Three things I learned from making it into the UK top 200

The rapidly changing business environment means that increasingly people need T-shaped skills profiles (deep expertise in one or more domains and a broad awareness of several areas). As change accelerates, people will need to reinvent the vertical part of their T more often.

The conventional wisdom (Gladwell et al.) is that it takes 10,000 hours to become an expert at something. Businesses don’t have that amount of time – how can L&D help people perform at an expert level more rapidly?

Last year I briefly made it into the UK top 200 at chess. Here I share some reflections on what I learned along the journey to expert performance and how they are useful for L&D.  

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