadership. Gladwell shares research that shows our tendencies to place too much importance on appearance versus substance. This book touches on a brilliant idea: we make decisions rapidly, even if we can't always explain exactly HOW we make those decisions. Once he was in my office, I invited another administrative team member to join me, and my hunch proved accurate. However, Gladwell argues that sometimes, more evidence is bad: as we saw with the Millennium Challenge, excessive evidence can cloud the decision-making process and result in bad decisions. 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