Always start by cutting to the core: Is there a real, meaningful problem to be solved? Within the first few weeks of diving into a research area, either discover a genuine problem independently or obtain a clearly defined one from your advisor. And validate early on that it hasn’t been already resolved in the literature.
Don’t force relevance. If it feels like you're spinning wheels or propping up a dead-end, trust that instinct. Don’t be afraid to question—even challenge—your advisor’s direction if it lacks substance. Intellectual honesty must come before authority.

If you find an interesting, viable problem but your advisor isn’t on board, don't linger in hope. Advisors rarely pivot dramatically once they’ve set their course. It’s far better to carve out independence—or move on to someone who shares your vision—than to wait for validation that may never come. Sticking around a misaligned project out of loyalty or fear is a fast track to burnout and disillusionment.

Beware of advisors who combine two dangerous traits: passivity and control. I call them the clueless control freaks. These are the types who don’t respond to substantive ideas or research questions, yet quickly step in when you attempt to move forward independently—often to obstruct, not enable.
They are frequently absent from your intellectual development but present when it’s time to say “no.” This combination is especially toxic because it creates a feedback vacuum while preventing autonomy. In effect, they halt your progress both through neglect and interference.