Humantalents Management is a conceptual innovation

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Secrets of Humantalents
management
By
Jayadeva de Silva
1 Human beings are notresources
Resources are things thatyou own andyou could do anything with those
Human beings do notbelong to this category.Yes, Human beings do possess resources.
Those resources are their different talents, Hence Humantalents management.This is a
paradigm shift
2 Biologicalaspects oftalentformation
Growing myelin (From Skillto Talent)
Skill is myelin insulation that wraps neuralcircuits and that grows according to certain
signals.The story of skill and talent is the story of myelin…myelin is similar to another
evolution-built mechanism you use every day: muscles.
3. Deep practice (which requires hard work,mentalstruggle,and extreme
attention to detail)
Struggle is notoptional— it is a must .it’s neurologicallyrequired:in orderto getyour skill
circuit to fire optimally, you mustby definition fire the circuit suboptimally; That is to say:

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you mustmake mistakes and pay attention to those mistakes; you must slowly teach
your circuit. You must also keep firing that circuit—i.e., practicing—in orderto keep
myelin functioning properly
People called the Pietà pure genius,butits creator begged to differ. “If people knewhow
hard I had to work to gain my mastery,” Michelangelo latersaid, “it would not seem so
wonderful at all.”
Mini case 1
Lamm conceived ofa newsystem of bank robbery,applying military principles to what
had been an artless profession.His singularinsight was that robbing banks was not
aboutguts or guns;it was abouttechnique.Each bank job involved weeks of preparatory
work. Lamm pioneered “casing,”which meantvisiting the bank,sketching blueprintlike
maps,and occasionallyposing as a journalist to geta look at the bank’s interior
operations.Lamm assigned each man on his team a well-defined role: lookout, lobby
man,vault man,driver. He organized rehearsals,using warehouses to stand in for the
bank.He insisted on unyielding obedience to the clock:when the allotted time expired,
the gang would depart,whether or notthey had the money.
If you were to visit a dozen talenthotbeds tomorrow, you would be struck by how much
time the learners spend observing top performers.When we say “observing,” we are not
talking aboutpassively watching. It is aboutstaring—the kind of raw, unblinking,
intensely absorbed gazes you see in hungrycats or newborn babies
4. Highly talented pockets developbecause.....
SECRET #:they accelerate deeppractice
Mini case 2 -1Florence and its craft guilds
As it turns out, Florence was an epicentre for the rise of a powerful socialinvention
called craft guilds. Guilds (the word means “gold”) were associations ofweavers,
painters, goldsmiths, and the like who organized themselves to regulate competition and
control quality…What they did best, however, was grow talent. Guilds were built on the
apprenticeship system, in which boys around seven years of age were sentto live with
masters for fixed terms of five to ten years.

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Mini case 3- Meadowmountand its 500%increase in learning speed for elite music
players
These feats are routine at Meadowmount,in part because the teachers take the idea of
chunking to its extreme. Students scissoreach measure oftheir sheetmusic into
horizontal strips, which are stuffed into envelopes and pulled outin random order.They
go on to break those strips into smallerfragments by altering rhythms. Forinstance,they
will play a difficult passage in dotted rhythm (the horses’hooves sound—da-dum,da-
dum).
The Spartak Tennis academyin Moscowuses the same methodology
5. Chunking is a secretto accelerated struggle
In the talent hotbeds the chunking takes place in three dimensions.First, the participants
look at the task as a whole—as one big chunk,the mega circuit. Second,they divide it
into its smallestpossible chunks.Third,they play with time, slowing the action down,
then speeding itup, to learn its innerarchitecture.
As football coach Tom Martinez likes to say, “It’s not howfast you can do it. It’s howslow
you can do it correctly.”
6. Ignition
Yet another SECRET
Ignition is aboutthe set of signals and subconscious forces that create ouridentity; the
moments that lead us to say that is who I wantto be
Mini case4 -ForSouth Korea’s golfers, it was the afternoon of May 18,1998,when a
twenty-year-old named Se Ri Pak won the McDonald’s LPGA Championship and
became a nationalicon…Before her, no South Korean had succeeded in golf. Flash-
forward to ten years later, and Pak’s countrywomen had essentially colonized the LPGA
Tour, with forty-five players who collectively won aboutone-third of the events.
7. Long-term commitmentis a huge predictor ofsuccess
In an experiment, with the same amountof practice, the long-term-commitment group
outperformed the short-term-commitment group by 400 percent. The long-term-

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commitment group,with a mere twenty minutes of weekly practice, progressed faster
than the short-termers who practiced for an hourand a half. When long-term
commitment combined with high levels of practice, skills skyrocketed.
“We instinctively think of each newstudentas a blank slate, but the ideas they bring to
that first lesson are probablyfar more important than anything a teachercan do, or any
amountof practice,”
It’s all abouttheir perception of self. At some pointvery early on they had a crystallizing
experience thatbrings the idea to the fore, which says for an example,I am a musician.
That idea is like a snowballrolling downhill.”
8. Greatteachers are key – butthey’re notwhatwe commonly think ofas great
teachers
The greatteachers and coaches are quiet,even reserved.They were mostly older;many
had been teaching thirty or forty years. They possessedthe same sortof gaze:steady,
deep,unblinking.Theylistened far more than they talked. They seemed allergic to giving
pep talks orinspiring speeches; they spentmostof their time offering small, targeted,
highly specific adjustments. They had an extraordinary sensitivity to the person they
were teaching, customizing each message to each student’s personality.
Gallimore and Tharp had recorded and coded2,326 discrete acts of teaching. Of them,
a mere 6.9 percentwere compliments. Only 6.6 percentwere expressions of
displeasure.But75 percentwere pure information: what to do, howto do it, when to
intensify an activity.
Patience is a word we use a lot to describe greatteachers at work. But whatwe see is
not patience,exactly. It was more like probing,strategic impatience.
9 Humantalents managementinvolves 3Hprinciple
1 Heart
2Head
3 Hands
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Humantalents Global
 Writer is the author of the book “Humantalents Management“published in the
year 2000