So Good They Can't Ignore You Quotes

“Others, such as Alan Lightman, or Erez Lieberman, who earned fame by the age of thirty-one through his combination of mathematics and cultural studies, or Esther Duflo, who won a MacArthur “Genius Grant” for her work evaluating anti-poverty programs, didn’t make the cut for the book, but still weigh heavily on my thinking about how to best shape my own career. It”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“When you study the type of careers that make others remark, “That’s the type of job I want,” this trait almost always plays a central role. Once you understand this value of control, it changes the way you evaluate opportunities, leading you to consider a position’s potential autonomy as being as important as its offered salary or the institution’s reputation.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“The insights of Rule #2 fundamentally changed the way I approach my work. If I had to describe my previous way of thinking, I would probably use the phrase “productivity-centric.” Getting things done was my priority. When you adopt a productivity mindset, however, deliberate practice-inducing tasks are often sidestepped, as the ambiguous path toward their completion, when combined with the discomfort of the mental strain they require, makes them an unpopular choice in scheduling decisions. It’s much easier to redesign your graduate-student Web page than it is to grapple with a mind-melting proof. The result for me was that my career capital stores, initially built up during the forced strain of my early years as a graduate student, were dwindling as time went on. Researching Rule #2, however, changed this state of affairs by making me much more “craft-centric.” Getting better and better at what I did became what mattered most, and getting better required the strain of deliberate practice. This is a different way of thinking about work, but once you embrace it, the changes to your career trajectory can be profound. How”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“My Research Bible Routine At some point during my quest, I started what I came to call my research bible, which is, in reality, a document I keep on my computer. Here’s the routine: Once a week I require myself to summarize in my “bible” a paper I think might be relevant to my research. This summary must include a description of the result, how it compares to previous work, and the main strategies used to obtain it. These summaries are less involved than the step-by-step deconstruction I did on my original test-case paper—which is what allows me to do them on a weekly basis—but they still induce the strain of deliberate practice. My”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“Strain, I now accepted, was good. Instead of seeing this discomfort as a sensation to avoid, I began to understand it the same way that a body builder understands muscle burn: a sign that you’re doing something right. Inspired by this insight, I accompanied a promise to do more large-scale paper deconstructions of this type with a trio of smaller habits designed to inject even more deliberate practice into my daily routine. I describe these new routines below: My”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“returned to this paper regularly over a period of two weeks. When I was done, I had probably experienced fifteen hours total of deliberate practice–style strain, but due to its intensity it felt like much more. Fortunately, this effort led to immediate benefits. Among other things, it allowed me to understand whole swaths of related work that had previously been mysterious. The researchers who wrote this paper had enjoyed a near monopoly on solving this style of problem—now I could join them. Leveraging this new understanding, I went on to prove a new result, which I published at a top conference in my field. This is now a new research direction open for me to explore as I see fit. Perhaps even more indicative of this strategy’s value is that I actually ended up finding a pair of mistakes in the paper. When I told the authors, it turned out I was only the second person to notice them, and they hadn’t yet published a correction. To help calibrate the magnitude of this omission, bear in mind that according to Google Scholar the paper had already been cited close to sixty times. More”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“Here was my first lesson: This type of skill development is hard. When I got to the first tricky gap in the paper’s main proof argument, I faced immediate internal resistance. It was as if my mind realized the effort I was about to ask it to expend, and in response it unleashed a wave of neuronal protest, distant at first, but then as I persisted increasingly tremendous, crashing over my concentration with mounting intensity. To combat this resistance, I deployed two types of structure. The first type was time structure: “I am going to work on this for one hour,” I would tell myself. “I don’t care if I faint from the effort, or make no progress, for the next hour this is my whole world.” But of course I wouldn’t faint and eventually I would make progress. It took, on average, ten minutes for the waves of resistance to die down. Those ten minutes were always difficult, but knowing that my efforts had a time limit helped ensure that the difficulty was manageable. The second type of structure I deployed was information structure—a way of capturing the results of my hard focus in a useful form. I started by building a proof map that captured the dependencies between the different pieces of the proof. This was hard, but not too hard, and it got me warmed up in my efforts to understand the result. I then advanced from the maps to short self-administered quizzes that forced me to memorize the key definitions the proof used. Again, this was a relatively easy task, but it still took concentration, and the result was an understanding that was crucial for parsing the detailed math that came next. After these first two steps, emboldened by my initial successes in deploying hard focus, I moved on to the big guns: proof summaries. This is where I forced myself to take each lemma and walk through each step of its proofs—filling in missing steps. I would conclude by writing a detailed summary in my own words. This was staggeringly demanding, but the fact that I had already spent time on easier tasks in the paper built up enough momentum to help push me forward.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“Motivated by my research and examples such as Feynman, I decided that focusing my attention on a bottom-up understanding of my own field’s most difficult results would be a good first step toward revitalizing my career capital stores. To initiate these efforts, I chose a paper that was well cited in my research niche, but that was also considered obtuse and hard to follow. The paper focused on only a single result—the analysis of an algorithm that offers the best-known solution to a well-known problem. Many people have cited this result, but few have understood the details that support it. I decided that mastering this notorious paper would prove a perfect introduction to my new regime of self-enforced deliberate practice. Here”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“I decided that focusing my attention on a bottom-up understanding of my own field’s most difficult results would be a good first step toward revitalizing my career capital stores. To”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“if you’re not careful to keep pushing forward, your improvement can taper off to what the performance scientist Anders Ericsson called an “acceptable level,” where you then remain stuck.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“introduced the term career capital to describe these rare and valuable skills, and noted that the tricky part is figuring out how to acquire this capital. By definition, if it’s rare and valuable, it’s not easy to get.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“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. Once”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“Take book writing: If I published a book of solid advice for helping recent graduates transition to the job market, you might find this a useful contribution, but probably wouldn’t find yourself whipping out your iPhone and Tweeting its praises. On the other hand, if I publish a book that says “follow your passion” is bad advice, (hopefully) this would compel you to spread the word.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“What Giles discovered, I decided, is that 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. To”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“He approached the task of finding good projects for his mission with the mindset of a marketer, systematically studying books on the subject to help identify why some ideas catch on while others fall flat. His marketing-centric approach is useful for anyone looking to wield mission as part of their quest for work they love. Purple”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“A Brief Mission Intermission Let’s take a moment to pull together what we’ve learned so far about mission. In the last chapter, I used Pardis Sabeti’s story to emphasize that you need career capital before you can identify a realistic mission for your career. Just because you have a good idea for a mission, however, doesn’t mean that you’ll succeed in its pursuit. With this in mind, in this chapter we studied the life of Kirk French to better understand how you make the leap from identifying a realistic mission to succeeding in making it a reality. Here we discovered the importance of little bets. To maximize your chances of success, you should deploy small, concrete experiments that return concrete feedback. For Chris Rock, such a bet might include telling a joke to an audience and seeing if they laugh, whereas for Kirk, it might mean producing sample footage for a documentary and seeing if it attracts funding. 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. As you’ll learn in the next chapter, however, the story of mission is not yet complete. As I continued my study of this topic, I discovered a third and final strategy for helping to integrate this trait into your quest for work you love.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“The important thing about little bets is that they’re bite-sized. You try one. It takes a few months at most. It either succeeds or fails, but either way you get important feedback to guide your next steps. This approach stands in contrast to the idea of choosing a bold plan and making one big bet on its success. If Kirk had done this—for example, deciding in advance to dedicate years to popularizing the Land and Water documentary—he would not have had nearly as much success with his mission. When”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“Little Bets, and it was written by a former venture capitalist named Peter Sims.2 When Sims studied a variety of successful innovators, from Steve Jobs to Chris Rock to Frank Gehry, as well as innovative companies, such as Amazon and Pixar, he found a strategy common to all. “Rather than believing they have to start with a big idea or plan out a whole project in advance,” he writes, “they make a methodical series of little bets about what might be a good direction, learning critical information from lots of little failures and from small but significant wins”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“But this brings me back to my nagging question. I had notebooks filled with potential missions, yet I had resisted devoting myself to any one in particular. And I’m not alone in this reluctance to act. Many people have lots of career capital, and can therefore identify a variety of different potential missions for their work, but few actually build their career around such missions. It seems, therefore, that there’s more to this career tactic than simply getting to the cutting edge. Once you have the capital required to identify a mission, you must still figure out how to put the mission into practice. If you don’t have a trusted strategy for making this leap from idea to execution, then like me and so many others, you’ll probably avoid the leap altogether. This”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“Pardis Sabeti thought small by focusing patiently for years on a narrow niche (the genetics of diseases in Africa), but then acting big once she acquired enough capital to identify a mission (using computational genetics to help understand and fight ancient diseases). Sarah and Jane, by contrast, reversed this order. They started by thinking big, looking for a world-changing mission, but without capital they could only match this big thinking with small, ineffectual acts. 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.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“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. Pardis”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“If you want a mission, you need to first acquire capital. If you skip this step, you might end up like Sarah and Jane: with lots of enthusiasm but very little to show for it. Not”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“In which I argue that a mission chosen before you have relevant career capital is not likely to be sustainable. Mission”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“Missions are hard. By this point in my quest, however, I had become comfortable with “hard,” and I hope that if you’ve made it this far in the book, you have gained this comfort as well. Hardness scares off the daydreamers and the timid, leaving more opportunity for those like us who are willing to take the time to carefully work out the best path forward and then confidently take action.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“As I’ll explain, mission is one of these desirable traits, and like any such desirable trait, it too requires that you first build career capital—a mission launched without this expertise is likely doomed to sputter and die. 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. Accordingly, I will go on to explore a pair of advanced tactics that also play an important role in making the leap from a good idea for a mission to actually making that mission a reality. In the chapters ahead, you’ll learn the value of systematically experimenting with different proto-missions to seek out a direction worth pursuing. You’ll also learn the necessity of deploying a marketing mindset in the search for your focus. 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. This”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“Summary of Rule #3 Rules #1 and #2 laid the foundation for my new thinking on how people end up loving what they do. Rule #1 dismissed the passion hypothesis, which says that you have to first figure out your true calling and then find a job to match. Rule #2 replaced this idea with career capital theory, which argues that the traits that define great work are rare and valuable, and if you want these in your working life, you must first build up rare and valuable skills to offer in return. I call these skills “career capital,” and in Rule #2 I dived into the details of how to acquire it. The obvious next question is how to invest this capital once you have it. Rule #3 explored one answer to this question by arguing that gaining control over what you do and how you do it is incredibly important. This trait shows up so often in the lives of people who love what they do that I’ve taken to calling it the dream-job elixir. Investing your capital in control, however, turns out to be tricky. There are two traps that commonly snare people in their pursuit of this trait. The first control trap notes that it’s dangerous to try to gain more control without enough capital to back it up. The second control trap notes that once you have the capital to back up a bid for more control, you’re still not out of the woods. This capital makes you valuable enough to your employer that they will likely now fight to keep you on a more traditional path. They realize that gaining more control is good for you but not for their bottom line. The control traps put you in a difficult situation. Let’s say you have an idea for pursuing more control in your career and you’re encountering resistance. How can you tell if this resistance is useful (for example, it’s helping you avoid the first control trap) or something to ignore (for example, it’s the result of the second control trap)? To help navigate this control conundrum, I turned to Derek Sivers. Derek is a successful entrepreneur who has lived a life dedicated to control. I asked him his advice for sifting through potential control-boosting pursuits and he responded with a simple rule: “Do what people are willing to pay for.” This isn’t about making money (Derek, for example, is more or less indifferent to money, having given away to charity the millions he made from selling his first company). Instead, it’s about using money as a “neutral indicator of value”—a way of determining whether or not you have enough career capital to succeed with a pursuit. I called this the law of financial viability, and concluded that it’s a critical tool for navigating your own acquisition of control. This holds whether you are pondering an entrepreneurial venture or a new role within an established company. Unless people are willing to pay you, it’s not an idea you’re ready to go after.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“When I began reflecting on this law, I saw that it applied again and again to examples of people successfully acquiring more control in their careers. To understand this, notice that the definition of “willing to pay” varies. In some cases, it literally means customers paying you money for a product or a service. But it can also mean getting approved for a loan, receiving an outside investment, or, more commonly, convincing an employer to either hire you or keep writing you paychecks. Once you adopt this flexible definition of “pay for it,” this law starts popping up all over. Consider,”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“I follow a rule with my life that if something is scary, do it. I’ve lived everywhere in America, and for me, a big scary thing was living outside the country.” After”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“When she leveraged her value to obtain a thirty-hour schedule at her first job, for example, her employer couldn’t say no (she was saving them too much money), but they didn’t like it. It took nerve on Lulu’s part to push through that demand.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love

“People thought I was nuts,” she agreed. Leaving this start-up after it was acquired was similarly difficult. Lulu was hesitant to get into details, but the subtext was that her value was so high at this company that its new owners tried every tactic they could to keep her on board.”
― Cal Newport, So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love