Ever since Malcolm Gladwell's Outliers, the "10,000-Hour Rule" has been popular. Gladwell argued that to become an expert, you need 10,000 hours of focused practice. That's great, but what if you master a skill that becomes obsolete? Is specialization better, or should you be adaptable and do many things, pivoting when opportunities arise? Clifford Hudson suggests focusing too narrowly has risks, especially today with constantly changing work and skills. Overinvesting in expertise can be riskier than always learning and adapting. Hudson has chosen to experience much and be "good enough" in varied endeavors. He finds becoming good enough to succeed broadly is better and more rewarding than exact expertise. Variety isn't just the spice of life - it's an untapped strategy for more success in more ways.
Clifford Hudson was raised in Oklahoma during a turbulent time of social change and unrest in the 1960s. The civil rights movement was in full force, demanding racial equality and desegregation of public schools. Oklahoma was reluctant to comply with these mandates. Amidst this chaos, Clifford's parents were strong advocates for desegregation. His father served on a community Biracial Committee guiding the process, while his mother taught in the public schools. Clifford thrived in this environment of intense debate around pivotal civil issues. The most influential people in Clifford's life were those with unshakable convictions rooted in passion and courage. They taught him that a solid foundation is essential to withstand an unpredictable world. Yet paradoxically, Clifford also learned that the most successful people balance strong beliefs with openness, flexibility and adaptability. Rigidity and refusal to change is a recipe for failure. As Clifford observes, claiming to be open to change is meaningless if you never step outside your comfort zone to build those muscles. Flexibility atrophies without practice. This need for agility is especially relevant today, as technology displaces jobs at an unprecedented pace. By 2022, an estimated 75 million U.S. jobs could be automated. Defensiveness and clinging to the status quo will no longer ensure employability. Workers must be willing to acquire new skills, explore new directions and provide different services to employers. For leaders, accessibility and active listening are key to remaining nimble amidst constant change. The days of the isolated, ivory tower leader are over. True accessibility requires more face-to-face communication and conversations, tuning in to diverse voices. Ultimately, the most successful leaders in times of change are those evolving alongside their people.
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