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Geoff Colvin, the author of “Talent is Overrated: What Really Separates World-Class Performers from Everybody Else,” discovered that it was not necessary to be born with natural talent or intelligence to excel, but it is important to have a strong desire to be the best or at least to become better at whatever it is we want to do.

Colvin summarized the key element as “deliberate practice,” which he defined as constantly practicing what needs to be improved, usually based on feedback from a mentor or coach.

In a global economy that is intensely competitive, the abilities of the people in an organization will determine its success or failure. “In a world of forces that push toward the commodization of everything,” Colvin says, “creating something new and different is the only way to survive.”

At a time when creativity and innovation may give a firm a competitive advantage, organizations should want everyone performing at the highest possible level. Yet many companies are quick to cut training and development budgets. High-performing employees want to work at firms where professional development is a priority. Likewise, firms that are known for developing people are said to have a “first-pick advantage.”

Colvin lists these principles of great performance for organizations:

• Understand that each person in the organization is not just doing a job, but is also being stretched and grown through job assignments, mentoring and coaching.

• Encourage leaders to be active in their communities. Leadership roles in charities and community activities are opportunities to practice skills that are valuable at work.

• Understand the critical roles of teachers and feedback. At most top-performing organizations, coaching and mentoring programs with candid feedback are part of the culture.

• Identify promising performers early. Developing future leaders as early as possible creates a competitive advantage.

• Understand that people development works best through inspiration, not authority. Command and control leadership will not work with knowledge workers.

• Invest significant time, money and energy in developing people. Top-performing companies believe that people development is at the center of their jobs. For example, at McDonald’s, CEO Jim Skinner personally reviews the development of the top 200 managers.

• Make leadership development part of the culture. Applying these principles is “walking the talk.” Colvin says: “Developing leaders isn’t a program; it’s a way of life.”

Most people in organizations don’t work alone, so it is just as important to develop effective teams where members trust one another. It is based on applying the principles of great performance to team development: well-designed practice activities, coaching, repetition, feedback and building knowledge of the company and industry.

Top performance as an individual, team or organization is not based on natural talent or intelligence. It is based on understanding the principles of great performance and having the desire to commit to the discipline needed to engage in deliberate practice. Even if we are good at what we do, we can always get better.

Jann Freed is a professor of business management at Central College in Pella.