Is Being “Gifted” Overrated?

By Yosef Solomon on Mar 16, 2010

Many of us Generation Y’ers are confused about what we’d like to do after school. With so many new and exciting opportunities available, it’s hard to zone in on just one. However, some don’t see it like that. Popular belief often tells us that one needs to be “gifted” in order to do certain things. From acting in movies to being a successful CEO, some believe that these positions are reserved for the “gifted.” This may in fact be true, however this doesn’t mean that those select few are the only ones capable of doing this job. Believe it or not, we as humans are all capable of accomplishing the same goals, contrary to whether we are gifted or not.

In a recent article entitled “Your High IQ Will Kill Your Startup” author Max Klein discussed the importance of drive and determination over intelligence. “…If you are intelligent, and another person is not as intelligent, but the other person is willing to train harder than you, the other person will very quickly overtake you in ability.” This is an important theory to note because many of us believe that the most intelligent person in a company must be the most valuable to the organization. However, if that person isn’t putting forth the effort to contribute and lending their expertise, their worth lessens.

So, if there are smarter people out there, who don’t feel challenged in their current position, why do they stay? The answer is usually “comfort.” It’s often easier to stay at a job that’s familiar, predictable and secure, then venture out to another company. Especially in these uncertain times, where a steady job is somewhat of a rarity. Outstanding employees on the other hand are often open to challenges, complex projects, constant learning with an enthusiastic drive. These special people are what the infamous Agent of Change, Mr. Seth Godin calls “Linchpins.” In his latest book “Linchpin: Are You Indispensable,” Godin emphasizes the importance of questioning the status quo and creating your own career path.

You don’t become indispensable merely because you are different. But the only way to be indispensible is to be different. That’s because if we’re the same, so are plenty of other people.

To some, this approach may sound scary and unorthodox, but that’s exactly what it’s suppose to do. It has to spark change and action, in order to unleash one’s “indispensability.” It may seem difficult in the beginning, but as we practice creating our own path, we become comfortable in executing our own plans.