The Outreach Habit: 50 consecutive days of doing something I'm bad at

The Goal

Every single day for the first 50 days of 2014, I forced myself to do something outside my comfort zone. And that's how I ended up having drinks with the vice president of a powerful company.

~The Outreach Habit: Everyday, I must make contact with one person that I otherwise would not have.~

Completion rate: 100%, tracked on Lift.

This usually entailed cold e-mails to people I don’t know. I wrote to the blogger Philip Guo telling him how much his article on grant writing helped me write my predoctoral fellowship, and he got back to me immediately and posted my message on his blog. I wrote to a graduate school dean proposing a collaboration- we start Monday. I got the new President of the University of Michigan to agree to speak to the MD/PhD program within 24 hours of the announcement of his selection by the Board of Regents. I also contacted dozens of alumni and other professionals to organize a series of career panels.

The Outreach Habit also included going up to a speaker after a talk. At a conference, this led to an e-mail exchange with a professor comparing data to assess the potential for a collaboration.

I suppose you could call this the Networking Habit, but I also want to get better at keeping in touch with old friends. Therefore, I wrote up a New Year's update blurb complete with photos and sent them to my friends. Many reciprocated. On really busy days, sending a quickly-modified blurb to another friend I hadn’t seen in years was a good, easy default.
___________________________________________________________________________

Difficult Skills = Worthwhile Skills

Why did I choose this habit?

Answer: because it’s hard. Really hard.

Or at least it's hard for me.

First, I just spent the last year maximizing my personal productivity, cultivating my ability to focus, and cutting out distractions. I wanted to focus on my science and my work. With that mindset, other people are distractions.

Second, when I started out, I had no idea how to make these meaningful, productive exchanges. The problem was that I was not used to putting myself in others’ shoes. If I was this person, why would I want to engage with this person who just sent me a random e-mail?

Solution? I tried to make these exchanges meaningful, not worrying about how incompetent I was. Once I made the decision to reach out to a particular person, I forced myself to come up with more and more reasons to make contact. I researched the person online if I didn’t know them. I thought about my own goals and what reasons they would have for wanting to help me out. I thought about each unique person and crafted an equally unique connection. With this information in hand, I could craft a meaningful (yet short) e-mail with a meaningful outcome.

But I didn’t give up just because I sucked. I wrote e-mails that were terrible and got no reply. I’m pretty sure I offended some people. I made some embarassing mistakes during public speaking events that resulted from this outreach habit. But that is part of the process. I only stuck with it because I knew that failure is actually just feedback to help me improve. This is the “get better” mindset- all that matters is that I improve. When I hit an obstacle, that’s life asking me, “are you sure you want to change?"
_____________________________________________________________________

Habits Change Who You Are

A week ago, I wanted to see if I truly made Outreach into a habit. So I ended this habit plan and archived the goal on Lift. 

What happened? I began seeing outreach opportunities everywhere.

I heard that the vice president of a major company was coming to the university to give a talk on careers, and I immediately pulled up her e-mail address on LinkedIn and sent her a cold e-mail asking to meet for coffee. Within 1 hour of realizing she existed, I was on her schedule. We ended up having drinks for 3 hours and bonded over intellectual discussions and hilarious personal stories.

I now encounter very little inertia when e-mailing a random big-shot and ask for a coffee meeting. They almost always say yes. I’m meeting with a Principal at Boston Consulting Group this evening- I only e-mailed him yesterday.

Given that I used to suffer from social anxiety, it’s still a little hard to believe how comfortable I’ve become at making rapid and effective connections with complete strangers. How easy it is reach out to people who I’ve been feuding with or neglecting. And how fun it is. 

It also opens up a whole new realm of possibilities. I can only reach a certain level of productivity working alone, no matter how much I improve personal skills like focus and time management. I can’t wait to see what I can make with others, working together.

Want more autonomy at work? Here is the first step.

More on balancing productivity and relationships! Again, I’m writing a lot of this for myself.

This series of blog posts was partially motivated by a reader’s question about defending one’s time while also maintaining relationships. It’s an important question, but there’s an important nuance. Yes, it is critical to defend your time and say “no” to a lot of things- even to your boss. But make sure you are effectively managing and utilizing what free time you already have before you start asking for more.

In fact, utilizing your current free time more effectively is key to obtaining more autonomy later on.
_______________________________________________________________________________

Rule #1 can be summarized as: Schedule dedicated time to invest in your relationships and your ability to build relationships. This solves a lot of conflicts.

Rule #2: The First Step: Gain others' trust by proving your value and honesty

On value

There is a fantastic interview in Cal Newport’s book So Good They Can’t Ignore You. It’s worth repeating. After graduating from college, a young woman named Lulu takes her first job. It's a mindless, boring job pushing buttons to test for software bugs, and she doesn’t have much control of what she does and when. She just follows orders from an unending parade of micromanaging bosses.

While defending one’s time and acquiring autonomy is critical for taking control of one’s work life, it would have been a mistake for Lulu to start doing that immediately. Instead, she used what little autonomous time she did have (mostly her free time at home) to build skills above and beyond her job requirements. Instead of watching TV, she spent countless hours learning how to code on her own, and re-write the company's underlying computer system.

Eventually, she figured out how to automate the company's entire bug-testing process, saving it a ton of time and money. No one asked her to do this. Her bosses were impressed, and she was given a major promotion heading up a new software automation division with lots of responsibilities that probably had her working 80 hours per week. At this point, Lulu was really valuable. So she decided to demand a 30-hour per week schedule to reserve enough time to focus on her side projects. They couldn’t say no- they needed her.

Therefore, if you feel constantly harassed by external responsibilities, a micromanaging boss, and other demands, don’t just try to fight them or avoid them (or worse, complain). Increase your value by any means necessary and then you can negotiate your time commitments on a more equal footing.

Now, PhD students are given a ton of autonomy and then must learn how to use it effectively. I didn’t need to “earn” it like Lulu did. However, the pattern still holds. Early on in my PhD, my boss would give me a project with specific goals and I’d work on them. If I didn’t fulfill them (which happened a lot early on), it would be a problem. I had other project ideas, but I honestly didn’t know how to execute them, so my boss’ ideas came first.

I started coming up with solutions that my boss hadn’t considered. I delivered surprise results. I took note of what areas my boss was not focusing on (rigorous statistics, bioinformatics, automating common lab tasks), and dedicated time to learning how to do those things. Today, it’s pretty clear my boss is happy with my progress and fully trusts me to figure things out on my own. His ideas are now (very helpful) suggestions, not requirements. 

Every PhD student has the time and autonomy to build skills above and beyond what is immediately required for the project they are given by their boss. If a corporate indentured servant like Lulu can find time for it, so can PhD students.

Book recommendation: Cal Newport's So Good They Can't Ignore You. Lots of good stories like Lulu’s. 

On honesty

Being trusted is more important than being liked. So don’t be afraid to piss people off. Don’t go around pissing people off on purpose, but if honesty necessitates some uncomfortable words, go ahead. 

If someone else is causing you problems, the solution is simple: talk to them about it. Don’t complain, and certainly don’t write them off as inept or uncaring. If someone else is demanding too much of your time, make sure they trust you and don’t just think you’re lazy for saying “no.” If you prove your honesty first, they will believe you when you say you are too busy.

Just like defending your time, don’t go overboard with this immediately. If your boss has some major flaws that are hurting your company, don’t walk into your her office and start criticizing her management style, unless she is already very open to feedback.

Instead, start small. If someone says, “I love New York!” and you really dislike New York, don’t be afraid to say, “Being in New York City makes me want to blow my brains out.” Even if this person greatly outranks you. Most people are secure enough to not take offense at a trivial preference like that. The very fact you are disagreeing with them shows them that you are telling them the truth. Of course, don’t be unnecessarily mean about it, but don’t be afraid to be polarizing.

Then, move up. Be open with your criticisms of your organization’s plans. Be open with what you support and don’t support. Even if your boss started off squelching feedback (I hear this is a common issue in the corporate world), but if you’ve built up trust, you can always get to the point of full honesty eventually.
_______________________________________________________________________________

Finally, note that neither of these things, proving value and proving honesty, requires you to get more free time first. You just have to do it. And it will open many doors later on.

Time to re-evaluate how I build relationships and interact with others

This has been on my mind the entire month of November. It’s something I've put aside for a while. Therefore, I am talking to myself in this post just as much as I am to my readers.

Some context: my previous experiments developing focus and batching potential distractions were meant to increase the time and energy spent on what is important but not necessarily urgent. This includes building skills, exploring ideas through reading and moving my project forward. In other words, striving to produce quality results and increase my ability to produce quality results.

Just one problem, which a few readers noticed.

You have to take control of your schedule to make time for the important. Your schedule cannot be constantly subject to external demands, or else they will fill up all your time and you will have no time to nurture yourself.

To do this, you have to defend your own dedicated productivity time. We live in an interdependent world and in most jobs you have to do things for other people. You have meetings you must attend. You must report your progress. Other people will make unreasonable demands of you because they themselves are under pressure.

So if you make yourself unavailable and don't respond to people's requests immediately (something always presented as urgent but is of highly varying importance), that might piss other people off if you don't handle it properly. Rule #2 from my last post may be especially hard for others to understand.

But the issue goes deeper than that.

"Important but not urgent" also includes one more big thing that solves this problem: investing in relationships.
________________________________________________________________________________

Apply newfound time and energy to investing in relationships and your ability to build professional and personal relationships

It should be no surprise that conflicts occur when people don’t trust each other and don’t know each other well.

Rather than waiting for conflicts to occur and then frantically trying to resolve them before they put your relationship at risk, why not try to prevent them from happening at all? If you’re trying to protect your time from other people’s demands, you’ll be on much better footing if there is mutual trust and understanding.

But it’s not easy. 

To state the obvious: Building solid relationships requires you to invest your time getting to know them on a "deeper" level," something which requires dedicated, focused effort. Just as it takes unbroken focus to move your project forward or develop a new skill, it takes undivided attention to cultivate a strong relationship. 

So schedule time for it. And don't be afraid to sacrifice your schedule for a person you care about.

So… how does one actually go about building solid relationships?

Personally, I find cliches like “be nice” or “be yourself” or “think of others” or "be a good listener" to be extraordinarily unhelpful. They are too general to tell if you are actually making any progress. It’s also easy to be a good person a few times, and then stop thinking of others because you just assume what you do is “good” because you’re a “good person.” It’s called moral licensing.
________________________________________________________________________________

Getting better

Disclaimer: I've focused on just a few concrete things. Clearly, this is an incredibly complex topic, and there is infinite variation and variables in how relationships are built. There’s a lot more I could do, but I needed to select just a few I could focus on.

High-value activity #1: Listening with the intent of identifying what the other person considers important, especially if you aren’t (yet) interested.

Caring about what they care about immediately builds trust. Not sure if you understand their priorities yet? Say you think this person is emotionally attached to a gardening hobby. The next time you see them, are they genuinely complimented when you ask them about their garden?

So imagine that person e-mails you, “Could you do X for me?” But you know that this person cares about Y a lot more, and you are in the position to deliver Y more easily than X, you can offer that instead.

High-value activity #2: Deliberately practice eye contact and other signs of listening

If eye contact is uncomfortable, practice making it comfortable. Another example of listening is never pulling out your phone to check e-mail while chatting with someone. Are you able to comment on what they are talking about that shows you are processing what they say? Even if you don’t care about the topic, you can 1) still practice, so it comes naturally when it matters and 2) build trust with this person.

Feedback mechanism: it’s not a bad idea to carry around a notecard and make a tally mark for every conversation where you make good eye contact. It’s critical to know if you’re actually making progress compared to yesterday.

High-value activity #3: Re-think how you perceive other people. 

If you think someone else is unprofessional, uncaring, unethical, a straight-up asshole, incompetent etc., don't just write them off as such. Certainly don't talk about them behind their back.  Complaining just makes you feel helpless. If you think they aren't listening to you or responding to you, try to understand WHY they aren't. Most of the time, you will discover you two simply aren't on the same page. They don't have the same information as you. If you want them to put in the effort to change their behavior, you should at least consider putting in the effort to see their point of view and then make a more effective presentation to them as to how and why they should change.


I have freed up a lot of time and energy through focus and batching. I came pretty close to simply picking up a new project and getting more work done, but I realized there’s something more important to invest in: people. Note that these “high-value activities” require full attention, and are enabled by the time freed up by enhanced productivity. I can’t resist pulling out my phone during a conversation if I’m constantly worrying about my work.

My Most Productive Month Ever: Some Secrets

Hi all! Just a quick update. This has been my most productive month yet (in my life), so I'll share my thoughts.

Back in June, I wrote a lot about:

1) working on my most important projects in focused, distraction-free 90-minute intervals
***2) batching together less-important tasks so they don't become distractions while I'm trying to get actual work done
3) preserving time for daily habits

Since my last post, I've taken #2 to an extreme, through a process of experimentation. I also have updates on #1 and 3, but I will save that for a future post.

The result can be summarized as three rules:

Rule 1: Schedule as many small tasks as possible on "Batch Day"

Batch days are perhaps the most useful innovation in my schedule. I pick the day of the week I have the most meetings/appointments and tell myself, "I don't need to make any progress on my research that day." Instead, I get all of the little things I need to get done out of the way for the week. This includes personal errands: laundry, clearing out my e-mail, shopping, cleaning, organizing, bills, etc. It also includes all the little tasks around lab that I need to do on a regular basis, favors I need to do for other people, and generally any task that takes time and energy but not much thought.

Essentially, anything that does not move my project forward gets stuffed into this single day per week.  These days end up being PACKED and I have no trouble exhausting myself by the end of the day. I usually don't finish everything, so I end up doing some "batch" tasks towards the end of other days of the week.

My time tracking for moving my project forward vs. all other tasks. Note that I only mark down time in which I am fully focused on the task at hand. Just being at work does not count for anything. My philosophy is work harder, not long.

This is intended to avoid letting these small tasks interfere with my research. They are extremely dangerous because they feel like productivity, so they can easily be used as an excuse to avoid making progress on my projects. Whenever such a task gets presented to me during the week, I put it on the list for my next batch day (which may be up to 6 days later) and go back to work. I only do the task immediately if it takes less than 2 minutes or if it is extremely urgent.

Unexpectedly, I'm now far more on top of my responsibilities than I was before. Because one day per week is specifically designated for small tasks, I rarely procrastinate on them. When someone asks me for something, I can tell them I will do it next Wednesday. And it's easy to deliver.

Rule 2: Schedule meetings only for the busiest day of the week.

Look at the schedule below. If someone wants to schedule a meeting, I will reply as follows:
"Thursday is best. If that doesn't work, I might be able to do Monday at 11am or 1pm, or Tuesday at 8am."



To concentrate on my work and do it right, I need long stretches of time to focus. Therefore, Wednesday and Friday in the schedule above must be protected at all costs. Switching between projects or tasks is the best way to lose time in the day.

Rule 3: Check priority e-mail once a day after finishing my work, and the rest of my e-mail once a week.

Checking e-mail is the best way to lose focus. Therefore, I designate a specific time in the afternoon AFTER I've finished my most important tasks for the day to check e-mail. Even then, I only look at and respond to things that make it into my priority inbox. Once a week, usually on batch day, I will quickly process my e-mail and reach Inbox-Zero in about 30 minutes (including responses and small to-dos).

On processing:
I never leave an e-mail in my inbox after looking at it. I immediately do one or more of the following:
     1) delete it
     2) archive it
     3) add event to my calendar
     4) add task to my to-do list (usually on my batch day list)
     5) write a note to myself and file it properly
     6) respond as succinctly as possible

Weekly Report: Discomfort Solved

This was a very interesting week to start my experiment, because I bought a condo! That obviously took a lot of time, and I faced some other personal challenges this week as well. But my scheduled bursts still allowed me to get a lot done, and my habits have taken a lot of the stress out of my life.

If you haven't read up on my new system yet, see my last blog post.

See after the calendar for the lessons I drew this week.

Report (see calendar): I met my scheduled bursts (green) on Monday, Tuesday, Friday, and Saturday without much trouble. However, on Wednesday (yellow) I had an urgent interruption related to the condo, so I simply did my burst later in the day, under non-ideal (i.e. distracted) conditions. On Thursday (red), I was simply exhuasted from the condo closing and decided to take a nap instead. Yes, I would call that poor planning, and in the future I will avoid planning bursts on days surrounding major events.

Green = success. Yellow = urgent interruption. Red = failure. Blue = other commitments.

__________________________________________________________________________

My new favorite thing: discomfort

But overall, I got a lot done this week. I tackled two big experiments that I had been putting off, partially because of lack of time, and partially because I was a bit fearful and didn't know where to start. However, just 1 hour of focused concentration in each case proved sufficient to break through the barrier. At the beginning, I felt stupid and perhaps a bit guilty. After that very uncomfortable hour, I knew what I needed to do, and I was able to get started on real work. And I managed to get real (and exciting) results for both of them.

This illustrates what I've known for a while, informed by bloggers like Cal Newport and Scott Young: 

~Comfort with discomfort is one of the most important skills a person can develop. Forcing yourself to persist through discomfort is critical when starting any new project. Otherwise, it is too tempting to go back to easy work that only makes you feel productive.~

Scheduled bursts are a great way to force yourself to embrace discomfort. They are time-limited, so the task no longer seems as daunting and it's easier to get started. The process of systematically eliminating distractions also helps to psychologically prepare you for the discomfort.

To facilitate getting into "the zone," I have implemented a checklist for when I start these sessions. Checklists are obviously ubiquitous, but I'm using them for two very specific reasons:

1) Mental attention: It gives my mind one less thing to keep track of. Making deliberate changes to one's productivity system itself requires mental attention, and checklists lessen that requirement. The checklist makes it easier to fully focus on the task in front of me.

2) Ritual: This tells my brain that it's time to enter a state of "deep work."

My checklist for scheduled bursts.

__________________________________________________________________________

Habits are investments

I won't comment much on these this week. But I've observed two things:

1) I've already begun noticing changes in how I perceive events and how I interact with people. In particular, I make much better eye contact and feel much more confident.

2) These habits are now always running in the back of mind. Thus, I can automatically activate them when appropriate.

Lift habits.

__________________________________________________________________________

Next week's schedule

I also noticed last week that front-ending my bursts (e.g. scheduling more towards the beginning of the week, and beginning of the day if possible) makes good use of my abundance of early-week energy. It also eliminates feelings of guilt if I have to tend to other things later in the week. This week, I have to front-end my schedule, since I will be away for a wedding Friday-Sunday.

Scheduled bursts are in orange. Other commitments are in blue. Everything else must fit into the white space.

June plan: Scheduled bursts and worthwhile habits

Last time I described my goal of combining two productivity regimes: drip and burst.

To recap, the hybrid approach has three levels:

1) pre-scheduled bursts of intense, focused and distraction-free work on my most important and difficult projects (regardless of urgency).

2) a limited number of high-yield low-cost daily habits performed intentionally and mindfully

3) batches (ideally 2+ hours) containing everything else

_____________________________________________________________________________

Accountability is critical

I promise to my readers, that for the rest of June (and possibly beyond), I will do the following each week: 

1) I will post a calendar at the start of the week indicating my scheduled bursts and how I work around them.
2) I will post a calendar at the end of the week indicating successes and failures.
3) I will post a screenshot of Lift for daily habits that week.

_____________________________________________________________________________

Orange indicates scheduled bursts of work on most important projects. I can work on those projects other times, but not in focused bursts (to avoid exhausting my mental energy).  Blue indicates other commitments. Everything else gets crammed into the white spaces.

Lift on iPhone for the past 2 weeks.

_____________________________________________________________________________

Tier 1: Scheduled Bursts

1. Lab (most important project- 2 related experimental protocols I've never done before and will yield the missing data required for submission)
2. Literature review: 15 papers read in-depth, 30 skimmed, 100 abstracts. Aiming to fill in the gaps in my knowledge.

Rules: 

• Scheduling: Must schedule these in advance at the beginning of the week for at least 3 hours each. I treat these as commitments. These are non-negotiable (overrule other things that come up, like meetings). However, I will not overly fret about making an "ideal" schedule ahead of time. Perfectionism and over-planning are forms of procrastination.
• Distractions: I shut off my phone/Internet and isolate myself as best I can. If I give into ANY distraction, I must stop and mark it as a failure, and report it on this blog. If I decide an unexpected interruption is important and urgent enough to stop what I'm doing, it is not a failure, but I make a note of it to see if I can find a way to avoid it in the future.
• Focus: Use a timer for 60 continuous minutes (optional to do more on given day after a 15 minute break). Increase by 10 minutes after completing 10 successful sessions in a row.
• Visible Progress: Have something to show for each session. This can be in a summary in an idea notebook, an updated master project document, an updated manuscript, talking to my PI, prepping slides for lab meeting, etc
• Breaks: At least one day a week, I cannot work on my most important projects

_____________________________________________________________________________

Tier 2: Worthwhile Habits

1. Check e-mail/FB/news/Feedly once a day
2. Write 30 minutes per day
3. Make good eye contact
4. Meditate
5. Do something I fear
6. Say "no" to one thing

Rules:

• Aim to do these everyday. Accomplish as many as possible early in the day
• Checking e-mail a single time is the most important and most difficult. For motivation, as soon as I check a 2nd time, I am barred from recording more habits for the day. At other times, Gmail is blocked from my computer, and Mailbox is put on the last icon screen of my phone. I do check "important" e-mail folder 1 extra time per day. It is also OK to open e-mail to obtain information necessary for a project, but getting distracted by unrelated e-mails constitutes failure

Summer plans: Big projects and small habits

I've tried two alternative paradigms of productivity in the past year. 

First I used the "drip" method, where I try to do a little each day on all of my goals. Most importantly, this helped me build habits. It reduced procrastination because I just told myself I only had to do a little bit. But as I discovered, "drip" creates too much anxiety, and costs mental energy and time for every switch to an unrelated task. Because it takes time to get fully adjusted to a new task, this meant my actual results output was often minimal unless it was a particularly good day.

Therefore, I adopted the "burst" method where I focus exclusively on one project for a half or full day. This is the only way I could've finished multiple major projects with tight deadlines. This change also coincided with getting a decent handle on applying the Pareto Principle, forcing myself to focus on the 20% of work that yields 80% of results. It is worth obsessing and enduring mental pain for that work. Everything else gets done in a rapid-fire batch, but poor quality is perfectly acceptable.

However, even the Pareto-Driven Burst is flawed. I definitely excelled at my 3 most important projects, and all the small tasks were completed efficiently. But I stopped developing productive habits, because they got mixed in with the small tasks. I started wasting time on the Internet again during my free time. I stopped writing in my journal, meditating, generating ideas, practicing gratitude, and eliminating negative thought patterns. Obviously I stopped writing on my blog. I stopped practicing good eye contact and thinking about how I interact with people. I had no time to examine my habits on a daily basis.

Bursts get results, but they are hard and can easily burn you out. That's where habits come in. They manage stress. Productive habits serve as a solid base from which you can launch your most-important projects. There's no way I could've managed the "burst" period without the thought patterns, personality changes, and habits that I developed during the "drip" period. I would've procrastinated and self-doubted at every turn.

So, it is time to combine drip and burst. Let's examine how we can add habit formation to my current method.

Burst-only (current method):

1. Pick a most important project, work on it. Another day I'll work on another project.

2. Put everything else in one pile. Once the pile is large enough, spend a half day doing it and get it out of the way.

I had a pretty full schedule before. But if I can isolate most-important projects and batched tasks to particular time slots, I will have more time. This will be accomplished by scheduling. This should be made easier this summer since I have fewer batched tasks like meetings and required seminars.

Burst/drip combo (new method):

1. Each week, schedule continuous lengthy work sessions on most important projects, >3x per week. Once scheduled, no last-minute interruptions will be allowed.

2. Assign time each day for habits (early morning, usually). Accomplish as many as possible, then be sure to do the rest later in the day.

3. Fit everything else into batches of 30+ minutes. This includes e-mail.

There's nothing glamorous about habits. They don't advance your career. But they are reliable and will get you ready for the big time.

Next time I'll lay out my exact plans and accountability scheme to test-drive this method.

A Story Not About Passion

Left for dead on the day she was born because she was a girl, Fawzia Koofi is now the deputy speaker of the house in Afghanistan and running for president in a society where many still do not believe that women should even be educated. She has perservered despite being on the run for much of her life, first from the mujahideen, who killed her father, and then the Taliban, who took away her freedoms and killed her husband and many other family members. Her soul fell as she watched all the progress towards modernization and women's rights crumble under civil war and Taliban rule. She has faced death many times throughout her life, and she still withstands regular assassination attempts.

Clearly, Fawzia Koofi is a remarkable person. But millions of Afghans have gone through virtually identical experiences. How did she become remarkable?

When you listen to Fawzia Koofi now, like during her appearance on the Daily Show, you might think that what makes her remarkable is her mission. The significance of her mission is obvious: poverty, women's rights, political reform, ensure her duaghters do not suffer as she did.

Technically, it is true that Fawzia's mission makes her remarkable. Unfortunately, it would be all too easy to take the wrong lesson from her, just as many people took the wrong lesson from Steve Job's Stanford speech.

Too many people, including me, thought that the lesson is "Find your passion."

"Find your passion" is a terrible, terrible advice.

Or rather, it is highly misleading. Fawzia Koofi and Steve Jobs did not START by finding a compelling mission or purpose. Fawzia started by insisting that she receive an education, even while on the run, and much to the resistance of her family members. She had no time to think of a mission- she was only a child when she had to start fleeing from death on a regular basis. And it was this education that made her unique. At a time when it was nearly impossible for a woman to get an education, she got one. In other words, she had rare and valuable skills.

Notably, she did not originally intend to go into politics. The idea developed relatively late in life. But her skills got her noticed, and she was given the opportunity to run for Parliament, mostly made possible by chance events. Her mission only started developing in earnest many years after she began developing her skills. Even when she was well on her way to fame, she said she felt "mentally lost" and "purposeless."

During this time, she still had to build her skills constantly, in particular in giving speeches. This ability is what ultimately gave her the power to start building women's education centers in conservative villages, to start standing up vocally for women's rights, to get on the international stage. Only now does her mission seem clear. Her passion was a side effect of getting really good at what she does.

In summary:

Wrong: Look inward and decide passion => go follow the passion

Right: look outward and see what skills might allow you to offer value to others => develop skills => explore many missions while developing more skills => find passion. Or rather let passion find you.

_________________________________________________________________________________

I Know My Passion... Not

I'm 7 books into my effort to read 52 books in 52 weeks. This blog entry was my attempt to explain Cal Newport's So Good They Can't Ignore You using the example of another book, Fawzia Koofi's Favored Daughter. He uses many case examples to rigorously debunk "Follow your passion."

You may remember my blog entry "I'm lost. What's my purpose in life?" Cal Newport's book pretty much solves everything. I don't need to feel bad that I haven't found a purpose, because a purpose is only possible after I've spent decades developing valuable skills. My most meaningful career accomplishment will likely be something I never imagined.

I also noted that Cal Newport, being an academic, provided really really good advice for graduate students (and in general, anyone who is trying to create knowledge). I've already begun implementing his paradigm into my work (see below).

Below, I've copied my notes on Cal Newport's book. But seriously, go buy So Good They Can't Ignore You right now.

_________________________________________________________________________________

So Good They Can't Ignore You

Popular paradigm: look inward and decide your "passion," develop the courage to leave your job and go follow your passion. Then develop passion-oriented skills and do what you love.

New paradigm: Pre-existing passions don't exist. Even if they did, you would first need rare and valuable skills to back them up, called career capital, or you will fail. To find a compelling mission for your life, you need those skills first so you can explore many possible missions. You can develop career capital in nearly any job, because you can usually apply skills to other fields. Start NOW, in your current job. Careful: the more skill you acquire, the more others will try to convince you to help them or follow a traditional path, but stay focused on what you believe will make the most impact. Use your value to demand more autonomy and surround yourself with people you like and work well with. Then, use your autonomous time to develop your own missions. These are tentative missions - anything that seems interesting and important at the time. Your mission will constantly change, so be comfortable with it. Some missions will reveal themselves serendipitously- if you have the skills then you can take advantage of opportunities. Others will be brought to you because of your skills- people want to work with you. Learn as much as you can, brainstorm ideas, and put them into action in small projects. This will allow you to continuously expand, refine, or replace your missions until you believe that you are both working right and doing the right work.

Important: these are not a series of steps. They define a lifestyle. Different aspects are more important to focus on a different times. Career capital is most important for a 20-something, for example.

What Can You Actually Do Right Now?

Bold: Goals

Italics: specific activities that bring you closer to the goals. Do these on a regular basis.

General principles

• Develop career capital - rare and valuable skills that make you so good/interesting that others cannot ignore you
• Explore possible life/work missions - these will allow you to constantly refine your skill set, explore opportunities and develop a mission
• Time tracking - track time spent towards high-yield activities, i.e. those that develop career capital and explore possible missions. These include deliberate practice and feedback, background research, little bets, serious study of others and others' work
• Autonomy - YOU must make time for high-yield activities
• Prioritize these over simple productivity
• Turn down prestigious positions that saddle you with responsibilities
• Surround yourself with likeable and talented people who respect your autonomy

Career capital

• Identify rare and valuable skills that make the most difference in your current field or are generally applicable to any field
• Study people who have rare and valuable skills
• Develop rare and valuable skills:
• Deliberate practice - strain yourself and embrace discomfort and ambiguity
• Seek immediate, clear feedback, esp from mentor/coach

Mission and impact

• Mission: Determine a tentative mission
• Study people who have compelling missions and interesting careers
• Cutting Edge: Do research and constantly scan for your field's next big idea - the "adjacent possible"
• Background research: Learn new ideas in your field through reading, meetings, talks
• Research Bible: Summarize idea-of-the-week in your own words
• Idea notebook: brainstorm own ideas
• Daily walk: free-form brainstorm related to the tentative mission
• Little bets: small exploratory projects (<1 month) to test your ideas
• criteria: must do at least one of the following:
• force yourself to master a new skill
• produce novel results
• grasp the attention of others (i.e. be remarkable)
• Seek concrete feedback, especially from others
• obsess over self-imposed deadlines
• publicize your little bets in a setting where word can quickly spread if the idea is good enough
• Reflection: Evaluate concrete feedback from little bet, alter or replace tentative mission, guide further research, plan next little bet
• Take 1 full day off per month for reflection

My only goal for 2013

It was pretty easy to write this blog entry. Essentially, I just consulted my Workflowy goal list that I've been accumulating. I organize my life around Workflowy, using it as my to-do list, idea capture tool, journal, shopping list, and bucket list of things to do. Everything (thousands of items) goes in one simple and elegant document, but it's super easy to find exactly the information I'm looking for at any given time. Much better than a GoogleDoc. Check it out if you're looking for a productivity tool for the new year.

_______________________________________________________________________________

Why only one goal?

One mistake I made last year was focusing on too many goals at once. I gathered a massive bucket list, pared it down to 3-5 goals per month, and it was still too much. I wanted variety so that I would develop multiple skills and ways of thinking that could synergize, as well as discover new things I was passionate about. That logic still holds- and I still intend on trying a variety of things.

Other than my research, this year I will only focus on one goal, my Major Goal for 2013. Reasons:

1) Spend less time planning, more time doing. Last year I found myself worrying about planning when and for how long I would work on each goal, so I spent more time optimizing my schedule than actually accomplishing anything.

2) Focus and deliberate practice. If something is really worthwhile, then it's worth pushing my limits on it, challenging myself, and taking the time to carefully analyze and optimize every aspect. Rather than just haphazardly grinding through the task so that I can run to my next goal, I will sit and force myself to THINK. What are the essential elements of this goal and which will yield the greatest benefits? How can I continually improve? How can I apply these skills to other activities in an unconventional manner? What mistakes do I make and how do I fix them?

3) Prioritization. Taking the time to identify what is really useful or important will allow me to put less stuff on my to-do list but still get more stuff done. A long, unprioritized to-do list is the best friend of procrastination.

4) Habit for life. Some skills are so invaluable that they ought to be life habits. Yet we often don't do them because we don't prioritize them.

_______________________________________________________________________________

The Goal

So I can TRY many things at once, but I will only be focusing on ONE GOAL. This one fought off quite a few other contenders from my list.

~Goal: Read one book per week~

That's it. Looks simple on the surface. Check back later for a detailed blog post on my Major Goal for 2013. I'm not going to be reading casually- I will actively improve my actual skill of reading (speed, comprehension, control, deep thinking, etc). One book a week is pretty ambitious for me, so I will adjust as necessary.

_______________________________________________________________________________

What else might I want to accomplish?

I love variety, so I'm going to try a bunch of other things. But these won't be "goals" where I need accountability, tracking, and analysis. They fall into two categories:

1) Habits I definitely want to continue. No need to focus on them, as the habit has already been more or less established.

Fitness

Journaling

Blogging

Reading scientific papers daily

Generating ideas daily

Introducing myself to random people in cafes

2) Things I may experiment with this year. I may elevate one of these to a Major Goal for 1-5 months (meaning I focus on it, not just try it), but only if I'm comfortably completing one book per week. Again, truly focusing on a goal is an energy- and time-intensive endeavor, involving a lot of research, experimentation, reflection, and analysis.

Lucid dreaming

Learning Spanish

Writing letters or e-mails to scientists that I find unique and intriguing

Thoroughly organize my lab notes at a set time every day

Carry around a pocket notebook so I can capture all my thoughts and observations

Travel to multiple countries (Asia and South America especially)

Learn 20 tunes on a new instrument

Try snowboarding, rock climbing, and/or parkour

Take a couple of online courses

Develop out-of-the-box teaching methods and make them freely available

Write a program to analyze something in lab or get something done faster

Leadership skills

Conference crashing (completely unrelated to my professional/private interests)

_______________________________________________________________________________

Long-term goals:

Finally, it's a good idea to reflect on what sort of life I want in the future, although my plan is certainly a work-in-progress. Of course, it would be a terrible mistake to fret about whether or not what I'm doing right now will translate towards my vision of my future. This year I learned that "Following your passion" is terrible advice. Instead, I should utilize my current environment to develop long-term skills that can be applied to anything I decide to pursue later.

What I want:

Every single year, I should do at least one big thing where I can say, "Wow, last year I never imagined I would be doing what I am doing right now." Diversity of experiences, both in professional and private life, is most important to me. Career-wise, that means pursuing many different career options, but only one at a time. For example, one decade as a practicing neurologist, one decade focused on basic research, one decade working on startups, one decade part of a large company. At some point, I'd like to be a contestant on Jeopardy!, teach an online course, start my own business, give a TED-esque talk, make a bunch of DIY projects, and go into space. Yes, I'm totally serious about that last one.