Make Your Own Luck

Serendipity is something you can manufacture.

For creative serendipity, you take an unexpected event, look more into it, and see if there's an opportunity there.

For relationship serendipity, you make connections with people about things that genuinely matter to you. It helps to be your authentic self.

Another way to produce serendipity is to wear symbols on yourself that signal what you want others to know — a Polish necklace, a DNA pendant if you're into biology, a philosophy symbol. The hook strategy: instead of saying "I do X for work," give people three or four hooks they can latch onto.

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Source notes — Christian Busch on the science of serendipity

The notes below are paraphrased from Christian Busch's research on serendipity at the London School of Economics and NYU, kept here as my reading notes (not my writing).

A little over a decade ago, a Chinese manufacturer of washing machines and refrigerators began receiving calls from farmers. The farmers complained that the washing machines kept breaking down. When asked why, they explained they were using them to wash potatoes, which the machines couldn’t handle. Typically, we might respond by telling the farmers not to wash potatoes in a washing machine—after all, it’s designed for clothes. However, the company took a different approach. Recognizing that farmers worldwide might have similar needs, they added a dirt filter and re-engineered the machine as a “potato washing machine.” This repurposed product went on to become a key offering.

This story is a prime example of serendipity—making surprising and valuable discoveries. Over the last 10 years, my teams at the London School of Economics and New York University have studied how serendipity emerges and how it can be cultivated, both by individuals and within organizations. Today, I’d like to take you through a science-based framework of serendipity.

To start, why is this important? We all tend to make plans, and as a German, I love planning! We map things out, but real life throws in twists and turns. The real question becomes: how do we make the best of the unexpected and turn it into these beautiful, serendipitous outcomes? Often, these twists can lead to finding love, meeting a co-founder, or discovering a new career path.

Our first step in research was to analyze the literature across various fields, like management. We wanted to understand how serendipity differs from concepts like blind luck or targeted innovation. We found three main aspects that define serendipity. First, it involves agency—we must act on these discoveries to make something positive from them. It’s not like blind luck, which simply falls into our lap. Secondly, there’s an element of surprise. Something unexpected happens, like Thanksgiving is surprising to the turkey but not to the butcher, as Nassim Taleb famously noted. Lastly, serendipity has value. This value could be abstract, like an idea, or concrete, like a potato washing machine.

Another classic example: decades ago, researchers were trialing medication for angina pectoris, a heart condition. They noticed that some male participants didn’t want to return their medication. It turned out the drug had improved their sex lives. Instead of ignoring this, the researchers explored it, leading to the creation of Viagra, a best-selling medication for erectile dysfunction. Like the potato washing machine, this innovation was serendipitous.

These examples—and hundreds more we’ve studied—illustrate that serendipity is not just about random events. It follows a process. First, there’s an unexpected trigger, like farmers complaining or male participants keeping their medication. But we must then connect the dots, find meaning, and have the tenacity to act on it. For example, simply bumping into a potential partner in a coffee shop doesn’t create a relationship; you have to pursue it. Similarly, realizing Viagra’s potential required transforming an unexpected discovery into a product.

Once we view serendipity as a process of connecting dots, we can learn to influence it. We can improve our ability to recognize triggers, create more opportunities for serendipity, connect the dots better, and develop the tenacity to see it through. In our research with senior executives worldwide, we noticed that successful individuals tend to cultivate serendipity more than others, even when in similar situations.

Tom Linebarger, CEO of Cummins (a Fortune 500 company), described cultivating serendipity as a proactive approach to leadership, especially in uncertain times. There’s only so much we can plan; the rest requires cultivating the unexpected in ways that feel right in the moment. This led us to ask: what qualities can help us increase serendipitous events?

Several qualities stood out: curiosity and alertness. For example, if we’re curious about why some trial participants kept their medication, we’re more likely to discover Viagra. Next, we need creativity and wisdom to connect new information to something meaningful. Finally, we need to act on these ideas—whether it’s a business, social skill, or another endeavor. Sometimes, though, self-doubt holds us back from seizing these moments. In such cases, organizations can foster environments that encourage people to speak up, offering psychological safety and support.

One practice to encourage serendipity in conversations is the “hook strategy.” Instead of plainly stating who you are, you can share a few points that might resonate with the other person. For instance, Ali Barrett, an entrepreneur in Great Britain, might respond to the question, “What do you do?” by saying, “I’m a technology entrepreneur, recently exploring philosophy of science, and I’m learning to play the piano.” This approach provides multiple conversational hooks for the other person, increasing the chances of a serendipitous connection.

Another helpful practice is keeping a “serendipity journal,” where you jot down curiosities or interests, then incorporate these into conversations. You’ll often find that people unexpectedly connect you to valuable contacts or resources.

An essential aspect of embracing serendipity is overcoming self-limiting beliefs. For example, many of us struggle with imposter syndrome, worrying that others will see us as unworthy. In a room full of people, probably most of us have had moments like this. But what matters is pushing past those beliefs. I used to fear rejection, thinking it was the worst possible outcome. Later, I realized that the real regret comes from not trying. Reframing situations to ask, “What’s the worst that could happen if I don’t try?” has helped me act on potentially serendipitous moments.

Of course, we should also acknowledge that external factors play a role. Societal inequalities and different starting points mean not everyone has equal opportunities. So, if you’re in a position to help others access serendipity—through education, networks, or support—it’s a powerful thing to do.

One of my favorite insights comes from Goethe, who wrote extensively about human potential. He said, “If you take someone as they are, you make them worse; but if you take them as what they could be, you make them capable of becoming what they can.” By seeing potential in others and situations, we can help foster more serendipitous moments.

In summary, serendipity is about potential and actualizing that potential. Together, we can create and embrace more serendipity in our lives. Thank you.

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topics_from_llama3.2:3b: [[Serendipity]] [[Agency]] [[Surprise]] [[Value]] [[Curiosity]] [[Alertness]] [[Creativity]] [[Wisdom]] [[Psychological Safety]] [[Self-Limiting Beliefs]]