Limitless - Jim Kwik Page 0,70
the first 30 seconds of our call, this man had seemed entirely calm. But with that question, his voice became more animated.
“You’ve gotta help me, please. My speaker can’t make it out tomorrow because of an emergency. He was supposed to give our keynote.”
I told him that I was sorry to hear about his predicament but that I didn’t take speaking assignments on the spur of the moment. I usually booked speaking gigs six months in advance, and I always gave myself time to prepare for them.
That didn’t deter this caller. He said that our mutual friend had raved about speeches he’d seen me give and that if anyone could deliver a strong presentation on short notice it was me.
“Please save me,” he said with even more emotion in his voice.
This guy’s plight was starting to get to me. I happened to be free on Saturday, and the conference he was throwing was in Manhattan, where I lived. I decided to ask him the topic of the keynote. When he told me, I stared at the phone as though the caller were speaking to me in an alien language.
“Why are you calling me about this?” I said. “I know nothing about that topic.”
“Yes, but the speaker who canceled has a book.”
“I’m not sure how that matters.”
The caller responded so quickly that it was clear he’d already prepared this argument. “I’ve heard you’re a speed reader. I was thinking you could come in a little early, study the book, and then give the speech.”
This scenario was so completely outlandish that I did the only thing I could do under the circumstances: I took the engagement. How could I turn down a challenge like that? We agreed on the particulars, he told me a bit more about the audience to whom I’d be speaking, and then I hung up, asking myself what just happened.
I got to the conference center the next morning at 10 A.M. The man who’d called the night before handed me a copy of the book and set me up in a quiet room. I was to deliver the keynote at 1 P.M. Over the next three hours, I read the book, made a ton of notes, and laid out the basic parameters of the presentation I was about to give. I then went up on stage and gave a keynote that turned out to be the most highly rated talk of the conference. I was exhausted, but I have to admit that the entire experience was quite the rush.
You are unlikely to ever find yourself in a situation like this. But as outrageous as the caller’s request had been, I knew I could do this, because with competence comes confidence. I’m not saying this to to impress you; I’m saying it to express to you what’s possible. To illustrate to you how any sense of constraint fades when you’ve learned how to absorb a subject in a sitting, remember what you’ve learned, have the ability to highlight the most essential points, and have an understanding of how people learn—in other words, many of the things we’re discussing in this book.
I never would have been able to deliver that particular keynote if I hadn’t been a quick study. And just like the other skills we’ve been addressing here, this isn’t an ability you either do or don’t have. Instead, it’s an ability you’ve either cultivated or haven’t. You can learn how to unlimit your studies. And when you do, it’ll be a superpower you’ll employ the rest of your life.
KWIK START
Think about a topic or subject you’d like to learn this month. How would you go about studying this topic? What’s your current approach or process?
THE FOUR LEVELS OF COMPETENCE
Since the sixties, psychologists have noted that there are four levels of competence or learning. The first, known as “unconscious incompetence,” is when you don’t know what you don’t know. For example, you might not even be aware of the fact that something like speed-reading exists. So, you’re also not aware that you’re currently not capable of doing it.
In the next level, known as “conscious incompetence,” you’re aware of what you don’t know. For example, you’re aware that people have learned to read and comprehend much faster through speed-reading techniques, but you yourself have not had any training in this area, nor do you understand what tools are necessary to become a speed-reader.
The third level is “conscious competence.” What this means is that you’re aware of a skill and have