2014: Twelve Habits of Creativity

Previously, I wrote about my Outreach Habit, how I pushed through difficulty, and how it changed who I am. It garnered enough interest for a follow-up post. And indeed, this year I created a spin-off of the Outreach Habit: career workshops where grad students and post-docs made concrete progress on their own careers, available here and described by a participant here. 

And the Outreach Habit was just Phase One.

Creativity is like any other skill. It can be deliberately practiced and improved. Importantly, one can’t just read about how to be creative and then be creative. People sometimes want tips and tricks (i.e. shortcuts and magic bullets), but you actually have to actually implement creative techniques yourself, figure out what works for you, and make it a habit to think creatively. The only way to build a habit is through concrete action - doing it everyday.

Creativity doesn’t “just happen.” It’s not spontaneous (though it can feel like it in the moment). It’s not waiting around to be inspired. And it's certainly not out of your control (though it is partly out of your conscious control).

With this in mind, I dedicated each month of 2014 to a different Habit of Creativity.

Creativity is simply this: Taking things that already exist and connecting them in new ways. This doesn’t just happen by itself. To do this, five basic ingredients need to be cultivated:

1) Raw material. Obviously, you can’t connect things you don’t know exist. This is why I did my 52 Books in 52 Weeks challenge in 2013- to maximize exposure to ideas.

2) Actively engaging with ideas. You can’t expect creativity to "just happen.” There are specific ways to wrestle with ideas.

3) Relationships. I personally like to be by myself and think, but adopting other people’s viewpoints is the fastest way to look at the same old boring thing in a different light.

4) A creative environment. Daily routines, schedules, work space, etc all need to be tinkered with. This will be different for different people, but trial and error is always required.

5) Deliberate skill acquisition. Skills create opportunities to access and cultivate the four ingredients above.

Each Habit of Creativity is targeted at one of the above ingredients.

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Monthly Habits of Creativity 

Just like the Outreach Habit, I strived to practice a Habit of Creativity every single day for 30-50 days, using the Mini-Habits method. When I fell off, I got back on as quickly as I could.

These targeted my specific weaknesses. If you want to develop your own Habits of Creativity, you can try mine out, but don’t adopt them wholesale. Instead, be creative...

I’m not going to explain these in detail. Instead, I’ve included links to what inspired the habit.

My 2014 Habits of Creativity:

•    January: Outreach

•    February: Read scientific papers daily

•    March: Learn to draw... using Inkscape vector graphics. Required myself to to post one new drawing everyday on Facebook. Also used this to generate all the figures for my 1-hour presentation on my thesis work. 

•    April: Empathy

•    May: Write down 10 ideas

•    June: Journal

•    July: Active recall

•    August: Learn programming in R (continued until November)

•    September: Deep work rituals

•    October: Mind mapping 

•    November: Morning ritual to promote clarity of thought and stay focused on my most important work. Includes journaling, exercise, and reading

•    December: Evening ritual dedicated to building relationships

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Interested or Skeptical?

Below are some common responses I got to my Outreach Habit, likely relevant to rest of my habits.

A common response: "Wow, that sounds like it took a lot of time. I wish I had that kind of time."

“I don’t have time” is a bullshit excuse. You just need the right plan. The Outreach Habit took 10 minutes per day.

Another common response: “Wow, you were really motivated to do that. How did you inspire yourself everyday?”

“I’m not feeling motivated” is a crutch. You don’t need inspiration to take action. Most days I did not feel motivated. Action leads to motivation, not the other way around.

Another common response: “You’re so extroverted! I wish I could do that” or… “That sounds like faking it and not being yourself..."

“I’m not that type of person” is irrelevant. You can become that type of person. I’m still an introvert, by the way. Being around others is exhausting. But that doesn’t mean I can’t reach out to others.

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.
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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?"
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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.
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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.
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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.
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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.
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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.