In this excerpt, Malcolm is relaying Vic Braden’s observations about how the best tennis players in the world are unaware or have an inaccurate story in their mind about how they do what they do, such as hit a topspin forehand, and generalizes that to how many expert performers in other domains might be the last people to ask about how they accomplished a complex, difficult, or sophisticated goal.[jwplayer mediaid=”9235″]
Gladwell does a great job of finding the gaps and raising the flag when he learns that something seems off base, like the notion of asking an expert to describe what he does. In this case, he’s pulled back the curtain on behavioral modeling and revealed the idea that it requires a different skillset to teach a great thing than to do it. That’s a great distinction, but it shouldn’t be entirely surprising. Think about it for a moment and you’ll see how obvious it is in this example: The best basketball coaches (e.g. Wooden) weren’t the best players, and the best players (e.g. Jordan) wouldn’t make the best coaches. Here are three additional insights you can get from the idea of behavioral modeling, based on my own research and application in business and in sports:
Bill Ringle is a CEO, former Apple exec, published author, and angel investor. Through Grow Business Now, he offers strategies and tools to elevate growth for executives and entrepreneurs from more than 46 industries. Bill has conducted nearly 200 podcast interviews on My Quest for the Best, where industry and business leaders share their secrets to success.