Every pass play is a pure demonstration of human feeling. Scientists have in recent years discovered that emotions, which are often dismissed as primitive and unreliable, can in fact reflect a vast amount of information processing. In many instances, our feelings are capable of responding to things we're not even aware of, noticing details we don't register on a conscious level.
This exercise captures why it's so important for quarterbacks to rely on their feelings and not their analytical intelligence. "QBs are tested on every single pass play," Hasselbeck says. "To be good at the position, you've got to know the answer before you even understand the question. You've got to be able to glance at a defense and recognize what's going on. And you've got to be able to do that when the left tackle gets beat and you're running away from a big lineman. That ability might not depend on real IQ, but it sure takes a lot of football IQ."
How QBs develop a more effective emotional brain is the question teams should be asking. The simple answer: work. Expertise requires lots of effort and repetition. K. Anders Ericsson, a psychologist at Florida State, studies expertise. Ericsson acknowledges the role of genetic gifts (physical and mental skills are not distributed equally at birth), but he believes that the overwhelming majority of expertise is earned. "There is virtually no evidence that expertise is due to genetic or innate factors," Ericsson says. "Rather, it strongly suggests that expertise requires huge amounts of effort and practice." This is because it takes time to train our feelings, to embed those useful patterns into the brain. Before a quarterback can find the open man, parsing the defense in a glance, he must spend years studying cornerbacks and crossing routes. It looks easy only because he's worked so hard.
"I think the willingness to put in the hours is the most important thing for succeeding in the NFL," says Gil Brandt, former Cowboys vice president of player personnel and current draft analyst for NFL.com. "When you look at the best QBs -- guys like Peyton Manning, Tom Brady, Aaron Rodgers and Drew Brees -- what you see is that they work harder than anyone else. Their work ethic is what makes them great."
In recent years, Ericsson has become known for his calculation that true expertise in various fields, from QBs to cello players, requires about 10,000 hours of what he calls "deliberate practice." And deliberate practice is not fun.
It's not casual scrimmages or a game of catch in the backyard. Instead, it's a disciplined attempt to improve specific skills. For a quarterback, this might involve spending the weekend throwing hundreds of footballs through an old car tire while moving to the left or working for months on a few steps of footwork. Consider Peyton and Eli Manning. It would be easy to conclude that the brothers have some yet-to-be-discovered quarterback gene, a snippet of DNA that makes them suited for the pocket. In reality, according to Ericsson's model of expertise, the Mannings have excelled in the pros because they began throwing the football as toddlers, racking up hours of deliberate practice at an age when most kids haven't even touched a pigskin. It also didn't hurt that their father, Archie Manning, was a former NFL passer who provided them with invaluable instruction. Peyton and Eli weren't born with the ability to read defenses and throw a perfect spiral. Those "instincts" come only from a lifetime of training.
So, if talent comes from intuition, and reliable intuition comes from practice, then the trait that teams should really be measuring is how recruits practice. And the question they should be asking is, Why are some quarterbacks so much better at getting better? This notion of practice led Ericsson to collaborate with Angela Duckworth, a psychologist at the University of Pennsylvania. Duckworth is best known for her work on grit, a character trait that allows people to persist in the face of difficulty. A few years ago, she was commissioned by the Army to measure the grittiness of cadets at West Point. Although the academy is highly selective, about 5 percent of cadets drop out after the first summer of training, known as Beast Barracks. The Army has long searched for the variables that predict which cadets will graduate, but it wasn't until Duckworth tested them using a short questionnaire -- consisting of statements such as "Setbacks don't discourage me" or "I am diligent" -- that the Army found a measurement that actually worked. Duckworth has since repeated the survey with subsequent West Point classes, and the results are always the same: The cadets who graduate are the ones with grit.
In a new paper, Duckworth and Ericsson demonstrate that grit doesn't only keep people from dropping out, but it's also what allows them to become experts, to put in the hours of deliberate practice. The researchers tracked 190 participants at the Scripps National Spelling Bee. The first thing they discovered is that deliberate practice works. Student spellers who spent more time studying alone and memorizing words with the help of note cards performed much better than kids who were quizzed by friends or engaged in leisure reading. Duckworth and Ericsson also found that levels of grit determined how much the spellers were willing to practice. Grittier kids were able to engage in the most useful kinds of self-improvement, which is why they performed at a higher level. Woody Allen famously declared, "Eighty percent of success is showing up." And grit is what allows you to show up, again and again and again.
"I'd bet that there isn't a single highly successful person who hasn't depended on grit," says Duckworth. "Nobody is talented enough to not have to work hard, and that's what grit allows you to do. It lets you take advantage of your potential." For successful quarterbacks, grit is what allows them to watch hours of game tape on Monday mornings. It lets them remain in the weight room after everyone else has gone home. It's why they can practice the right way, not just the easy way. "In order to become a professional athlete, you need a certain kind of obsessiveness," Duckworth says. "You've got to devote your life to the development of this very narrow expertise. It shouldn't be surprising that this takes lots of grit."
The problem for the NFL is that instead of measuring grit, teams still subscribe to an antiquated model of talent and expertise in which innate gifts are presumed to matter the most. The scouting combine requires players entering the draft to perform a number of short physical and mental tasks (40-yard dash, Wonderlic, three-cone drill, bench-press reps, vertical jump) referred to by psychologists as "maximal measurements," since they measure people who are highly motivated to perform for short bursts of time. But to understand why those maximal tests at the combine don't predict performance in the pros, we must return to the nature of expertise. As Ericsson and Duckworth demonstrate, the most important kind of talent, emotional IQ, depends on measurements of sustained performance, on being able to engage in endless amounts of deliberate practice.
"Maybe they say he's too short or too slow or has a weak arm," Brandt says, "but the reality is that if a quarterback has the right work ethic, then he can probably make up for those problems." He points again to Brees, who wasn't drafted until the second round, and Brady, who was ignored until the sixth. "That's because teams have been looking at all the wrong things," Brandt says. "Just because you can measure it doesn't mean it matters."
Measuring grit does matter, but it's not easy. Grit can't be evaluated in a single afternoon; by definition, it's a metric of personality that involves performance over long periods of time. People don't reveal grit at the combine; they show it when no one else is around. "What coaches need is a way to test how players will perform over the entire season," Duckworth says. "Do they have what it takes to make themselves better? Will they benefit from criticism and feedback? If I were a coach, those are the questions I would care about."
