So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

by Cal Newport

Courage is not irrelevant to creating work you love.

The key, it seems, is to know when the time is right to become courageous in your career decisions. Get this timing right, and a fantastic working life awaits you, but get it wrong by tripping the first control trap in a premature bid for autonomy, and disaster lurks. The fault of the courage culture, therefore, is not its underlying message that courage is good, but its severe underestimation of the complexity involved in deploying this boldness in a useful way.

“Do what people are willing to pay for.”

“Money is a neutral indicator of value. By aiming to make money, you’re aiming to be valuable.”

The Law of Financial Viability When deciding whether to follow an appealing pursuit that will introduce more control into your work life, seek evidence of whether people are willing to pay for it. If you find this evidence, continue. If not, move on.

Unless people are willing to pay you, it’s not an idea you’re ready to go after.

To have a mission is to have a unifying focus for your career. It’s more general than a specific job and can span multiple positions. It provides an answer to the question, What should I do with my life? Missions are powerful because they focus your energy toward a useful goal, and this in turn maximizes your impact on your world—a crucial factor in loving what you do. People who feel like their careers truly matter are more satisfied with their working lives, and they’re also more resistant to the strain of hard work.

But capital alone is not enough to make a mission a reality. Plenty of people are good at what they do but haven’t reoriented their career in a compelling direction.

In other words, missions are a powerful trait to introduce into your working life, but they’re also fickle, requiring careful coaxing to make them a reality.

Missions are tricky.

We like to think of innovation as striking us in a stunning eureka moment, where you all at once change the way people see the world, leaping far ahead of our current understanding. I’m arguing that in reality, innovation is more systematic. We grind away to expand the cutting edge, opening up new problems in the adjacent possible to tackle and therefore expand the cutting edge some more, opening up more new problems, and so on.

A good career mission is similar to a scientific breakthrough—it’s an innovation waiting to be discovered in the adjacent possible of your field. If you want to identify a mission for your working life, therefore, you must first get to the cutting edge—the only place where these missions become visible.

Most people who love their work got where they are by first building up career capital and then cashing it in for the types of traits that define great work. Getting to the cutting edge of a field can be understood in these terms: This process builds up rare and valuable skills and therefore builds up your store of career capital. Similarly, identifying a compelling mission once you get to the cutting edge can be seen as investing your career capital to acquire a desirable trait in your career. In other words, mission is yet another example of career capital theory in action. If you want a mission, you need to first acquire capital.

Rule #4 is entitled “Think Small, Act Big.” It’s in this understanding of career capital and its role in mission that we get our explanation for this title. Advancing to the cutting edge in a field is an act of “small” thinking, requiring you to focus on a narrow collection of subjects for a potentially long time. Once you get to the cutting edge, however, and discover a mission in the adjacent possible, you must go after it with zeal: a “big” action.

The art of mission, we can conclude, asks us to suppress the most grandiose of our work instincts and instead adopt the patience—the style of patience observed with Pardis Sabeti—required to get this ordering correct.

To maximize your chances of success, you should deploy small, concrete experiments that return concrete feedback.

These bets allow you to tentatively explore the specific avenues surrounding your general mission, looking for those with the highest likelihood of leading to outstanding results. If career capital makes it possible to identify a compelling mission, then it’s a strategy of little bets that gives you a good shot of succeeding in this mission. To deploy this career tactic, you need both pieces.

a good mission-driven project must be remarkable in two different ways. First, it should be remarkable in the literal sense of compelling people to remark about it.

There’s also, however, a second type of remarkability at play. Giles didn’t just find a project that compels remarks, but he also spread the word about the project in a venue that supports these remarks.

The Law of Remarkability For a mission-driven project to succeed, it should be remarkable in two different ways. First, it must compel people who encounter it to remark about it to others. Second, it must be launched in a venue that supports such remarking.

The core idea of this book is simple: To construct work you love, you must first build career capital by mastering rare and valuable skills, and then cash in this capital for the type of traits that define compelling careers. Mission is one of those traits.

To try to devise a mission when you’re new to a field and lacking any career capital is a venture bound for failure.

Once you identify a general mission, however, you’re still left with the task of launching specific projects that make it succeed. An effective strategy for accomplishing this task is to try small steps that generate concrete feedback—little bets—and then use this feedback, be it good or bad, to help figure out what to try next. This systematic exploration can help you uncover an exceptional way forward that you might have never otherwise noticed. The little-bets strategy, I discovered as my research into mission continued, is not the only way to make a mission a success. It also helps to adopt the mindset of a marketer. This led to the strategy that I dubbed the law of remarkability. This law says that for a project to transform a mission into a success, it should be remarkable in two ways. First, it must literally compel people to remark about it. Second, it must be launched in a venue conducive to such remarking. In sum, mission is one of the most important traits you can acquire with your career capital. But adding this trait to your working life is not simple. Once you have the capital to identify a good mission, you must still work to make it succeed. By using little bets and the law of remarkability, you greatly increase your chances of finding ways to transform your mission from a compelling idea into a compelling career.

It’s more important to become good at something rare and valuable, and then invest the career capital this generates into the type of traits that make a job great. The traits of control and mission are two good places to start.

True missions, it turns out, require two things. First you need career capital, which requires patience. Second, you need to be ceaselessly scanning your always-changing view of the adjacent

possible in your field, looking for the next big idea. This requires a dedication to brainstorming and exposure to new ideas. Combined, these two commitments describe a lifestyle, not a series of steps that automatically spit out a mission when completed.

Working right trumps finding the right work