-Real expertise must pass three tests. First, it must lead to performance that is consistently superior to that of the expert's peers. Second, real expertise produces concrete results. Finally, true expertise can be replicated and measured in the lab.
-Not all practice makes perfect. You need a particular kind of practice -deliberate practice- to develop expertise.
-When most people practice, they focus on the things they already know how to do. Deliberate practice is different. It entails considerable, specific, and sustained efforts to do something you can't do well or even at all. Research across domains shows that it is only by working at what you can't do that you turn into the expert you want to become.
-A key element of leadership and management is charisma. A surprising number of executives believe that charisma is innate and cannot be learned. However, charisma can be learned through deliberate practice. Bear in mind that even Winston Churchill, one of the most charismatic figures of the twentieth century, practiced his oratory style in front of a mirror.
-Genuine experts not only practice deliberately but also think deliberately.
-Deliberate practice involves two kinds of learning: improving the skills you already have and extending the reach and range of your skills.
-Moving outside your traditional comfort zone of achievement requires substantial motivation and sacrifice, but it's a necessary discipline.
-Practice puts brains in your muscles.
-Having expert coaches makes a difference in a variety of ways.
-The development of expertise requires coaches who are capable of giving constructive, even painful, feedback.
-Elite performers know what they do right and concentrate on what they do wrong.
-Ideally, as your expertise increased, your coach will have helped you become more and more independent, so that you are able to set your own development plans.
-Good coaches help their students learn how to rely on an inner coach.
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