Maker's Schedule, Manager's Schedule. This talks about two major ways people in business/entrepreneurship/the startup world allocate their time in order to best get things done. The maker's schedule allows for long stretches of productivity (or, "maker time"), while a typical manager's day is divided up into one-hour increments. Bringing the two together can be problematic, and it's something I've noticed in myself the more I've grown in my career and have had to move toward the latter. I haven't figured out how to reconcile the two yet, but I've tried to experiment with meeting clustering as much as possible, to allow for at least 2 to 3 hours of uninterrupted work time every day. It's a challenge, but a fun one to take on.
When you're operating on the maker's schedule, meetings are a disaster. A single meeting can blow a whole afternoon, by breaking it into two pieces each too small to do anything hard in. Plus you have to remember to go to the meeting. That's no problem for someone on the manager's schedule. There's always something coming on the next hour; the only question is what. But when someone on the maker's schedule has a meeting, they have to think about it.
No One Knows What the F*** They’re Doing (or “The 3 Types of Knowledge”). I've linked to this before (when I wrote about interdisciplinarity), and here it is again.
Have you ever received praise, or even an award, for being great at something despite having no clue what you’re doing? Do you feel like a fraud, wondering what sort of voodoo you’ve unwittingly conjured up to make people think you know what you’re doing, when the reality is quite the contrary?This opening paragraph gets me every time. This post talks about these three types of knowledge: shit you know, shit you know you don't know, and shit you don't know you don't know. Steve Schwartz describes the last as the most dangerous, and poses that the goal should be to make that slice smaller – even if it's goes into the "shit you know you don't know bucket," rather than making the "shit you know" bucket bigger. He says that the more things there are that you know you don't know, the more stressed you can be or feel like you have no idea what you're doing. I frequently feel overwhelmed by all the stuff and expertise out there that I don't have a grasp on yet, but maybe that's better (or "less dangerous") than being blissfully ignorant of it all? Really interesting stuff, and easier to follow if you click through and look at his charts in comparison with one another and read his examples.