Cowen and Gross note that in the U.S., from 1980 to 2000, the main cause of income inequality was whether a person graduated from college. But from 2000 to 2017, income inequality primarily existed within educational groupings. In other words, talent appears to be more responsible than education for economic returns.
Cowen and Gross each describe how often they reject proposals, and they conclude that “talent and not money is the truly scarce variable.” But where does it come from? They acknowledge that talent can differ between individuals, but they also stress the importance of practice. Indeed, those with the potential to cultivate serious talent sometimes practice to the point of obsession. Discussing which attributes predict eminence in a field, psychology professor David Lubinski has said that passion for work is key, and that highly creative people tend to be “almost myopically” fixated on work.
Relatedly, Cowen and Gross observe, “If you are hiring a writer, look for signs that the person is writing literally every day. If you are hiring an executive, try to discern what they are doing all the time to improve networking, decision-making, and knowledge of the sectors they work in.” Developing the habit of practice and self-discipline — the authors describe it as “sturdiness” — is critical for talent acquisition. “Sturdiness is the quality of getting work done every day, with extreme regularity and without long streaks of non-achievement,” they write. “If you are a writer, sturdiness is a very powerful virtue, even if you do not always feel you are being extremely productive.”
Accordingly, the book cites research indicating that perseverance is a stronger predictor than passion for success. When it comes to achievement, persistence pays off more than pure passion.
The authors’ favorite interview question about browser tabs is meant to tap into this question about whether a person spends his or her free time practicing. What the book describes as “downtime revealed preferences” are more interesting than “stories about your prior jobs.” For instance, asking what newsletters or subreddits a person reads is often more illuminating than asking what a person did at their previous job.
The book is very much about identifying high performers, as opposed to average workers. This is particularly true of its interview section, which gives guidance on unstructured, as opposed to structured, interviews. Most research indicates that interviews are more effective for higher-level jobs.
Talent provides several fascinating questions designed to yield interesting answers. How did you prepare for this interview? What’s a story one of your references might tell me when I call them? Which of your beliefs are you most likely wrong about? Whether the candidate can draw on intellectual and emotional resources to answer is a sign of broader stores of intellect and energy that he or she will bring to the job. The authors suggest that interviewers should not be afraid to let a question hang in the air after asking it; better to hold the tension to make clear you expect an answer.
The authors suggest using challenging and unusual questions to identify those with more style than substance. As they put it, “Beware of verbally adept storytellers.” Most of us have a bias toward well-spoken and articulate individuals. Bear this in mind, for it can lead you to hire what the authors describe as “glib but unsubstantial people.” They conclude this line of advice with, “Do not overestimate the importance of a person’s articulateness.”
