Grit

by Angela Duckworth

  My students weren’t equally talented. Still, when it came to learning seventh-grade math, could it be that if they and I mustered sufficient effort over time, they’d get to where they needed? Surely, I thought, they were all talented enough.

  * * *

  Toward the end of the school year, my fiancé became my husband. For the sake of his own post-McKinsey career, we packed up and moved from New York to San Francisco. I found a new job teaching math at Lowell High School.

  Compared to my Lower East Side classroom, Lowell was an alternate universe.

  Tucked away in a perpetually foggy basin near the Pacific Ocean, Lowell is the only public high school in San Francisco that admits students on the basis of academic merit. The largest feeder to the University of California system, Lowell sends many of its graduates to the country’s most selective universities.

  If, like me, you were raised on the East Coast, you can think of Lowell as the Stuyvesant of San Francisco. Such imagery might bring to mind whiz kids who are leaps and bounds smarter than those who lack the top-notch test scores and grades to get in.

  What I discovered was that Lowell students were distinguished more by their work ethic than by their intelligence. I once asked students in my homeroom how much they studied. The typical answer? Hours and hours. Not in a week, but in a single day.

  Still, like at any other school, there was tremendous variation in how hard students worked and how well they performed.

  Just as I’d found in New York, some of the students I expected to excel, because math came so easy to them, did worse than their classmates. On the other hand, some of my hardest workers were consistently my highest performers on tests and quizzes.

  One of these very hard workers was David Luong.

  David was in my freshman algebra class. There were two kinds of algebra classes at Lowell: the accelerated track led to Advanced Placement Calculus by senior year, and the regular track, which I was teaching, didn’t. The students in my class hadn’t scored high enough on Lowell’s math placement exam to get into the accelerated track.

  David didn’t stand out at first. He was quiet and sat toward the back of the room. He didn’t raise his hand a lot; he rarely volunteered to come to the board to solve problems.

  But I soon noticed that every time I graded an assignment, David had turned in perfect work. He aced my quizzes and tests. When I marked one of his answers as incorrect, it was more often my error than his. And, wow, he was just so hungry to learn. In class, his attention was rapt. After class, he’d stay and ask, politely, for harder assignments.

  I began to wonder what the heck this kid was doing in my class.

  Once I understood how ridiculous the situation was, I marched David into the office of my department chair. It didn’t take long to explain what was going on. Fortunately, the chair was a wise and wonderful teacher who placed a higher value on kids than on bureaucratic rules. She immediately started the paperwork to switch David out of my class and into the accelerated track.

  My loss was the next teacher’s gain. Of course, there were ups and downs, and not all of David’s math grades were A’s. “After I left your class, and switched into the more advanced one, I was a little behind,” David later told me. “And the next year, math—it was geometry—continued to be hard. I didn’t get an A. I got a B.” In the next class, his first math test came back with a D.

  “How did you deal with that?” I asked.

  “I did feel bad—I did—but I didn’t dwell on it. I knew it was done. I knew I had to focus on what to do next. So I went to my teacher and asked for help. I basically tried to figure out, you know, what I did wrong. What I needed to do differently.”

  By senior year, David was taking the harder of Lowell’s two honors calculus courses. That spring, he earned a perfect 5 out of 5 on the Advanced Placement exam.

  After Lowell, David attended Swarthmore College, graduating with dual degrees in engineering and economics. I sat with his parents at his graduation, remembering the quiet student in the back of my classroom who ended up proving that aptitude tests can get a lot of things wrong.

  Two years ago, David earned a PhD in mechanical engineering from UCLA. His dissertation was on optimal performance algorithms for the thermodynamic processes in truck engines. In English: David used math to help make engines more efficient. Today, he is an engineer at the Aerospace Corporation. Quite literally, the boy who was deemed “not ready” for harder, faster math classes is now a “rocket scientist.”

  During the next several years of teaching, I grew less and less convinced that talent was destiny and more and more intrigued by the returns generated by effort. Intent on plumbing the depths of that mystery, I eventually left teaching to become a psychologist.

  * * *

  When I got to graduate school, I learned that psychologists have long wondered why some people succeed and others fail. Among the earliest was Francis Galton, who debated the topic with his half cousin, Charles Darwin.

  By all accounts, Galton was a child prodigy. By four, he could read and write. By six, he knew Latin and long division and could recite passages from Shakespeare by heart. Learning came easy.

  In 1869, Galton published his first scientific study on the origins of high achievement. After assembling lists of well-known figures in science, athletics, music, poetry, and law—among other domains—he gathered whatever biographical information he could. Outliers, Galton concluded, are remarkable in three ways: they demonstrate unusual “ability” in combination with exceptional “zeal” and “the capacity for hard labor.”

  After reading the first fifty pages of Galton’s book, Darwin wrote a letter to his cousin, expressing surprise that talent made the short list of essential qualities. “You have made a convert of an opponent in one sense,” wrote Darwin. “For I have always maintained that, excepting fools, men did not differ much in intellect, only in zeal and hard work; and I still think this is an eminently important difference.”

  Of course, Darwin himself was the sort of high achiever Galton was trying to understand. Widely acknowledged as one of the most influential scientists in history, Darwin was the first to explain diversity in plant and animal species as a consequence of natural selection. Relatedly, Darwin was an astute observer, not only of flora and fauna, but also of people. In a sense, his vocation was to observe slight differences that lead, ultimately, to survival.

  So it’s worth pausing to consider Darwin’s opinion on the determinants of achievement—that is, his belief that zeal and hard work are ultimately more important than intellectual ability.

  On the whole, Darwin’s biographers don’t claim he possessed supernatural intelligence. He was certainly intelligent, but insights didn’t come to him in lightning flashes. He was, in a sense, a plodder. Darwin’s own autobiography corroborates this view: “I have no great quickness of apprehension [that] is so remarkable in some clever men,” he admits. “My power to follow a long and purely abstract train of thought is very limited.” He would not have made a very good mathematician, he thinks, nor a philosopher, and his memory was subpar, too: “So poor in one sense is my memory that I have never been able to remember for more than a few days a single date or a line of poetry.”

  Perhaps Darwin was too humble. But he had no problem praising his power of observation and the assiduousness with which he applied it to understanding the laws of nature: “I think I am superior to the common run of men in noticing things which easily escape attention, and in observing them carefully. My industry has been nearly as great as it could have been in the observation and collection of facts. What is far more important, my love of natural science has been steady and ardent.”

  One biographer describes Darwin as someone who kept thinking about the same questions long after others would move on to different—and no doubt easier—problems:

  The normal response to being puzzled about something is to say,“I’ll think about this later,” and then, in effect, forget about it. With Darwin
, one feels that he deliberately did not engage in this kind of semi-willful forgetting. He kept all the questions alive at the back of his mind, ready to be retrieved when a relevant bit of data presented itself.

  * * *

  Forty years later, on the other side of the Atlantic, a Harvard psychologist named William James took up the question of how people differ in their pursuit of goals. Toward the end of his long and distinguished career, James wrote an essay on the topic for Science (then and now the premier academic journal, not just for psychology but for all of the natural and social sciences). It was titled “The Energies of Men.”

  Reflecting on the achievements and failures of close friends and colleagues, and how the quality of his own efforts varied on his good and bad days, James observed:

  Compared with what we ought to be, we are only half awake. Our fires are damped, our drafts are checked. We are making use of only a small part of our possible mental and physical resources.

  There is a gap, James declared, between potential and its actualization. Without denying that our talents vary—one might be more musical than athletic or more entrepreneurial than artistic—James asserted that “the human individual lives usually far within his limits; he possesses powers of various sorts which he habitually fails to use. He energizes below his maximum, and he behaves below his optimum.”

  “Of course there are limits,” James acknowledged. “The trees don’t grow into the sky.” But these outer boundaries of where we will, eventually, stop improving are simply irrelevant for the vast majority of us: “The plain fact remains that men the world over possess amounts of resource, which only very exceptional individuals push to their extremes of use.”

  These words, written in 1907, are as true today as ever. So, why do we place such emphasis on talent? And why fixate on the extreme limits of what we might do when, in fact, most of us are at the very beginning of our journey, so far, far away from those outer bounds? And why do we assume that it is our talent, rather than our effort, that will decide where we end up in the very long run?

  * * *

  For years, several national surveys have asked: Which is more important to success—talent or effort? Americans are about twice as likely to single out effort. The same is true when you ask Americans about athletic ability. And when asked, “If you were hiring a new employee, which of the following qualities would you think is most important?” Americans endorse “being hardworking” nearly five times as often as they endorse “intelligence.”

  The results of these surveys are consistent with questionnaires that psychologist Chia-Jung Tsay has given to musical experts, who, when asked, reliably endorse effortful training as more important than natural talent. But when Chia probes attitudes more indirectly, she exposes a bias that tips in exactly the opposite direction: we love naturals.

  In Chia’s experiments, professional musicians learn about two pianists whose biographies are identical in terms of prior achievements. The subjects listen to a short clip of these individuals playing piano; unbeknownst to the listeners, a single pianist is, in fact, playing different parts of the same piece. What varies is that one pianist is described as a “natural” with early evidence of innate talent. The other is described as a “striver” with early evidence of high motivation and perseverance. In direct contradiction to their stated beliefs about the importance of effort versus talent, musicians judge the natural to be more likely to succeed and more hirable.

  As a follow-up study, Chia tested whether this same inconsistency would be evident in a very different domain where hard work and striving are celebrated: entrepreneurship. She recruited hundreds of adults with varying levels of experience in business and randomly divided them into two groups. Half of her research subjects read the profile of a “striver” entrepreneur, described as having achieved success through hard work, effort, and experience. The other half read the profile of a “natural” entrepreneur, described as having achieved success through innate ability. All participants listened to the same audio recording of a business proposal and were told the recording was made by the specific entrepreneur they’d read about.

  As in her study of musicians, Chia found that naturals were rated higher for likelihood of success and being hirable, and that their business proposals were judged superior in quality. In a related study, Chia found that when people were forced to choose between backing one of two entrepreneurs—one identified as a striver, the other a natural—they tended to favor the natural. In fact, the point of indifference between a striver and a natural was only reached when the striver had four more years of leadership experience and $40,000 more in start-up capital.

  Chia’s research pulls back the curtain on our ambivalence toward talent and effort. What we say we care about may not correspond with what—deep down—we actually believe to be more valuable. It’s a little like saying we don’t care at all about physical attractiveness in a romantic partner and then, when it comes to actually choosing whom to date, picking the cute guy over the nice one.

  The “naturalness bias” is a hidden prejudice against those who’ve achieved what they have because they worked for it, and a hidden preference for those whom we think arrived at their place in life because they’re naturally talented. We may not admit to others this bias for naturals; we may not even admit it to ourselves. But the bias is evident in the choices we make.

  * * *

  Chia’s own life is an interesting example of the natural versus striver phenomenon. Now a professor at University College London, she publishes her scholarly work in the most prestigious of academic journals. As a child, she attended classes at Juilliard, whose pre-college program invites students “who exhibit the talent, potential, and accomplishment to pursue a career in music” to experience “an atmosphere where artistic gifts and technical skills can flourish.”

  Chia holds several degrees from Harvard. Her first was a bachelor’s degree in psychology; she graduated magna cum laude with highest honors. She also has two master’s degrees: one in the history of science and the other in social psychology. And, finally, while completing her PhD in organizational behavior and psychology at Harvard, she also picked up a secondary PhD in music.

  Impressed? If not, let me add that Chia also has degrees from the Peabody Conservatory in piano performance and pedagogy—and yes, she’s performed at Carnegie Hall, not to mention Lincoln Center, the Kennedy Center, and at the palace recital commemorating the presidency of the European Union.

  If you only saw her credentials, you might leap to the conclusion that Chia was born more gifted than anyone you know: “My god! What an extraordinarily talented young woman!” And, if Chia’s research is right, that explanation would embellish her accomplishments with more luster, more mystery, and more awe than the alternative: “My god! What an extraordinarily dedicated, hardworking young woman!”

  And then what would happen? There’s a vast amount of research on what happens when we believe a student is especially talented. We begin to lavish extra attention on them and hold them to higher expectations. We expect them to excel, and that expectation becomes a self-fulfilling prophecy.

  I’ve asked Chia what she makes of her own musical accomplishments. “Well, I guess I may have some talent,” Chia said. “But I think, more than that, I loved music so much I practiced four to six hours a day all throughout childhood.” And in college, despite a punishing schedule of classes and activities, she made time to practice almost as much. So, yes, she has some talent—but she’s a striver, too.

  Why did Chia practice so much? I wondered. Was it forced on her? Did she have any choice in the matter?

  “Oh, it was me. It was what I wanted. I wanted to get better and better and better. When I practiced piano, I pictured myself onstage in front of a crowded audience. I imagined them clapping.”

  * * *

  The year I left McKinsey for teaching, three of the firm’s partners published a report called “The War for Talent.” The report was widely read and eve
ntually became a best-selling book. The basic argument was that companies in the modern economy rise and fall depending on their ability to attract and retain “A players.”

  “What do we mean by talent?” the McKinsey authors ask in the book’s opening pages. Answering their own question: “In the most general sense, talent is the sum of a person’s abilities—his or her intrinsic gifts, skills, knowledge, experience, intelligence, judgment, attitude, character, and drive. It also includes his or her ability to learn and grow.” That’s a long list, and it reveals the struggle most of us have when we try to define talent with any precision. But it doesn’t surprise me that “intrinsic gifts” are mentioned first.

  When Fortune magazine put McKinsey on its cover, the lead article began: “When in the presence of a young McKinsey partner, one gets the distinct impression that if plied with a cocktail or two, he might well lean across the table and suggest something awkward, like comparing SAT scores.” It’s almost impossible, the journalist observed, to overestimate “the premium placed within the McKinsey culture on analytic ability, or as its denizens say, on being ‘bright.’ ”

  McKinsey is famous for recruiting and rewarding smart men and women—some with MBAs from places like Harvard and Stanford, and the rest, like me, who possess some other credential that suggests we must have very big brains.

  My interviews with McKinsey unfolded as most do, with a series of brainteasers designed to test my analytic mettle. One interviewer sat me down and introduced himself, then asked: “How many tennis balls are manufactured in the United States per year?”