This matches the previous +65 Frontpage Deal from January.
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Rated 4.6 stars out of 5 overall based on 9,300+ reviews on Amazon.
"Plenty of experts argue that anyone who wants to develop a skill, play an instrument, or lead their field should start early, focus intensely, and rack up as many hours of deliberate practice as possible. If you dabble or delay, you'll never catch up to the people who got a head start. But a closer look at research on the world's top performers, from professional athletes to Nobel laureates, shows that early specialization is the exception, not the rule."
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This matches the previous +65 Frontpage Deal from January.
Refer to the forum thread for additional details and discussion.
About this product:
Rated 4.6 stars out of 5 overall based on 9,300+ reviews on Amazon.
"Plenty of experts argue that anyone who wants to develop a skill, play an instrument, or lead their field should start early, focus intensely, and rack up as many hours of deliberate practice as possible. If you dabble or delay, you'll never catch up to the people who got a head start. But a closer look at research on the world's top performers, from professional athletes to Nobel laureates, shows that early specialization is the exception, not the rule."
About this store:
Don't have Amazon Prime? Students can get a free 6-Month Amazon Prime trial with free 2-day shipping, unlimited video streaming & more.
Agree with everyone else, I highly recommend this book. I've suggested it to multiple employees who felt stuck or felt the only path forward is to specialize. In my experience having more range is more beneficial for the employee and any organization in which they work.
If you like Malcom Gladwell, you'll like this. It relies heavily on anecdotes and logical leaps that make for an interesting but unconvincing read.
I'm conflicted about the general premise. Stupid as it is, most industries reward the management class more than those with the most irreplaceable specialized skills, which is a mistake, but then again, they also often plucks those most proficient at those irreplaceable specialized skills because they think that means they'll make better managers or mentors, which is also a mistake.
Furthermore, specialization tends to dominate in high-volume positions within organizations, because they usually work on technically specific tasks, while generalization dominates in low-headcount positions and small organizations, because such roles usually require wearing multiple hats.
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Furthermore, specialization tends to dominate in high-volume positions within organizations, because they usually work on technically specific tasks, while generalization dominates in low-headcount positions and small organizations, because such roles usually require wearing multiple hats.
Or so I've observed.