Venture capitalist Paul Graham’s influential essay “Maker’s Schedule, Manager’s Schedule” (2009) underscores the need for compartmentalizing time.
A specific frame of mind is required to excel in ‘making’ things versus ‘managing’ things. The constant context switching impedes what you’re focusing on.
Graham recommends dividing work into two timetables of time blocks: “Maker Time” necessitates large blocks of dedicated, interruption-free time to work intensely—developing ideas, writing code, generating leads, producing products, or accomplishing projects. “Manager Time” requires shifting from one interaction to another, allowing for many meetings and brief-to-the-point interactions to oversee, direct, or administer.
The contrast is significant because of the different operative mindsets needed. Those engaged in maker time shouldn’t be pulled into meetings at irregular hours; that’ll debase the time blocks they need to move themselves and their teams forward.
Graham’s emphasis on the inconveniences of switching modes is right on: “For someone on the maker’s schedule, having a meeting is like throwing an exception. It doesn’t merely cause you to switch from one task to another; it changes the mode in which you work.”
Idea for Impact: Change the way you schedule your day and get uninterrupted stretches of time to get your most important work done. A bit of variety and change of pace can be good.