Free PDF So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love
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So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love
Free PDF So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love
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Audible Audiobook
Listening Length: 6 hours and 28 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: Hachette Audio
Audible.com Release Date: September 18, 2012
Whispersync for Voice: Ready
Language: English, English
ASIN: B009CMO8JQ
Amazon Best Sellers Rank:
I’m happy that I found out about this book So Good They Can’t Ignore You; Why Skills Trump Passion In The Quest For Work You Love by Cal Newport because I have discovered from my own personal experience that whatever career I pursue must be one in which the doors are open to me and/or one where I can create my own professional doors while also simultaneously being one that I can easily transfer over to other industries with if necessary ( if forced to leave one workplace and/or I voluntarily choose to leave a given workplace) and keep one gainfully employed regardless of age (such as accountants, chefs, public relation specialists, human resource specialists, manager, careers in merchandising/employed as a merchandiser etc.) This book covers among the following; the authors mention of Steve Jobs and some details on him, the author explains why passion is a side effect of mastery and his reference to the Ted Talk of the Suprising Science of Motivation by Daniel Pink (also author of Drive). In Chapter Three Cal Newport persuasively writes why passion can sometimes be dangerous (when he discusses dangerous I’m taking it to mean if a person for instance leaves a well- paying job that helps them make at least $3,000 a month after taxes without thinking it through enough if there is a way to get their chosen career without taking the financially dangerous route of voluntarily leaving the company). To support his passion is dangerous point, he mentions the example of an accomplished professional living in Washington D.C. who works in politics but admits that they may want to purse something else, in chapter five Newport mentions the power of career capital (he references people such as Ira Glass for creativity in radio and the tale of a woman named Lisa Feur who bravely admitted to having left a career in advertising and marketing to follow her yoga passion (I mean the brave word sincerely because of my own strong interest in wanting to be employed in the advertising,marketing, and/or public relations career fields until the day I die, which hopefully won’t be until I’m at least in my 90’s).
Overall, this was a good book with some provocative original ideas - but with some deep flaws.THE GOODI think Newport made a great original contribution to understanding career development with his concept of Career Capital:"The traits that define great work are rare and valuable. Supply and demand says that if you want [this work] 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. "Newport suggests a strategy of acquiring career capital - and then investing it in better roles.To develop career capital,* develop a craftsman attitude* start "deliberative practice" - "Deliberate practice is the key strategy for acquiring career capital then integrating it into your own working life." As per the 10,000 hours philosophy espoused by Anders Ericsson and then Malcolm Gladwell..To get more career control, understand the two control traps:The First Control Trap"Control that’s acquired without career capital is not sustainable."The Second Control Trap"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."Then, develop your mission by getting to the cutting edge of your field and spotting what is possible in the adjacent future.THE (VERY) BAD:In spite of the good in the book, I think Newport made several major mistakes that radically reduced the forcefulness of his book's argument.I just want to tackle one of them here, which is his attack on the "passion hypothesis."The Passion Hypothesis is stated as:"The key to occupational happiness is to first figure out what you’re passionate about and then find a job that matches this passion."Then Newport proceeds to tell us why this hypothesis is wrong.Unfortunately, this "passion hypothesis" is a straw man, an artificial construction created by Newport.According to Newport, the poster child for the passion hypothesis is Richard Bolles and his book "What Color is Your Parachute."Newport however seems to have completely missed the point of Bolles' book - and the central point of similar books in this genre."Passion" was not what was at the core of Bolles' book. In fact, the word "passion" was rarely mentioned in the book.Instead, Bolles advocated an alignment between Skills, "Knowledges," and (in different editions) either Values or Purpose, together with conceptualising an ideal work environment.** Bolles' book placed skills at the very centre of his approach **.For Bolles, 'skills' were NOT ignored. They were the very foundation.To say Bolles' approach was just about "following your passion" - and doing so at the expense of skills - is either a deliberate mischaracterisation of Bolles' work, or shows an astonishingly low level of understanding of the point of view that Newport is attacking.And it's not just Bolles who took this skills-based approach to career and business development.Most of the common models in the 'find your career' or 'do work you love' or 'start your business' genres tend to follow something like the Jim Collins Hedgehog model - combine what you love (your interests or passions) with what you're good at (your skills and strengths) and a market need.** For Newport to put passion VS skills as a dichotomy where you have to choose one or the other and can't have both is not representative of what people actually teach or what career seekers or business startups actually do. **It is a false dichotomy.In the examples he used in the book, this was so ridiculous that at one point (Ch. 5) Newport even observed his example wasn't really all that representative, and that we should understand the case examples forming the foundation of the chapter as simply a good 'metaphor.'This isn't just a minor point. This is a gaping hole in the fundamental premise in the book - that other people tell you to just go and follow your passion, that that's wrong, and Newport alone has a different and better way.Well, Newport's way - to focus on skills development - is along the lines what everyone else does anyway.Newport makes some good contributions about the process of developing your skills and using them to advance your career. But his rhetorical positioning that everyone else is just about following your passion and only he can show us the 'true path' is plain wrong.I do recommend reading this book as it has some good ideas and for me it generated some good reflections. Just be aware that there is a gaping hole in his premise around the role that passion plays in career development. And that he uses the same rhetorical device of constructing and attacking a false 'straw man' in his next book, Deep Work - so this seems to be a deliberate strategy or preference on Newport's part.
I had mixed feelings towards this book. It has a brilliant and very good premise, where following your passion is bad advice. Instead, you need to sweat to get to work you love, and that's captured brilliantly by the author in what he calls "career capital". He refers to a vast array of experiences and research to support his argument.But, the author is so obsessed by strong words like "laws" and "rules", and has a rather dry writing style. I also caught him several times trying to forcefully project general experiences in his frame of thoughts and rules. Actually, the first two can be called rules. The last two are more of a couple of traits (control/autonomy, and mission/meaning) that someone who has built his career capital with hard work can enjoy and target. There could be a fifth and a sixth, etc. Which means the hardly can be called rules.On another note, his theory and findings are very simple, but he keeps repeating again and again the same words and sentences. For instance, when he reaches Rule #3, he would go and lay out his arguments for Rule #1 and Rule #2. In Rule #4, he will go and lay out the same monotonous arguments for Rule #1, #2, and #3. And the same happens at almost the beginning and ending of chapters and parts, and at the conclusion. I find it very annoying!On another note, he keeps elaborating on the experience of his subjects in extended lengths of narrative. Not a single time, I wanted to say: "cut it short, Cal!"Again, the premise of the book and his findings are great and I consider them crucial for anyone who takes his career seriously. I, however, see the readers will go through unnecessary labor to reach simple conclusions that hardly need more than 50 pages of writing.
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