As Victorious clientele learned last week, The Wenatchee Wild are hosting an Open Tryout Camp July 17th and 18th in Las Vegas. The camp is only $225. Airfare seems to be remaining relatively inexpensive and accommodations in Vegas can be found at nearly every price point. So, if you are desperate for ice and some quality exposure, this is a really good deal to consider.
This camp is great chance for young players to start building a relationship with the Wild staff, as well as an opportunity to earn an invitation to their final camp July 19-21 (also in Las Vegas). The Wenatchee Wild will follow the Nevada Health Requirements to keep all participants and staff as safe as possible. The camp is open to players born in 2002, 2003, 2004 and 2005. Camp spots are limited so please sign up quickly.
Goalies will be selected 3 weeks prior to camp and are not selected on first come first serve. Goalies in the camp will get email notification letting them know they have been selected.
A link to register can be found here:
If you registered for one of the Wild’s previous camps in either Wenatchee or Anaheim that was postponed earlier this spring, you DO NOT need to register again to attend. Please email email@example.com and let them know you would like to attend this camp and they will move you over.
TALENT, PASSION, AND THE CREATIVITY MAZE
by Teresa Amabile and Steve Kramer, February 27, 2012
We live in a world mad for talent. From Hollywood and sports to executive search firms and HR departments around the globe, everyone seeks that special mix of natural abilities and attitudes that will make performance pop. A few months ago, Douglas Conant wrote a terrific blog post on how to find talented candidates for a job. When evaluating a potential hire, Conant looks for a strong mix of three qualities:
competence, character, and skill as a team player.
He gives great advice on how to find such a person.
But he's missing a crucial ingredient.
That ingredient, at least as important as the talent package described by Conant, is passion for the work - what psychologists call intrinsic motivation.
Without it, no amount of talent will yield great performance. For 35 years, we have been exploring how motivation affects creativity. In studies involving groups as diverse as children, college students, professional artists, and knowledge workers, we have found that people are more creative when they are
more strongly intrinsically motivated driven by interest,
enjoyment, satisfaction, and a sense of personal challenge in the work they are doing.
Arthur Schawlow, a Nobel laureate in physics, said it eloquently:
"The labor of love aspect is important. The successful scientists often are not the most talented, but the ones who are just impelled by curiosity. They've got to know what the answer is."
Intrinsically motivated people are more creative because they engage more deeply with the work.
Imagine a task you have to do — say, an important marketing problem you have to solve at work as a maze you need to get through. Most business problems have multiple solutions that would work, multiple exits from that maze. Often, there is one clear, straight path out of the maze — the standard solution that everyone uses for this type of problem. If you're extrinsically motivated, perhaps by a looming deadline or fear of a negative evaluation, you're likely to take that safe path. The solution works, but it's boring; it doesn't move things forward. But if you're intrinsically motivated, you love the hunt through the maze for a more interesting — and likely more creative — solution.
As a manager, you can leverage the link between passion and creativity by following three guidelines:
First, hire for passion as much as for talent.
If you don't look for passion in the people you hire, you could end up with employees who never engage deeply enough to dazzle you with their creative productivity. As Conant advises, get to know potential hires for important positions as thoroughly as possible, long before you might have an opening for them. When you talk to them, ask why they do what they do, what disappointments they've had, what their dream job would be.
Look for fire in their eyes as they talk about the work itself, and listen for a deep desire to do something that hasn't been done before. When you talk to their references, watch for mentions of passion.
Second, nourish that passion.
Unfortunately, standard management approaches often (unwittingly) end up dousing passion and killing creativity.
But keeping it alive isn't rocket science. We have found that the single most important thing you can do to fuel intrinsic motivation is to support people's progress in the work that they are so passionate about. This is the progress principle, and it applies even to the seemingly minor small wins that can lead to great breakthroughs. You can use the progress principle by understanding what progress and setbacks your people are experiencing day by day, getting at the root causes, and doing whatever you can to remove the inhibitors and enhance the catalysts to progress.
For example, be vigilant about whether your creative professionals have sufficient resources to make progress without a constant struggle. Give them autonomy in how to achieve a project's goals, because there's no point in hiring people with great talent if you don't let them use it. And support them in learning from both successes and failures, because talent is not a fixed quantity; it can and should grow over time. Give talented people every opportunity to develop, keeping in mind the "10,000 hour rule" cited by Malcolm Gladwell: You can't become expert enough to create an innovative breakthrough in a field unless you have put in at least 10,000 hours of practice. That kind of persistence is fueled by passion.
Finally, look to yourself.
If you don't have passion for your own work, you'll end up disappointing both yourself and those who count on you. And you're unlikely to develop your own best talents. One of us, Steve, is an avid photographer of landscapes. An important mentor, the photographer Craig Tanner, has taught both of us a great deal about the connection between passion and the development of talent. In a brilliant essay on "The Myth of Talent," Craig says: "Long-term, focused, practice powered by the energy of passion [...] leads to amazing transformations. The bumbling beginner becomes the exalted expert. The trapped and depressed become the liberated and empowered."
Ask yourself: Am I liberated and empowered by passion in my work? Are the people around me?
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