Talent is not the word I give your skill, but my resistance.

By Adi Solution Architect and Founder of ARC

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Hello and welcome to all new and old subscribers of ARC’s Leadership Campfire.

Last month, I spent time with a 17-page research paper by sociologist Daniel F. Chambliss titled "The Mundanity of Excellence". Through the years, he studied competitive swimmers across different levels and the span of their careers.

His conclusion and now mine: Excellence isn’t rare, it is mundane.
More on this below.

This newsletter is a crisp breakdown of that research. You won’t need 12 hours to go through very technically written content. Just 5 thoughtful minutes with your coffee or commute :)

Specifically, we’ll cover:

• The myth of talent
• What is excellence, and how does one practice it?
• The contribution of structural and environmental factors that shape excellence

Diving right in.

The myth of talent

Whether in the workplace, on the field, or at home, we’ve all heard (and said): “That person is just so talented.”

It’s usually uttered after witnessing an extraordinary performance. And while it sounds like a compliment, it subtly implies: “They’re born with something I don’t have.”

The word “talent” is quite mystical in that sense. It is often tied to the idea of an innate gift, something magical and unteachable.

But here’s the truth:

Calling someone “talented” is often a projection of our own discomfort. Our resistance. Our unwillingness to see the work behind the performance.

Chambliss critiques this exact tendency. In his research, he found that “talent” was often a label people used for what they couldn’t fully explain. But when he looked closer, these “naturally gifted” athletes had:

• Had early exposure to good coaching
• Practiced consistently
• Focused on technique from the beginning

They weren’t born champions. They were built.

Reflection: What resistance of yours are you projecting when you label someone else as “talented”? How is that affecting your way of working?

What is excellence, and how does one practice it?

In a sentence, Chambliss defines excellence as “The consistent superiority of performance.”

Read that again.
Let that phrase settle in.

Consistent. Superiority.

Not random sparks of brilliance. Not lucky breaks. Not one-off sprints.

In most workplaces, we often equate progress with doing more:

More hours. More meetings. More hustle.

But Chambliss found the opposite.
​The core insight of the paper: Excellence comes from qualitative, not quantitative differences.

Qualitative difference means changing the nature or characteristics of the thing itself. It involves modifying what is being done, not simply doing more of it.

At lower levels, swimmers may improve by practising longer or harder. But at elite levels, improvement comes from how they swim, not how much:

• Perfecting stroke technique
• Optimising flip turns
• Streamlining starts
• Consistently maintaining form under fatigue

They learn to find calm in the repetition. Peace in the practice. What others find boring, they treat as ritual.

This translates beautifully in work.

A good leader doesn’t lead more meetings- they ask better questions.

With that comes another reflective question:

Depending on the context, how are you doing the same thing differently?

Structural and environmental support

This is where culture kicks in.

Culture is made up of the underlying beliefs, structures, and assumptions shared by people. It shapes how we define excellence and whether we even think it’s possible.

Chambliss emphasises the role of systems in developing excellence:

• Elite swimmers train in elite clubs with high expectations
• They receive coaching that reinforces discipline and technique
• They’re surrounded by peers who normalise high performance

These structural factors explain why certain clubs or coaches consistently produce Olympians.

The same reason why certain organisations are able to withstand the tide of time by thriving for decades.

It’s not random. It’s systemic.

Some teams consistently produce high performers, not because they hire “talent”, but because they create an environment where learning and high quality are part of the air they breathe :)

It’s not random. It’s systemic.

Closing thoughts

Chambliss ends his paper on a powerful note: Excellence is accessible. Not everyone can become an Olympian, but everyone can improve dramatically through:

• Consistent effort
• Attention to quality
• Immersion in a supportive environment

Excellence isn’t flashy. It’s not motivational posters or viral hustle quotes.

It’s mundane. Repetitive. Often invisible.

That’s what makes it powerful.

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Thank you for being part of ARC's Leadership Campfire.

What stood out to you in this newsletter? ​
I would love to know.

And like always, I look forward to replying to your mails personally.

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Until next time,
Putting content into context,
Adi

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