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The passion mindset is not just ineffective for creating work you love, in many cases it can work against this goal.
b.) An underlying assumption seems to be that career "success" is the same as career "satisfaction." (I'm not sure I would choose someone like Steve Jobs to illustrate how to be happy.) If the book were entitled, "How to be successful," I would probably quibble less. Snapshot assessments are provided of talented people who are for the moment extremely successful, and who appear content. How do we measure that these people are really happy in their jobs, or that they will be 30 years from now? Does one have to be "successful" to be happy? How many examples exist of people who have been successful who have lied (to themselves and others) about their happiness--only to later implode.c.) How do these examples support causality relative to the book's premise? There was no mention of the possibility that others might try the recommended approach and fail anyway. This chapter of So Good They Can’t Ignore You introduces the Law of Financial Viability. When pursuing control, the ensuing control traps may cause you to encounter 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)?” what’s important to note now is that her mission provides her a sense of purpose and energy, traits that have helped her avoid becoming a cynical academic and instead embrace her work with enthusiasm. Her mission is the foundation on which she builds love for what she does, and therefore it’s a career strategy we need to better understand. This chapter of So Good They Can’t Ignore You “argues that 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.”
In his book, Purple Cow, Seth Godin says that “You’re either remarkable or invisible.” The purple cow is a metaphor for something that will stand out and grab attention from all the brown cows or boring stuff in the world. Thus, “Remarkable marketing is the art of building things worth noticing.” There are many complex reasons for workplace satisfaction. The notion of matching your job to a pre-existing passion is not among them. Avoiding the Control Traps In which I explain 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. If people are willing to pay for what you’re doing and it is valuable, the resistance you are facing is an obstacle to be overcome. Rule #4: Think Small, Act Big (Or, the Importance of Mission) Chapter 12: The Meaningful Life of Pardis Sabeti To get people onboard with your mission, you need a compelling frame. A book about helping college students find a meaningful career will sell fewer copies than one that says “follow your passion is bad advice.” They can be the same book, but the second frame is a more compelling way to have people engage with your ideas. Law of remarkabilityCal questions the validity of the Passion Hypothesis which states that the key to vocational happiness is to match your job to your passion.
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. Rule #2 states that “the traits that define great work are rare and valuable. If you want these traits in your own life, you need rare and valuable skills to offer in return.” Chapter Four: The Clarity Of The Craftsman Passion takes time: the longer you stay in a field and give yourself the time to get good at what you do, the more that passion develops. Passion takes time to cultivate.In So Good They Can’t Ignore You, Cal Newport tries to answer the following question: “Why do some people end up loving what they do, while so many others fail at this goal?” He presents four rules to help you cultivate your passion and find love for what you do. You need to get good before you can expect good work. Thus, invest your (extensive) career capital into gaining one of the most important traits of Control (Dream-Job Elixir) over your work:
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