The Maker's Schedule vs. the Manager's Schedule
In a classic 2009 essay, Paul Graham, the co-founder of Y Combinator, introduced the concept of the "maker's schedule" and the "manager's schedule." The manager's schedule, he argued, is for bosses and is divided into one-hour intervals. The maker's schedule, on the other hand, is for people who make things, such as programmers and writers. They need long, uninterrupted blocks of time to get into a state of flow and do their best work.
The problem is that in most organizations, the manager's schedule dominates. Meetings are scheduled with little regard for the maker's need for focus, and as a result, makers often find their days fragmented into a series of one-hour chunks, with little time for deep work. This is a recipe for frustration and burnout.
The True Cost of a Single Meeting
A single one-hour meeting can do more damage than you might think. It's not just the hour that is lost; it's the time it takes to get back into a state of flow after the meeting is over. As we mentioned in our article on deep work, it can take over 20 minutes to get back on track after an interruption. So, a one-hour meeting can easily cost you two hours of productive time.
This is why companies like Netflix have a culture of "no meetings." While they do have some meetings, they are very intentional about them. They have a strong bias towards asynchronous communication, and they encourage their employees to be ruthless in declining meeting invitations that don't have a clear purpose and agenda.
Strategies for Protecting Your Maker's Schedule
So, how can you protect your maker's schedule in a world that is dominated by the manager's schedule? It starts with being proactive and setting clear boundaries. One of the most effective strategies is to block off time in your calendar for deep work. This will make it clear to your colleagues that you are not available during those times.
It's also important to be selective about the meetings you attend. Before you accept a meeting invitation, ask yourself if it is really necessary for you to be there. Could the goal of the meeting be accomplished in another way, such as through an email or a Slack message? If you do need to attend a meeting, try to schedule it for a time that is less disruptive to your workflow, such as at the beginning or the end of the day.
Making Meetings More Effective
When you do need to have a meeting, there are a number of things you can do to make it more effective. First, make sure that every meeting has a clear purpose and agenda. This will help to keep the conversation focused and on track. Second, only invite the people who really need to be there. The more people you have in a meeting, the less likely it is that you will have a productive conversation.
Third, be sure to end the meeting with a clear set of action items. Who is responsible for what, and by when? This will help to ensure that the meeting leads to a concrete outcome. And finally, consider having a "no-meeting day" each week. This is a day when no meetings are allowed, giving everyone on the team a chance to focus on deep work.
Key Takeaways
- Recognize the difference between the maker's schedule and the manager's schedule.
- Be proactive in protecting your time for deep work.
- Be selective about the meetings you attend.
- Make the meetings you do have more effective.
At Unicorn Hunter, we understand the importance of deep work for makers. That's why we connect you with startups that have a culture of respect for the maker's schedule. Sign up today and find a company where you can get back to building.