So Good They Can't Ignore You

by Cal Newport

“ ‘Follow your passion’ is dangerous advice.”

The narratives in this book are bound by a common thread: the importance of ability. The things that make a great job great, I discovered, are rare and valuable. If you want them in your working life, you need something rare and valuable to offer in return. In other words, you need to be good at something before you can expect a good job.

The Passion Hypothesis The key to occupational happiness is to first figure out what you’re passionate about and then find a job that matches this passion.

Do What Steve Jobs Did, Not What He Said

If a young Steve Jobs had taken his own advice and decided to only pursue work he loved, we would probably find him today as one of the Los Altos Zen Center’s most popular teachers. But he didn’t follow this simple advice. Apple Computer was decidedly not born out of passion, but instead was the result of a lucky break—a “small-time” scheme that unexpectedly took off. I don’t doubt that Jobs eventually grew passionate about his work: If you’ve watched one of his famous keynote addresses, you’ve seen a man who obviously loved what he did. But so what? All that tells us is that it’s good to enjoy what you do. This advice, though true, borders on the tautological and doesn’t help us with the pressing question that we actually care about: How do we find work that we’ll eventually love? Like Jobs, should we resist settling into one rigid career and instead try lots of small schemes, waiting for one to take off? Does it matter what general field we explore? How do we know when to stick with a project or when to move on? In other words, Jobs’s story generates more questions than it answers. Perhaps the only thing it does make clear is that, at least for Jobs, “follow your passion” was not particularly useful advice.

that it takes time to get good at anything, recounting the many years it took him to master radio to the point where he had interesting options. “The key thing is to force yourself through the work, force the skills to come; that’s the hardest phase,” he says. Noticing the stricken faces of his interviewers, who were perhaps hoping to hear something more uplifting than work is hard, so suck it up, Glass continues: “I feel like your problem is that you’re trying to judge all things in the abstract before you do them. That’s your tragic mistake.”

Al Merrick, the founder of Channel Island Surfboards, tells a similar tale of stumbling into passion over time. “People are in a rush to start their lives, and it’s sad,” he tells his interviewers. “I didn’t go out with the idea of making a big empire,” he explains. “I set goals for myself at being the best I could be at what[ever] I did.”

Compelling careers often have complex origins that reject the simple idea that all you have to do is follow your passion.

Conclusion #1: Career Passions Are Rare

Conclusion #2: Passion Takes Time

Conclusion #3: Passion Is a Side Effect of Mastery

“If you look at the science, there is a mismatch between what science knows and what business does.” When Pink talks about “what science knows,” he’s referring, for the most part, to a forty-year-old theoretical framework known as Self-Determination Theory (SDT), which is arguably the best understanding science currently has for why some pursuits get our engines running while others leave us cold.8 SDT tells us that motivation, in the workplace or elsewhere, requires that you fulfill three basic psychological needs—factors described as the “nutriments” required to feel intrinsically motivated for your work: Autonomy: the feeling that you have control over your day, and that your actions are important Competence: the feeling that you are good at what you do Relatedness: the feeling of connection to other people

“follow your passion and you’ll immediately be happy,” but it certainly has a ring of truth. In other words, working right trumps finding the right work.

The more we focused on loving what we do, the less we ended up loving it.

The passion hypothesis is not just wrong, it’s also dangerous. Telling someone to “follow their passion” is not just an act of innocent optimism, but potentially the foundation for a career riddled with confusion and angst.

two different approaches to thinking about work: the craftsman mindset, a focus on what value you’re producing in your job, and the passion mindset, a focus on what value your job offers you. Most people adopt the passion mindset, but in this chapter I argue that the craftsman mindset is the foundation for creating work you love.

Listening to Tice talk about his routine, I was struck by his Martin-esque focus on what he produces. As you’ll recall, he’s happy to spend hours every day, week after week, in a barely furnished monastic room, exhausting himself in pursuit of a new flat-picking technique, all because he thinks it will add something important to the tune he’s writing. This dedication to output, I realized, also explains his painful modesty.

an obsessive focus on the quality of what you produce is the rule in professional music. “It trumps your appearance, your equipment, your personality, and your connections,” he explained. “Studio musicians have this adage: ‘The tape doesn’t lie.’ Immediately after the recording comes the playback; your ability has no hiding place.” I liked that phrase—the tape doesn’t lie—as it sums up nicely what motivates performers such as Jordan, Mark, and Steve Martin. If you’re not focusing on becoming so good they can’t ignore you, you’re going to be left behind. This clarity was refreshing.

the craftsman mindset focuses on what you can offer the world, the passion mindset focuses instead on what the world can offer you. This mindset is how most people approach their working lives.

two reasons why I dislike the passion mindset (that is, two reasons beyond the fact that, as I argued in Rule #1, it’s based on a false premise). First, when you focus only on what your work offers you, it makes you hyperaware of what you don’t like about it, leading to chronic unhappiness. This is especially true for entry-level positions, which, by definition, are not going to be filled with challenging projects and autonomy—these come later. When you enter the working world with the passion mindset, the annoying tasks you’re assigned or the frustrations of corporate bureaucracy can become too much to handle. Second, and more serious, the deep questions driving the passion mindset—“Who am I?” and “What do I truly love?”—are essentially impossible to confirm. “Is this who I really am?” and “Do I love this?” rarely reduce to clear yes-or-no responses. In other words, the passion mindset is almost guaranteed to keep you perpetually unhappy and confused, which probably explains why Bronson admits, not long into his career-seeker epic What Should I Do With My Life? that “the one feeling everyone in this book has experienced is of missing out on life.”

there’s something liberating about the craftsman mindset: It asks you to leave behind self-centered concerns about whether your job is “just right,” and instead put your head down and plug away at getting really damn good. No one owes you a great career, it argues; you need to earn it—and the process won’t be easy.

regardless of how you feel about your job right now, adopting the craftsman mindset will be the foundation on which you’ll build a compelling career.

THE CAREER CAPITAL THEORY OF GREAT WORK The traits that define great work are rare and valuable. Supply and demand says that if you want these traits you need rare and valuable skills to offer in return. Think of these rare and valuable skills you can offer as your career capital. The craftsman mindset, with its relentless focus on becoming “so good they can’t ignore you,” is a strategy well suited for acquiring career capital. This is why it trumps the passion mindset if your goal is to create work you love.

You need to get good in order to get good things in your working life, and the craftsman mindset is focused on achieving exactly this goal.

THREE DISQUALIFIERS FOR APPLYING THE CRAFTSMAN MINDSET The job presents few opportunities to distinguish yourself by developing relevant skills that are rare and valuable. The job focuses on something you think is useless or perhaps even actively bad for the world. The job forces you to work with people you really dislike.

Jordan picked up guitar at the same point in his life as I did. But by the time he graduated high school, he had been touring the mid-Atlantic with a group of professional bluegrass musicians and had signed his first record deal. When I was in high school, the acoustic group Nickel Creek was thought of, admiringly, by my grade’s music snobs as Dave Matthews for cool people. When Jordan was in high school, he regularly played gigs with their bass player, Mark Schatz. The question hanging over this comparison is why, even though we had both played seriously for the same amount of time, did I end up an average high school strummer while Jordan became a star? It didn’t take long into my visit with Jordan to understand the answer to this question. The difference in our abilities by the age of eighteen had less to do with the number of hours we practiced—though he probably racked up more total practice hours than I did, we weren’t all that far apart—and more to do with what we did with those hours. One of my most vivid memories of Rocking Chair, for example, was my discomfort playing anything I didn’t know real well. There’s a mental strain that accompanies feeling your way though a tune that’s not ingrained in muscle memory, and I hated that feeling. I learned songs reluctantly, then clung to them fiercely once they had become easy for me. I used to get upset when our rhythm guitar player would suggest we try out something new during band practice. He was happy glancing at a ch...

It is a lifetime accumulation of deliberate practice that again and again ends up explaining excellence.

if you just show up and work hard, you’ll soon hit a performance plateau beyond which you fail to get any better.

is, deliberate practice might provide the key to quickly becoming so good they can’t ignore you.

To successfully adopt the craftsman mindset, therefore, we have to approach our jobs in the same way that Jordan approaches his guitar playing or Garry Kasparov his chess training—with a dedication to deliberate practice.

The Five Habits of a Craftsman

Step 1: Decide What Capital Market You’re In

Step 2: Identify Your Capital Type

Step 3: Define “Good”

Step 4: Stretch and Destroy

Doing things we know how to do well is enjoyable, and that’s exactly the opposite of what deliberate practice demands.… Deliberate practice is above all an effort of focus and concentration. That is what makes it “deliberate,” as distinct from the mindless playing of scales or hitting of tennis balls that most people engage in.

Step 5: Be Patient

control over what you do, and how you do it, is one of the most powerful traits you can acquire when creating work you love.

Giving people more control over what they do and how they do it increases their happiness, engagement, and sense of fulfillment.

summarize, if your goal is to love what you do, your first step is to acquire career capital. Your next step is to invest this capital in the traits that define great work. Control is one of the most important targets you can choose for this investment.

the first control trap, which warns that it’s dangerous to pursue more control in your working life before you have career capital to offer in exchange.

Control that’s acquired without career capital is not sustainable.

recall, Feuer gave up her career in marketing and advertising to start a yoga business, even though her only training in yoga was a monthlong certification course. Like Jane, she went after more control without the capital to back it up. Also like Jane, this path soon veered in a difficult direction: Within a year, Feuer was on food stamps.

the second control trap, which warns that once you have enough career capital to acquire more control in your working life, you have become valuable enough to your employer that they will fight your efforts to gain more autonomy.

The point at which you have acquired enough career capital to get meaningful control over your working life is exactly the point when you’ve become valuable enough to your current employer that they will try to prevent you from making the change.

the law of financial viability, which says you should only pursue a bid for more control if you have evidence that it’s something that people are willing to pay you for.

“You mean, the type of mental algorithm that prevents the lawyer, who has had this successful career for twenty years, from suddenly saying, ‘You know, I love massages, I’m going to become a masseuse’?” he asked. “That’s it,” I replied. Derek thought for a moment. “I have this principle about money that overrides my other life rules,” he said. “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.”

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.

a unifying mission to your working life can be a source of great satisfaction.