The “Slip Box” method for career planning

Modern science texts tell high school students that they must first formulate a hypothesis and then conduct experiments to determine whether or not that hypothesis is true.

But that’s the opposite of what Charles Darwin did. He didn’t start out with a developed idea for the theory of natural selection. When he set out aboard the S.S. Beagle and traveled to the Galapagos Islands, he had no hypothesis.

Instead, Darwin set out to observe and collect notes and ideas.

The accumulation of these observations, learnings, ideas, and notes led to the formulation of a hypothesis and the subsequent development of the theory. He worked from the ground up, not from a hypothesis backward, like the “slip box” note-taking approach explained by Sönke Ahrens in How to Take Smart Notes.*

Cal Newport’s advice in So Good They Can’t Ignore You seems similar in this regard. Common career advice is to find something you’re “passionate” about and find a way to make that passion fit a job or career. But he argues the opposite—passion comes after someone develops experience in a job, skill, or career path. It’s not the catalyst (at least not in most cases).

One could argue that the “Slip Box” approach taken by researchers and scientists—gathering lots of ideas first, then developing an argument—would similarly benefit career planning.

Don’t start with a predetermined passion or career path. Instead, begin with exploration, discovery, and experimentation.

The result will be a fully fleshed-out and rewarding career with passion as the byproduct.


*Ahrens’s book is one of my favorites and directly responsible for my ability to write as much as I do.

The premise is simple to understand: collect ideas and write notes to yourself about your thoughts when reading, studying, or observing without worrying about “what it’s for. Over time, you’ll have collected so many ideas and come up with so many original ideas that different arguments and hypotheses will form almost of their own accord.

Leadership as an experiment

The only way to become a leader, or to improve as a leader if you already are, is to treat everything like one giant science experiment.

Start with a hypothesis: “If I do/try/encourage _____, then ______ will happen/change/get better.”

What are you positing? What are you already presuming? Start with an observation you believe to be true.

Here’s an example:

“My employees feel disconnected from the company’s mission.”(Observation)

“If I meet regularly with them one-on-one to discuss what they believe is most important, then they will feel involved, supported, and I might get some really good ideas about how we can improve things around here.”(Hypothesis and potential solution)

At this point the experiment begins. Set parameters: what do “regular meetings” look like? What sort of questions will I ask? Am I prepared to listen empathically, to really understand how they feel and what they think matters?

You’ll gather data and attempt to put the ideas into practice (another experiment, perhaps). Test the ideas; observe what happens; use the information gathered to make changes as needed; repeat the experiment.

Think like a scientist.

If you think like a scientist, you don’t simply run the experiment and assume that it works. A scientist doesn’t hypothesize something, put on a blindfold, call the experiment a success, and move on to the next idea. The scientist tests, observes, measures, and solicits feedback. When you get that data, it will show either progress or regression – support for your idea or arguments against it. Use that data to adjust your hypothesis and experiment again, until it either works or becomes obvious that your hypothesis was wrong.

You are going to be wrong. Often.

There is only one way to avoid being wrong: don’t try to become a better leader. If you are willing to become a better leader, you must be willing to be wrong. Since you know you are going to be wrong, you need to become comfortable with honesty and transparency.

“This idea that I had, this new way of doing things, it didn’t work. I’m sorry. I was wrong.

Humility and Trust

A leader must be humble and emotionally mature enough to admit errors and missteps. If you attempt to hide your failure, if you put the blame on anyone or anything other than yourself, if you pretend it all worked out when it’s obvious it didn’t, you will lose the trust and respect of those who serve under you. It will be very hard to get that back.

Think like a scientist. Test, observe, measure, and get feedback on your ideas. Experiment.

Most importantly, don’t ignore the data, and apologize when you’re wrong.

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