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Popular lore tells us that genius is born, not made. Scientific research, on the other hand, reveals that true expertise is mainly the product of years of intense practice and dedicated coaching. Ordinary practice is not enough: To reach elite levels of performance, you need to constantly push yourself beyond your abilities and comfort level. Such discipline is the key to becoming an expert in all domains, including management and leadership. Those are the conclusions reached by Anders Ericsson, a professor of psychology at Florida State University; Michael Prietula, a professor at the Goizueta Business School; and Edward Cokely, a research fellow at the Max Planck Institute for Human Development, who together studied data on the behavior of experts gathered by more than 100 scientists. What consistently distinguished elite surgeons, chess players, writers, athletes, pianists, and other experts was the habit of engaging in "deliberate" practice--a sustained focus on tasks that they couldn't do before. Experts continually analyzed what they did wrong, adjusted their techniques, and worked arduously to correct their errors. Even such traits as charisma can be developed using this technique. Working with a drama school, the authors created a set of acting exercises for managers that remarkably enhanced executives' powers of charm and persuasion. Through deliberate practice, leaders can improve their ability to win over their employees, their peers, or their board of directors. The journey to elite performance is not for the impatient or the faint of heart. It takes at least a decade and requires the guidance of an expert teacher to provide tough, often painful feedback. It also demands would-be experts to develop their "inner coach" and eventually drive their own progress.

Too many managers do not understand what it is that makes experts so valuable to their organizations. Experts combine analytical reasoning with intuitive judgment, sharpened by long experience. The result is problem-solving ability that cannot be taught or easily learned. Few organizations are structured to recognize the worth of experts financially or through advancement. Companies should make room in the reward system for honoring expertise.