So Good They Can't Ignore You Summary & Review (Cal Newport)
Summary
TLDRDieses Video skizziert die Idee, dass Leidenschaft nicht der Schlüssel zum beruflichen Glück ist. Stattdessen sollten Individuen nach Autonomie, Fähigkeit und Verbindung streben, um Jobzufriedenheit zu erreichen. Cal Newports 'Karrierekapital-Theorie' betont, dass man sich auf die Entwicklung seltener Fähigkeiten konzentriert und bewusst Üben, um eine wünschenswerte Karriere zu erreichen. Zudem wird die Bedeutung eines Missionsgedankens für die berufliche Befriedigung hervorgehoben.
Takeaways
- 😐 Mike ist ein typischer Mann in seinen späten Zwanzigern, der nicht besonders an seinem Job interessiert ist.
- 🔍 Mike fragt sich, ob er seine Leidenschaft verfolgen sollte, um einen Job zu lieben, aber das ist nicht der Fall.
- 📚 Die Wahrheit ist, dass eine vorgegebene Leidenschaft nicht zu Arbeitszufriedenheit beiträgt.
- 🤔 Mike erkundet, was Menschen dazu bringt, ihren Beruf zu lieben: Unabhängigkeit, Fähigkeit und Verbindung.
- 🧐 Robert Vallerand entdeckte, dass die meisten Menschen keine berufliche Leidenschaft haben, sondern eher Hobby-Leidenschaften.
- 🛠 Die berufliche Leidenschaft kann entwickelt werden, was bedeutet, dass jede Arbeit potenziell erfreulich sein kann.
- 🎓 Cal Newport spricht über die Karrierekapitaltheorie, basierend auf der Knappheit und desirability von Arbeitsmerkmalen und dem Handwerker-Mindset.
- 💼 Ein Handwerker-Mindset hilft, Karrierekapital zu bauen, indem man sich auf die Verbesserung seltener Fähigkeiten konzentriert.
- 🎼 'Deliberate Practice' ist eine spezielle Art der Praxis, die zielgerichtet und systematisch ist, um Fähigkeiten zu verbessern.
- 🎯 Cal Newport schlägt fünf Schritte für das Deliberate Practice vor, einschließlich der Bestimmung von Karrierekapital und der Festlegung von Zielen.
- 🚀 Nachdem man seine Fähigkeiten entwickelt hat, kann man sie einlösen, um mehr Autonomie zu erreichen, was zu Arbeitszufriedenheit beiträgt.
- 🌟 Einige Menschen suchen nach einer Mission, die ihre Arbeit bedeutsam macht, und man kann seinen eigenen Missionssinn entwickeln, indem man eine Idee in die Realität umsetzt.
Q & A
Was ist Mikes Problem mit seinem aktuellen Job?
-Mike mag seinen Job nicht, was ihn dazu bringt, nach einer Lösung zu suchen, die ihm sagt, sein Leidenschaft zu verfolgen.
Was ist das Hauptproblem mit dem Ratschlag, seine Leidenschaft zu verfolgen?
-Die Idee, dass eine bestehende Leidenschaft einen Beitrag zur Arbeitszufriedenheit leistet, ist nicht korrekt. Die meisten Menschen haben keine berufliche Leidenschaft, sondern eher Hobby-bezogene.
Was sind die drei Hauptfaktoren, die zur Arbeitszufriedenheit beitragen?
-Unabhängigkeit, Fähigkeit und Verbindung. Wenn man gut in seiner Arbeit ist, fühlt man sich zufrieden und erfüllt, und wenn man die Kollegen mochte, ist man wahrscheinlich glücklicher.
Was hat Robert Vallerand 2002 entdeckt?
-Robert Vallerand entdeckte, dass die meisten Menschen keine berufliche Leidenschaft haben, sondern dass Leidenschaften meist auf Hobbys zurückgehen.
Wie kann man eine berufliche Leidenschaft entwickeln?
-Durch sogenannte 'gezielte Übungen', bei denen man sich ständig herausfordert und Feedback erhält, kann man Fähigkeiten verbessern und so eine berufliche Leidenschaft entwickeln.
Was ist die Karrierekapitaltheorie von Cal Newport?
-Die Karrierekapitaltheorie basiert auf der Idee, dass die Eigenschaften, die einen Job wünschenswert machen, knapp und gefragt sind, und dass Karrierewege dem Angebots- und Nachfrageverhältnis unterliegen. Zudem hilft der Handwerker-Mindset, Karrierekapital zu bauen.
Was bedeutet der Handwerker-Mindset?
-Der Handwerker-Mindset zielt darauf ab, nicht darauf zu achten, was die Welt einem bieten kann, sondern darauf, was man der Welt bieten kann. Man konzentriert sich auf die Verbesserung seltener Fähigkeiten, bis man so gut ist, dass man sie nicht ignorieren kann.
Was sind die fünf Schritte, die Cal Newport für gezielte Übungen vorschlägt?
-Die fünf Schritte umfassen die Bestimmung des Karrierekapitals, die Wahl der zu entwickelnden Kapitalart, die Festlegung von Zielen, das Streben nach Unbehagen und die Ausübung von Achtsamkeit und Fleiß.
Was ist das Ziel von 'Little Bets'?
-'Little Bets' sind kleine Schritte, die Feedback darüber geben, was als Nächstes zu tun ist. Sie sollen in weniger als 30 Tagen abgeschlossen werden können und bieten wertvolle Informationen für die weitere Entwicklung.
Wie kann man eine Mission entwickeln?
-Eine Mission kann durch ein dreistufiges Verfahren entwickelt werden, das aus Forschung, Little Bets und einer Missionserklärung besteht, die ständig angepasst wird.
Was sagt der zitierte Satz über die Beziehung zwischen Leidenschaft und Meisterschaft?
-Der zitierte Satz 'Passion is a side-effect of mastery' besagt, dass Leidenschaft eine Nebenwirkung der Meisterschaft ist, nicht umgekehrt.
Outlines
🤔 Suche nach Berufszufriedenheit
Dieses Absatz beschäftigt sich mit Mike, einem Typ in seinen späten Zwanzigern, der seine Arbeit nicht besonders mag. Er wird von der Idee beeinflusst, seine Leidenschaft zu verfolgen, um ein befriedigendes Job zu finden, was jedoch oft als falsche Anleitung angesehen wird. Stattdessen werden drei Hauptfaktoren für Arbeitsplatzzufriedenheit identifiziert: Unabhängigkeit, Fähigkeit und Verbindung. Der Autor stellt fest, dass eine vorbestehende Leidenschaft nicht unbedingt zu Arbeitszufriedenheit beiträgt, sondern dass berufliche Leidenschaft entwickelt werden kann. Cal Newports 'Career Capital Theory' wird vorgestellt, die besagt, dass man durch die Entwicklung seltener und wertvoller Fähigkeiten ein wünschenswertes Jobangebot erhält.
🛠️ Die Bedeutung des Handwerker-Mindsets
In diesem Absatz wird auf die Bedeutung des Handwerker-Mindsets und die 'Deliberate Practice' eingegangen, um Fähigkeiten zu verbessern und somit Karrierekapital zu generieren. Es werden fünf Schritte zur Durchführung von 'Deliberate Practice' vorgestellt, einschließlich der Bestimmung des Karrierekapitals, Festlegung von Entwicklungszwecken, Zielsetzung, Streben nach Unbehagen und Ausübung von Achtsamkeit und Fleiß. Darüber hinaus wird erläutert, wie man mit entwickelten Fähigkeiten mehr Autonomie erreichen kann, was eng mit Arbeitsplatzzufriedenheit verbunden ist. Auch die Bedeutung einer Mission im Berufsleben wird hier behandelt, einschließlich eines dreistufigen Prozesses, um eine Mission zu entwickeln.
Mindmap
Keywords
💡Passion
💡Arbeitszufriedenheit
💡Unabhängigkeit
💡Fähigkeit
💡Verbindung
💡Beruflicher Leidenschaft
💡Karrierekapital
💡Handwerker-Mentalität
💡Absicht
💡Deliberate Practice
Highlights
Mike is a typical young adult dissatisfied with his job, reflecting a common issue.
The common advice to 'follow your passion' is challenged as not being the key to job satisfaction.
Three main contributors to workplace satisfaction are identified: independence, capability, and connection.
Most people do not have a pre-existing occupational passion, contrary to popular belief.
Occupational passion can be developed, suggesting all jobs have the potential to be enjoyable.
The best way to love your job is to become highly skilled and offer your skills for work with autonomy.
Cal Newport introduces the Career Capital Theory based on desirable job traits being scarce and prized.
Careers are influenced by supply and demand, emphasizing the importance of rare and valuable skills.
The craft person mindset is crucial for building career capital by focusing on contribution rather than personal gain.
Deliberate Practice is defined as purposeful and systematic practice to improve skills.
Deliberate Practice requires appropriate challenge and immediate feedback to be effective.
Five steps are suggested for deliberate practice, including determining career capital and setting goals.
Developing rare and valuable skills can lead to more desirable job traits like autonomy.
Autonomy is closely related to happiness and satisfaction in the workplace.
Resistance to autonomy requests may come from lack of career capital or company interests.
A mission, in addition to autonomy, can drive satisfaction by making work meaningful.
Cal Newport's three-step process for finding a mission includes research, little bets, and refining a mission statement.
Newport's personal experience illustrates how to use the pyramid method to develop a meaningful career mission.
The craft person mindset and increasing career capital are key to achieving job satisfaction beyond passion.
The powerful conclusion that passion is a byproduct of mastery, not a prerequisite.
Transcripts
Meet Mike. He's a typical guy in his late twenties who, like many others, does not like his job too
much. In the search for a solution, he realizes that everything that one can find on the topic
always comes down to some version of 'follow your passion.' So Mike naturally starts asking himself,
"If I want to find a job that I love, I have to follow my passion. Right?" Wrong. Unless you've
been hidden in a cave with no access to technology for the last 40 years, chances are, at some point,
you were also told you should follow your passion, at least if you want to be happy professionally.
The advice is everywhere, from motivational speakers to blog posts on the topic
and beautiful quotes on Instagram, everywhere. The truth is that a preexisting passion is not
a contributor to workplace satisfaction. This probably would make Mike wonder, "So what makes
people love their jobs?" After long and extensive research, the author found three contributors to
workplace satisfaction: independence, or heavy same amount of control over your responsibilities.
Capability. When you're good at your job, you feel a sense of satisfaction and accomplishment.
And last, connection. If you like the people you work with, you're more likely to be happy.
And if you smash the like button on this video, you're going to make me very happy, and I like it
when I'm happy. But back to the book now. In Addition to that, in 2002 a psychologist
by the name of Robert Vallerand discovered that most people don't have an occupational passion.
Instead, most people's passions are hobby related. But thankfully thorough research found that the
occupational passion can be developed, which suggests that all jobs have the potential to
be enjoyable and passion satisfying. So someone like Mike starts wondering, "What am I supposed
to do then?" Well, the best way to love what you do is to become highly skilled, then you can offer
your skills in exchange for work that allows you autonomy and opportunity to change the world.
Cal Newport talks about an important concept he calls Career Capital Theory, and the idea is based
on these three concepts, one, the traits that make a job desirable are scarce and prized. Two,
careers are subject to the rules of supply and demand. And three, the craft person mindset
helps you build career capital. It all starts by understanding what makes a job desirable. It
should give you autonomy, allow you to change the world at least to some extent, and be creative. So
look at the market and see where's the need the same way a rare product will be more valuable,
a career with a more demand and supply will be more valuable.
And last but not least ignore the passion mindset and focus on the craft person mindset.
This craft person mindset concept suggests that instead of concerning yourself
with what the universe can do for you, you should focus on what can you do for the universe.
Instead of looking at your set of skills as something static, like I'm good at math,
or I'm good at languages, focus on improving rarer skills to the point where you're so good
that no one can ignore it. And now you see where the title of the book comes from.
In the same way that the factors that make a job desirable are rare, you need to offer a rare set
of skills to land one of those desirable jobs. And here's how you do that. Cal Newport suggests you
engage in what he calls, 'Deliberate Practice'. Deliberate practice refers to a special type of
practice that is both purposeful and systematic. For something to fall into this category you need
to follow these two requirements. One, appropriate challenge. This means you need to push yourself
beyond your comfort zone. Repeating what you're already good at does not make you improve. For
instance, if you play the same songs on a piano for 20 years, it doesn't mean that you're getting
better, you need to constantly challenge yourself by playing new songs or playing them faster.
Requirement number two, immediate feedback. You need someone to tell you what you're doing right
or wrong. Whether that's a manager, a teacher or coach, or just somebody in your field. To someone
like Mike who's on a quest to find something he loves a question like, "So what steps should I
follow for deliberate practice?' might come up. And Cal Newport suggests five steps. The first
step is to determine your career capital. There are generally two types of capital markets, single
skill, where everyone in the market is trying to acquire one specific skill, and multi-skill, where
everyone has different skills. In the case of Mike he's a television writer, which is a one skill
market, because the only valuable skill is script writing. The second step is to determine what kind
of capital you want to develop, and since Mike is in a single skill market, he doesn't really have
a choice, he needs to work on his script writing craft. Third, it's time to determine your goals.
This could be perhaps having your work accepted by a major studio. Four is to strive for discomfort.
And last but not least, stay focused and exercise diligence, which means you shouldn't be distracted
by other pursuits. It took you time to develop these skills and now you should stick to them.
So what now? Now that you have developed your scales in price skills, you can start
cashing them in for the trays that make your job more desirable, particularly autonomy. Autonomy is
the ability to control what you work on and how your work. This could mean having more control
over what projects you take, or what salary you make, or how flexible your schedule is.
As we saw earlier, it is intimately related to happiness and satisfaction in the workplace. Now,
when you ask for more autonomy, your request might be rejected because of one of these two reasons.
One, you don't have enough career capital, AKA your skill set is not yet the rare and valuable
enough. And two, resistance. This happens when you've become such a valuable employee to the
company, lucky you, that the company does not want you to leave your current position. And while
having more autonomy would make you happy, your employer might think it doesn't bring any benefit
to the company. If this happens, you need to have the courage to break through the resistance.
But perhaps for Mike, autonomoy is not essential, maybe he's seeking a mission.
And while it's true that autonomy's a contributing factor and a major one to
satisfaction in the workplace, it is not the only one. Some people seek a mission, which means they
want their work to make a difference in the world. A mission is a useful potentially world changing
goal that focuses your entire career. And while it can be hard to find your mission, nobody can
stop you from developing one. The process is fairly simple. The first step is obviously to
come up with an idea and once you have it, it is time to transform that idea into reality.
To do so, Cal Newport suggests a three-step process in which each step forms of one level
of a pyramid. The bottom level is research in your field. You want to create a strong base
for your pyramid, so read papers, attend lectures, talk to experts in your area.
The middle level is what Newport calls little bets. The idea comes from the conclusion that many
successful people in organizations never had a master plan, they had little bets. Each little bet
provided feedback about what to do next. If the little bet didn't pay off, they didn't go in that
direction. If it did pay off, they would continue. And each little bet should have the following
characteristics. It can be finished in fewer than 30 days, it focuses you to learn a skill or create
something new, and its result offers feedback. And three, the top layer of the pyramid is a statement
that describes the mission. The statement is not static and you can edit it as you acquire new
skills from the bottom level and get feedback from the little bets in the middle level.
Cal Newport experienced this himself. After finishing his PhD, he felt it was the appropriate
time to look for a mission. He spent a lot of time working with distributed algorithms and could see
the potential to see them in multiple fields, so he used the pyramid method to develop his
mission. To fill out the bottom of his pyramid he read papers, talked to experts in the field
and went to multiple lectures. To fill out the middle, he ran multiple little bets at a time.
If they went well, he continued the project. If not, he tried something new. At the top level,
he tried to distribute algorithm theory in new settings to create results. But back to
Mike now. Now Mike knows that passion is not a preexisting condition to love his job. Instead,
he should focus on the craft person mindset and increase his career capital to achieve autonomy
capability, and hopefully a degree of connection in the workplace. And
all of this can be summed up with this powerful quote: "Passion is a side-effect of mastery."
Now, let's see how you can implement all of this in your life and your career.
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