Boost Productivity by Owning Your Calendar: The Maker vs Manager Schedule
Content Quick Links:
The Maker vs Manager Schedule
Have you ever faced the challenge of managing your time efficiently?
Productivity isn't a one-size-fits-all concept; it balances focus, efficiency, and outcomes. In 2009, Paul Graham’s essay on the “Manager’s Schedule vs. Maker’s Schedule” shed light on a tension that's especially felt in creative and technical professions. It’s an evergreen topic, often debated and frequently cited in productivity discussions. Graham defined two types of schedules, each serving different work styles and demands: the manager's schedule, built for those who need flexibility and quick shifts, and the maker's schedule, which supports those in deep, creative work.
As we delve into each schedule, let's explore how they can complement or conflict. More importantly, we'll uncover strategies for achieving balance when these worlds collide.
The Manager’s Schedule: The Structured Workflow
The manager’s schedule, according to Graham, resembles the traditional hour-by-hour calendar most business professionals know well. Each day is divided into short, often varied time slots. Meetings, quick catch-ups, and task switching define this rhythm, perfect for those whose work revolves around decision-making, managing people, or strategising on multiple fronts. Managers must be flexible and adaptable while ensuring their workflow remains structured.
Managers juggle various tasks and oversee diverse teams, facilitating smooth transitions between meetings, quick check-ins, and decision-making. A packed calendar often signifies productivity, as their responsibilities include resource allocation, team leadership, and countless micro-decisions. Graham noted that this scheduling pattern is typical for executives and team leaders who can dictate schedules for others. However, this can cause friction with individuals who operate differently.
The Maker’s Schedule: Built for Deep Work
Contrast that with the maker’s schedule—an entirely different approach. Creativity and problem-solving require large, uninterrupted blocks of time for writers, designers, engineers, or developers—these ‘makers’ work best when they can dive deep into complex tasks without disruptions. A single interruption can throw off hours of focused work, requiring a lengthy ‘reset’ period to regain flow.
This focus on deep work is where the maker’s schedule shines but also makes it vulnerable. A single meeting can derail an entire morning or afternoon, splitting up blocks of time and making it hard to regain momentum. So, while managers thrive on a packed schedule, makers view an empty calendar as a golden opportunity for maximum productivity.
The Tension Between Schedules
The different rhythms of makers and managers often create friction in organisations where both need to collaborate. Makers—thrive on long, uninterrupted blocks of time to focus deeply on complex tasks. Their productivity hinges on maintaining flow, and interruptions can significantly hinder their progress.
In contrast, managers operate on a more segmented schedule, often punctuated by meetings, check-ins, and decision-making sessions. This can lead to frequent disruptions for makers, pulling them out of concentration and resulting in frustration or delays.
Balancing these two styles requires thoughtful scheduling, where managers respect the makers’ need for dedicated blocks of time, and makers remain available for necessary coordination. Finding this equilibrium allows both roles to support each other’s strengths, driving innovation and efficiency.
The Cost of Interruptions
The clash between these two schedules isn’t just about personal preference. It has an actual cognitive cost, particularly for makers. The concept of the Zeigarnik Effect was identified by psychologist Bluma Zeigarnik in 1927. Through her research, Zeigarnik observed that people are more likely to remember incomplete or interrupted tasks better than completed ones.
Why does this matter? For a maker whose work requires deep, sustained concentration, even a minor interruption can trigger the Zeigarnik Effect, making it hard to focus on the task. A single meeting or quick “check-in” can leave a lingering ‘open loop’ in their mind as they unconsciously hold onto the memory of what was interrupted. This cognitive ‘holdover’ can drain focus and prevent them from fully re-engaging with complex work.
Paul Graham’s insight on the maker’s schedule echoes this principle. Makers need large blocks of uninterrupted time to reach a state of flow—a heightened focus where creativity thrives. The Zeigarnik Effect explains why short meetings or minor disruptions can be so costly: these interruptions linger in the mind, blocking re-entry into deep work. By fragmenting their time, makers face a repeated cycle of starting, stopping, and struggling to resume.
The Importance of Understanding Each Other’s Needs
Thankfully, Graham proposed a middle ground. He shared his experience at Y Combinator, where he and his colleagues, working mainly on a maker’s schedule, instituted ‘office hours’ for founders. This approach allowed managers to have necessary meetings without constantly disrupting makers’ focus. It’s an example of what happens when organisations recognise and respect the different ways people work.
By understanding the fundamental needs of each schedule type, managers can take proactive steps to reduce conflicts. A great manager doesn’t just set meetings—they also protect their team’s productivity by being mindful of when to communicate and when to step back. Likewise, makers who understand their managers’ need for coordination can schedule dedicated ‘meeting days’ or times, helping maintain their flow on other days.
Practical Tips for Harmonising the Two Schedules
Set Designated Meeting Times- For teams that mix makers and managers, consider setting aside specific meeting times, leaving the rest of the day free for deep work. A popular approach is to schedule all sessions in the afternoon, allowing makers uninterrupted mornings to get into flow. This structure accommodates the needs of both schedules without sacrificing productivity.
Implement ‘No Meeting Days- Many companies find that setting aside one or two days a week without meetings can significantly improve productivity. For example, designating Wednesdays as a ‘no meeting’ day can give makers a valuable block of uninterrupted time.
Use Technology to Reduce Meeting Frequency- Utilising Microsoft 365 productivity apps like Teams, Planner, and Project can reduce the need for constant check-ins. Managers can swiftly communicate updates, share project timelines, and monitor task statuses without pulling makers into unnecessary meetings.
Prioritise Purposeful Meetings- When meetings are necessary, make sure they’re well-structured and purposeful. Have a clear agenda, stick to the scheduled time, and invite only those who need to attend. Meetings without a defined goal or actionable outcomes can be productivity killers, especially for makers.
Encourage Timeboxing for Blocked ‘Deep Work'- Timeboxing is a time management technique that involves setting a fixed amount of time to work on a task. Managers, who often thrive on multi-tasking, can improve their efficiency by dedicating parts of their schedule to undistracted work. This ‘maker time’ allows managers to tackle strategy work, reflect, or catch up on critical projects. Everyone benefits from blocks of focused time.
Minimise Distractions- Turn off all device notifications and create a focused work environment. Choose a quiet and comfortable workplace, keeping your workspace tidy and clutter-free to help maintain focus and productivity.
Promote Open Communication and Flexibility- Team members should feel comfortable discussing their scheduling needs. Managers who create an environment where makers can voice their preferences without fear of repercussion will foster a culture of trust and respect. Likewise, makers should be open to occasional meetings when necessary to show team cohesion.
Take regular breaks- Take this time to stretch, relax, or participate in activities that refresh your mind. Regular breaks boost focus and can help prevent burnout. Consider incorporating the Pomodoro Technique, where you work for 25 minutes and take a 5-minute break in between.
Embracing Both Schedules for a Thriving Workplace
In today’s increasingly hybrid and remote workplaces, recognising and respecting different work styles has become essential. When managers appreciate the value of uninterrupted time and makers understand the demands on managers, it can lead to better collaboration, enhanced productivity, and, most importantly, a more fulfilling work environment.
The manager’s and maker’s schedules don’t have to be at odds. They’re two sides of the productivity coin, each with its strengths. Companies can maximise their teams' potential by creating an organisational culture that respects both.
As we adapt to new work environments, finding harmony between these schedules is more critical than ever. It’s time for leaders to champion these shifts and allow their teams to thrive in ways that fit their unique work styles, ultimately driving innovation, creativity, and growth across the organisation.
Understanding the dynamics of different schedules is more than just a productivity hack; it’s about respecting how people work best.
So, which schedule do you resonate with, and how can you adapt to make the most of your time?
Discover More Insights: Explore Our Latest Blogs
THE NORTH’S PREMIER CYBER SECURITY & MANAGED IT PROVIDER!
At Think Cloud We Help You Work Faster, Work Smarter, Work Better - Together!
Based in the heart of the digital tech hub in Hull, East Yorkshire, find out how Think Cloud's award-winning IT Support can empower your business to operate more efficiently.
Award-Winning Cyber Security & IT Solutions for 10 - 250+ Staff.
Tagged as: Productivity, Tech Articles
Share this post: