Strategies to develop your top talent
1 Oct
You read the title right–I found a surprising and incongruous agreement between Friedrick Nietzche, the 19th century philosopher who rejected Christianity, and a lesser-known contemporary Christian author named Eugene Peterson. Peterson is known today for his contemporary translation of the Bible called The Message, but back in 1980 he came out with a book called A Long Obedience in the Same Direction.
The title comes from a quotation by Nietzche which is quite remarkable:
The essential thing “in heaven and earth” is…that there should be long obedience in the same direction; there thereby results, and has always resulted in the long run, something which has made life worth living.
Friedrich Nietzche, Beyond Good and Evil
Peterson uses Nietzche’s quote and the sentiment behind it as inspiration for his writings about discipleship in an instant society. The consumer mindset militates against sacrifice, postponing gratification, and long dedication to a single practice without evidence of an immediate payoff. I would echo this and say the same thing applies to the practice of self development and talent management in business. There are precious few genuine shortcuts to developing top talent.
The third point of agreement in this triad is George Leonard, the American aikido teacher and an early leader in the human potential movement. Notice what he has to say:
How do you best move toward mastery? To put it simply, you practice diligently, but you practice primarily for the sake of the practice itself. Rather than being frustrated while on the plateau, you learn to appreciate and enjoy it just as much as you do the upward surges.
George Leonard, Mastery, 1991
There you have it–three different teachers from very different worldviews who find agreement and articulate a rare wisdom that few will champion today. Real development and growth is found in a consistent, patient obedience, a rigorous dedication to mastery and excellence in a larger society that settles for shallow half-measures and ineffective quick fixes.
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