Quotes About Expertise

I enjoy learning technical details.

The great thing about knowing stuff is that anyone can do it.

Las habilidades suelen requerir una dosis considerable de educación y aprendizaje para poder desarrollarse. La tendencia natural no supone en absoluto que uno tenga que convertirse en un experto.

A critic is a man who knows the way but can't drive the car.

Competence is the creed of the technocrat who makes sure the gears mesh but doesn't for a second understand the magic of the machine.

A drove of mules the size of ants appeared in silhouette on a ridgetop path, moving at a star's pace. The mules were driven by human intelligence and commercial interests, expertise in breeding and bloodlines. Everything was human; the farthest wilderness was steeped with sociability.

That goon didn't know fishing from cathedral architecture!

Two Core Abilities for Thriving in the New Economy 1. The ability to quickly master hard things. 2. The ability to produce at an elite level, in terms of both quality and speed.

the happiest, most passionate employees are not those who followed their passion into a position, but instead those who have been around long enough to become good at what they do. On reflection, this makes sense.

Ericsson notes that for a novice, somewhere around an hour a day of intense concentration seems to be a limit, while for experts this number can expand to as many as four hours—but rarely more.

To do it right, it is the most complicated thing I know how to make," Furrer explains. "And it's that challenge that drives me. I don't need a sword. But I have to make them.

the differences between expert performers and normal adults reflect a life-long period of deliberate effort to improve performance in a specific domain." American

If you go after more control in your working life without a rare and valuable skill to offer in return, you're likely pursuing a mirage.

In this new economy, three groups will have a particular advantage: those who can work well and creatively with intelligent machines, those who are the best at what they do, and those with access to capital. To

Think Small, Act Big." It's in this understanding of career capital and its role in mission that we get our explanation for this title. Advancing to the cutting edge in a field is an act of "small" thinking, requiring you to focus on a narrow collection of subjects for a potentially long time. Once you get to the cutting edge, however, and discover a mission in the adjacent possible, you must go after it with zeal: a "big" action.

Conclusion #3: Passion Is a Side Effect of Mastery

If your specialty is new—as mine is—and they can't therefore find experts with an opinion on it either way, you're going to have a real hard time keeping your position, as there's no one out there to validate your stature.

You have to get good before you can expect good work. As

In Ericsson's seminal 1993 paper on the topic, titled "The Role of Deliberate Practice in the Acquisition of Expert Performance," he dedicates a section to reviewing what the research literature reveals about an individual's capacity for cognitively demanding work. Ericsson notes that for a novice, somewhere around an hour a day of intense concentration seems to be a limit, while for experts this number can expand to as many as four hours—but rarely more.

The things that make a great job great...are rare and valuable. If you want them in your working life, you need something rare and valuable to offer in return In other words, you need to be good at something before you can expect to get a good job.

Getting to the cutting edge of a field can be understood in these terms: This process builds up rare and valuable skills and therefore builds up your store of career capital. Similarly, identifying a compelling mission once you get to the cutting edge can be seen as investing your career capital to acquire a desirable trait in your career. In other words, mission is yet another example of career capital theory in action. If you want a mission, you need to first acquire capital.

When experts exhibit their superior performance in public their behavior looks so effortless and natural that we are tempted to attribute it to special talents," Ericsson notes.

we argue that the differences between expert performers and normal adults reflect a life-long period of deliberate effort to improve performance in a specific domain.

tasks that leverage your expertise tend to be deep tasks and they can therefore provide a double benefit: They return more value per time spent, and they stretch your abilities, leading to improvement.