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0:00productivity is how much money you get
0:01out for the time you put in I know this
0:04because I went from $0 at age 23 to $100
0:06million plus net worth at age 31 simply
0:09by better investing my time and I'm
0:11going to teach you how I do it so that
0:13hopefully you can do it and I'm even
0:14going to show you my calendar at the end
0:16of the video and walk you through step
0:18by step how I get good Returns on my
0:20time have you ever had someone reach out
0:22to you and say hey God minute hey got 10
0:26hey let me introduce you to so and so
0:28they're going to be in town how does 10
0:29a.m. work a normal exchange like that
0:31you might say yeah I've Got 5 minutes or
0:33sure I can meet so and so for coffee the
0:35problem is that for one specific type of
0:37worker that five-minute meeting blows
0:40their entire morning because they can't
0:42do the development work they need they
0:43can't edit the video they can't write
0:45the book chapter because it disrupts
0:47their workflow on the other hand there's
0:49another type of worker where for them
0:51it's actually very optimal for them to
0:53take that meeting the question is which
0:55one are you and at what times also
0:57special shout out to Paul Graham who
0:59wrote a tiny blog this 14 years ago so
1:01if time is what we invest and money is
1:03what we make from that investment then
1:05the people who are the best investors of
1:07time were the ones who make the most
1:08money and so it turns out there are two
1:11specific types of entrepreneurs and
1:13you'll switch hats throughout your day
1:15or throughout your week the first and
1:17most common investor of time that people
1:20are familiar with is the manager
1:22schedule and these people have a very
1:25specific way of investing time and
1:26getting Returns on it so they can make
1:28the most money so let's talk about
1:30that managers divide their time into the
1:33smallest chunk possible they often have
1:3520 plus chunks per day from 15 minutes
1:39sometimes 5 minutes all the way to an
1:40hour or 90 minutes and for managers an
1:43empty time slot is a lost opportunity
1:46that's time that did not get a return on
1:49investment for them and for that reason
1:51they treat time like currency and the
1:53only real cost for them to fill is just
1:56the cost of coordinating with somebody
1:57else's calendar to find a mutually empty
2:00slot so that they can work together now
2:03on paper since work on meetings is a
2:05mutually filled slot it makes both
2:07people more productive and so when a
2:09manager interacts with another manager
2:11and they mutually fill a slot both of
2:13them make more money now they talk to
2:17lots of different people and do many
2:19different kinds of tasks all day long
2:20this is the nature of the manager they
2:22collect data they report data to
2:25persuade to lead to train and encourage
2:28and make other decisions one-on one and
2:31sometimes in groups of people for them
2:32they have a pretty clear beginning of
2:34the day and a pretty clear end of the
2:35day the day begins when they start
2:37preparing for their meetings maybe 30
2:40minutes or an hour beforehand and it
2:41ends at the end of their last meeting
2:43now if they prep for the next day then
2:45they could add that on top but more or
2:46less the duration of their day is
2:48directly proportional to the duration of
2:50the meetings they have they basically
2:51work until their last calendar slot and
2:53that's how their day works and this is
2:55the key Point here the main objective of
2:57the manager is to use up all their
2:59chunks in the day day so that they
3:00maximize their time a fully booked day
3:03is a maximally invested manager they've
3:06used up all of their time slots and so
3:08they are
3:10productive now the second type of time
3:13schedule management is something called
3:15the maker and this is one that the vast
3:18majority of people do not know this is
3:21where the creators this is where the
3:23entrepreneurs this is where people who
3:25have to make big things who build stuff
3:28get the highest returns on their time
3:30the vast majority of entrepreneurs at
3:32some point have some or all of their
3:34time that's dedicated to making stuff
3:37this is the Deep work this is the stuff
3:39that moves the big ball forward there
3:40are often tasks that are not urgent but
3:42incredibly important and when you look
3:45back on your month or your quarter or
3:46your year the few things that you
3:48remember that actually move the ball
3:50forward that actually move your business
3:51forward in the long term were these
3:55chunks of work now the problem is most
3:58entrepreneurs do not have the time and
4:00do not have the system for maximizing
4:02that time of important work because
4:05fundamentally if those are the footholds
4:07that allow you to push yourself forward
4:09towards your goal then you want as many
4:11of those as possible the difficulty is
4:13that it's never urgent this is like if
4:15you're a coder and you need to develop
4:16software obviously if that software is
4:18developed that's the most valuable thing
4:19you can do if you're an editor and you
4:21make videos then actually editing the
4:23video so that it can get out in media is
4:25the most important thing that you can do
4:26if you write copy for emails or you're
4:28an author and you write books you
4:30actually writing the book and actually
4:31doing the work of the book is the most
4:33important thing that you can do all of
4:34those things are maker work you create
4:37something that before this did not exist
4:39although this work is important it's
4:41incredibly expensive in terms of time
4:43and the problem is the vast majority of
4:45the world works on manager time not on
4:47maker time so let me explain the
4:49difference so for the maker when you get
4:51into maker mode instead of many small
4:54slivers like the manager has you have
4:56only a few large chunks and the reason
4:59for that is because if you put a meeting
5:01or you interrupt a 4-Hour long block
5:05then you often can't get back to the
5:07work that you were doing before also if
5:09you know that you have a block that's
5:10coming you can't get into the flow
5:13because you know that you're going to
5:14have to get out of the flow and so this
5:16is like the end of day meeting that
5:17kills you this is called the zernick
5:19effect it's that we tend to remember
5:21open loops and meetings are open Loops
5:23because you have to set timers so you
5:25don't forget it you have to start
5:26setting a timer before the timer to
5:28start wrapping up even if you're using
5:30right now then you start thinking about
5:31the meeting and what you have to prepare
5:32for that meeting and now you're not
5:34thinking about your own work and this
5:35eats up your brain power and saps your
5:38ability to make unlike the manager where
5:41the decisions the direction and the
5:42coordination is the output of their work
5:44for the maker the stuff the things they
5:47build the things they make is the output
5:49of their time and so instead of working
5:53on meetings they work off meetings they
5:56work on projects that can't get done in
5:5930es minutes sometimes those projects
6:01last weeks months quarters until they're
6:04done and so the way that that work
6:06actually looks is that most makers have
6:08a set start time but variable end times
6:10so unlike the manager where they they
6:12know when they start and they know when
6:13they finish most makers work open to
6:16goal if you've ever lost yourself in
6:17your work and you're like man I just
6:19want to keep riding this this High I
6:21want to keep riding this flow that's
6:23what it feels like to make you want to
6:25stay in there as long as you possibly
6:27can and that's why having no cap on the
6:30allows you to get lost in the work and
6:32produce more than you ever could so if
6:34you have only large time chunks that
6:36means that you only have one or two per
6:39day sometimes three if you're working 18
6:41hours and so that means you usually have
6:43a morning block and a post lunch block
6:45now if you're somebody who likes to also
6:46work after dinner then you have a post
6:48dinner block so you basically have three
6:50four to six hour chunks per day that's
6:53it and on a sustainable basis most
6:55people just have two per day and so if
6:58someone takes one meeting in the morning
7:00they blew one of your 10 work blocks per
7:03week if you only work 5 days a week and
7:05so someone's taking 10% of your total
7:08output by having one meeting the issue
7:10is that that manager who's working on
7:12manager time puts that thing in and for
7:15them they're becoming more productive
7:16but they're destroying your productivity
7:19when this happens is when you finish
7:21your day feel like you look back and
7:24know that all your time was spent but
7:26you got no return on it you have nothing
7:28to show for it and if you feel like you
7:29have that happen again and again and
7:32again this is how businesses stay small
7:34this is how entrepreneurs fail to grow
7:36This Is How They relive the same 6
7:38months same 12 months same two years
7:40over and over and over again because
7:42they do not know how to invest their
7:44time for the maker an empty time slot is
7:48not a lost opportunity the empty time
7:51block is the opportunity to get the
7:53return if you're a maker you understand
7:56what I'm about to share with you if you
7:57look at your calendar and see that you
7:59have literally nothing on there you have
8:01no meetings you have no nothing it's
8:02just empty until the end of the day how
8:04much energy are you filled with you're
8:06like oh my God I'm going to crush this
8:07day there's all this this big project I
8:09want to sink my teeth into it I'm going
8:10to be able to take a huge chunk out of
8:12it that energy that you get is because
8:14that is a maximally productive day is an
8:17empty calendar rather than a filled
8:19calendar and so for context when I was
8:21writing my book my days every day were
8:24just writing the book and I told my team
8:27that that's all I was going to be doing
8:29you're like but don't you run this
8:30portfolio of all these companies and
8:32there's all this money and these deals
8:33and decisions that have to happen and
8:34the answer is yes and when I show you my
8:36calendar it'll all Mak sense so
8:37literally diametrically opposed
8:40calendars are both maximally allocated
8:44to invest time to get the highest
8:46Returns on it in terms of money the big
8:48problem is when the two need to interact
8:50because if you just had makers making
8:52and you just had managers managing
8:53everyone would be happy the problem is
8:55when managers manage makers and they
8:58have to meet
9:00so when a manager doesn't know how
9:02makers work they kill the productivity
9:03of their team managers often assume that
9:06makers can work like they do on demand
9:08they think it's hey it's just 30 minutes
9:11and you've got free time what's the big
9:12deal I looked at your calendar you have
9:14nothing all day you're barely even
9:15working because they're using their
9:17measuring stick of work their way a
9:19calendar looks when they're maximally
9:20effective and then transposing that on
9:23top of the Maker's calendar and thinking
9:25these two are the same when they
9:26couldn't be more different for a manager
9:28a short meeting costs one work unit
9:31which is maybe 15 minutes and for them
9:33they've got 20 plus per day so they can
9:35easily spare one whereas if they take
9:37one from a maker they take one of the
9:39two time slots you have per day and
9:41sometimes you take both based on what
9:43the topic of the meeting is if you say
9:45hey we're going to do your quarterly
9:46performance as an employee at 2:00 in
9:49the afternoon the likelihood that the
9:50employee leading up to that is going to
9:52be able to think about the work that
9:53they're going to do when they're worried
9:54about their job or they're worried about
9:55their performance all day long and then
9:57afterwards they thinking about what they
9:58said and they could have said
9:59differently that day shot to make
10:01matters worse if a maker is falling
10:03behind the manager's solution is to
10:05interrupt them more which creates a
10:07vicious cycle this means managers
10:09prevent the work that they check in on
10:11so by checking in on them they disrupt
10:13the Maker's work so that they can't
10:15actually make during the time slot to
10:16check in if they're actually working
10:18because the manager Works while on
10:19meetings where the Maker Works when
10:21they're off meetings and when this
10:23happens and it happens often both
10:25parties lose and this is the main point
10:27the manager loses because the maker is
10:29not making what they need to be making
10:30and the manager is responsible for some
10:32level of output so both people aren't
10:34making the best Returns on their time
10:36this is why this is important for
10:37managers and important for makers so if
10:39you are on a team share this with your
10:41boss share this with your teammates so
10:43that this become like this can become
10:45more common in the Lexicon all my
10:46companies understand and use this
10:48language if you ask as a manager for a
10:52maker to make time for you they either
10:55one offend the manager by saying no I
10:58can't do that because I'm working and
11:00the M manager's like well I see that you
11:03have an empty time block and I outrank
11:05you or even if your peers it's like what
11:06do you mean you're not going to give me
11:08that time I see that it's empty by
11:10refusing them they offend and they can
11:12incur other risks by making that you
11:14know offense and declining the
11:15invitation this often time damages the
11:18relationship and decreases the
11:19likelihood of collaboration in the
11:20future which they might need you as a
11:23maker might need the buying of that
11:25manager and so you risk losing that
11:27Goodwill by declining the invitation but
11:29by doing so if you accept the invitation
11:31you destroy the morning right and so
11:34option one piss someone off option two
11:37destroy half your day a very terrible
11:39proposition and the crazy part is that
11:42even if you accept that meeting often
11:44times the yield from that meeting is
11:46nothing because the person who had the
11:49do you have five minutes didn't really
11:50have an agenda didn't really have a plan
11:52and just basically said I'm just going
11:54to steal your morning from you and give
11:55you nothing back by the way this totally
11:57applies to networking stuff too if
11:59you're like hey let me ince you to John
12:01he's in the area you guys should meet
12:02for coffee does 10:00 a.m. work I'm like
12:05yeah let's just destroy everything right
12:07let's just light my whole day on fire so
12:09that I can meet John who you think I
12:11have synergies with maybe there's
12:13potential for collaboration let's
12:15explore opportunities together you know
12:17what's crazy I know what I need to do to
12:19make more money and I just need to do
12:21that I get asked all the time about
12:24what's the one habit that you have that
12:27has been the highest you know predictor
12:29of your success and I really genuinely
12:34believe that it has been this is that I
12:37have been ruthless with my time everyone
12:40who knows me knows that I am a dick with
12:43my time and the thing is is that I've
12:46been able to maintain relationships
12:48because during that maker time where I
12:49say no to everyone else I keep moving
12:52forward because I have a
12:54fundamental belief that as long as I
12:55continue to achieve and I continue to
12:57make things that are valuable for the
12:59World those meetings those connections
13:01those synergies that friend dinner will
13:04always be there and that has proven
13:07right in my life and in the beginning it
13:09was the hardest because I didn't have
13:10the accomplishments to show for it but I
13:12truly believed I was like I know that if
13:14I can get this stuff done and I do it
13:17every single day for a year two years
13:18three years five years if every day I
13:21move the ball forward that's the thing
13:23at the end of the month when I look back
13:24on what I actually accomplished 100% of
13:26it is stuff I accomplished during maker
13:28time not manager time and so once I
13:31realized that the maker time was where
13:32everything all the speed of me moving
13:35towards my goal was getting accomplished
13:36then I spent the rest of my time trying
13:38to optimize my life and create a system
13:40around this that allowed me to do as
13:42much of that as I possibly could and to
13:45be clear there are roles in the business
13:47like if you're CEO or coo from an
13:51operator perspective you're going to
13:52have more one-on ones you're going to
13:54have more team trainings you're going to
13:55have more coordination and
13:57decision-making that's required but you
13:59just have to be clear that you're not
14:01not doing your job by not having maker
14:03time it's just that your job is the
14:04manager stuff and then the maker time
14:06you have is to get more leverage on the
14:09remainder of your manager time and so
14:11ilila has a different schedule than I do
14:13she still has maker time but it's
14:15probably inverted in terms of her
14:17schedule for her she has probably one
14:19maker day per week and four manager days
14:22where I have four maker days per week
14:24and one manager day and so you can have
14:26an inverted schedule but the important
14:28thing is is that she has to have that
14:31makeer day because it's what gets her
14:32leverage gets her higher Returns on the
14:34other four days of the week and then for
14:36me I have to still do that manager day
14:39because it gives me leverage on all the
14:41organizational decisions that have to
14:42happen throughout the whole portfolio
14:45you have to get out of the either or
14:46thinking and think which of these Styles
14:48is best for me in this particular moment
14:51but I can promise you that you do have
14:53elements of both when most people have
14:55elements of neither which is why they
14:57never move forward so I think I've
14:59accurately described the problem here
15:00makers and managers work differently
15:02these guys want empty calendars these
15:03guys want filled calendars when they
15:05interact one person destroys the other
15:07person time and it's a disproportionate
15:08trade and when things get bad they get
15:10even worse because the managers
15:12interrupt the makers even more and the
15:14makers trying to be polite because they
15:16don't want to turn down invitations just
15:17make their lives worse and worse and
15:19they have to work longer and longer
15:20hours lose sleep lose family time lose
15:22their weekend so that they can just keep
15:24up with their work without pissing
15:25anyone off and so let's talk about a
15:28different way way to do this so I use
15:30something called a three-pronged
15:32approach for the solutions and that's
15:34because you have to address it from all
15:36angles it's not just saying hey makers
15:38deal with it hey managers do something
15:40different hey organizations you have to
15:43attack it from all three directions
15:45you've got the managers you've got what
15:47the makers should do differently and
15:48then you've got the organization overall
15:51so you've got all three of these parties
15:53that you have to
15:55accommodate to the managers step one
15:58under understand both the costs that you
16:00put on the maker the first cost is the
16:03cost of coordinating times while they
16:05work so they're trying to work right now
16:08before you coordinate the time that
16:09you're also going to disrupt them so you
16:11disrupt them while they're working and
16:13then you disrupt them at the meeting
16:14that you're trying to plan so you
16:16disrupt them
16:17twice secondly and once you have that
16:20time set aside understand that the time
16:21itself eats an entire work block itself
16:24and you have to know the difference
16:25between your work and the Maker's work
16:27and when you ask for a meeting it costs
16:29them 10 times more you use up one of
16:32their 10 time slots per week whereas you
16:34use up only one of your hundred or more
16:36time slots so when you choose to make an
16:39appointment or choose to make a meeting
16:42be sure that it's worth it especially if
16:44it's an ad hoc or impromptu if you have
16:46a set Cadence of communication if it can
16:49wait until that time and you got to be
16:51really real with yourself can it wait is
16:53this just a convenience thing for me or
16:55a preference if it is then don't destroy
16:57the poor man or poor woman's time step
17:00two understand the value of the makers
17:02no and this is something that I
17:04hopefully becomes incorporate in your
17:06Lexicon at your business is that this is
17:07a maker's no not a not a real world no
17:10it's a maker's no is that if a maker
17:12declines a meeting don't take offense
17:15see it as them actually trying to keep
17:17their larger commitment to you the
17:18company and other people to get the
17:20meaningful work they need to get done
17:22done and so this means you don't get
17:24offended this means you don't you know
17:26hold back the the promotion or say that
17:29they're not being productive because
17:30they keep turning down meetings if
17:32someone turns down the meeting it's
17:33because they're doing something that
17:34they can accurately say this is more
17:36important than that now if you as a
17:37manager say I know that you have this is
17:39going to destroy the morning in terms of
17:41your productivity but I think it is
17:43worth your time to be on this because we
17:45need your Insight then you can frame it
17:47that way and then you can give the maker
17:48the time to prep for that meeting if it
17:50is literally of that importance step
17:52three for managers is actually ask your
17:54team what an ideal day would look like
17:56for them like what's a maximum
17:57productive day look like like and allow
17:59them the time to give you the response
18:01and I suggest following that to the
18:03greatest degree possible so that you can
18:05actually help them be the most
18:06productive and so for example for us uh
18:09our media team leaders asked the editing
18:13team underneath of them hey what's the
18:15perfect day for you guys what's a
18:16perfect weekly calendar look like and as
18:18a team they were like well if we could
18:20just Bunch all the meetings here and we
18:21could have all the rest of the days free
18:23that would be awesome and then if we had
18:25it was like okay well how do what about
18:26when we coordinate it's okay well we'll
18:27have specific coordination times that we
18:29keep four brainstorming sessions and
18:31things like that but beyond that we keep
18:33everyone's calendars empty and so that
18:35way as a team you as a as a manager also
18:38can have fewer meetings so that you can
18:40fill out with other meetings that aren't
18:41makers right so you can do more leading
18:43more directing more encouraging more
18:44persuading more training and then let
18:46the makers make and we've also realized
18:49and I think you will break your own
18:50belief around this as soon as you start
18:51doing this that a lot of work doesn't
18:53have to be done at the same time
18:55everyone doesn't need to work on the
18:56same thing at the same moment to get the
18:58most done as long as everything gets
19:00done by this period of time now this
19:02video isn't the protect the makers video
19:05this is for all businesses and all
19:07business owners so let's talk to the
19:08makers
19:10now step one good managers want to help
19:14you so let them tell them how you work
19:17this is you communicating to them send
19:19this piece of content to them to help
19:22them help you and yes you will have to
19:25take meetings that eat your entire day
19:26sometimes it's part of the job you have
19:28have to work with other people because
19:30your project would never see the light
19:31of day without marketing marketing it
19:33sales selling it product delivering it
19:35and everything else that happens in
19:37between it's a team and so if your
19:39manager is going to choose to put a Time
19:41Block in the middle of your morning or
19:43the middle of your afternoon then switch
19:45that whole block into a manager schedule
19:48Fight Fire with Fire and try to knock
19:50out as many meetings as you can in that
19:52formally free time so that means that
19:55okay if I know that I'm going to have
19:56this one time slot that's killed my big
19:58chunk well then let's slice that baby
20:00into as many chunks as I can and get all
20:02the other ad hoc impromptu meetings done
20:04that morning so that I now switch to a
20:06maximally productive manager and so the
20:09thing is is that you don't want to
20:10identify as one or the other you just
20:11want your calendar to reflect the nature
20:14of the work and so the point here isn't
20:16to have two camps of makers and managers
20:19is to understand what type of
20:20productivity system you're installing
20:23for that period of time on your calendar
20:25because especially if you're an
20:25entrepreneur you've got to wear both
20:28step two for makers have standard
20:30meeting times where you accept meetings
20:32so you say Hey you know Monday and uh
20:36Thursday afternoons is when I have all
20:39of my meeting times open so whenever
20:40someone requests a meeting ask them if
20:42they can make it in those times and this
20:44is where when you get into the
20:45organization if everyone has those times
20:47then everyone's on maker schedules for
20:49those time blocks and then it becomes
20:50more efficient at an organizational
20:51level which I'll get to in a second it's
20:53rare that a meeting is truly urgent so
20:55if you can push them off to those
20:57designated blocks that you said ahead of
20:58time you will make a lot more money with
21:00the time that you have remaining and you
21:02want to make this time available to
21:04anyone who meets with you on a regular
21:06basis and add some empty time slots or
21:08leave some empty time slots in that
21:10maker meetings for the ad hoc meetings
21:11that inevitably come up I would say I've
21:13gone through three distinct periods of
21:15understanding this maker manager concept
21:18and using it to great success the first
21:21one is you basically have to do nights
21:22and weekends uh in Early Mornings in
21:24order to get your maker time in but you
21:26have to do it and so when I was doing
21:28this as a gym owner so a small business
21:30owner I would wake up and I would like
21:32work on ad copy and work on ads which
21:34was like deep work that I'd have to do
21:36and then I'd step into the gym at 9:00
21:38a.m. and start taking sales calls or uh
21:42take training sessions or have to have
21:44one on- ones with my trainers like I
21:45worked like a regular person with fires
21:48and people interrupting me all day
21:49because I was running a small business
21:50and so if you need to make sure that
21:53that maker work gets done then you need
21:54to find one block that's usually at the
21:57very beginning of the day or the very
21:58end of the day if you're the
21:59entrepreneur and no one cares about your
22:01time in the beginning if I had not done
22:03that I don't think I ever would have
22:04gotten out of one location I would never
22:05have been able to build the systems that
22:07it takes like how do you build the
22:09training system to get trainers on you
22:10do it in maker time how do you build the
22:12nutrition system that you're going to
22:13use for your whole location you do it
22:15during maker time how you going to run
22:16an advertising system for creating ads
22:18and writing copy on a regular basis you
22:20do that during maker time not during
22:21manager time and so to build the assets
22:24that I could build the business on top
22:26of to build the Enterprise I had to do
22:28that in uninterrupted time chunks and
22:30the problem was everybody want to
22:31interrupt my time and to be fair they
22:33could because I didn't have my my time
22:34wasn't super valuable in the beginning
22:36over time you'll begin to have people
22:38who can start protecting your time for
22:39you so for a big chunk of my career as I
22:42started to make more and more money the
22:44first half of every day until noon or 1
22:47p.m. was always wide open because I do
22:49my best work in the morning and then
22:51once I've kind of used up my Creative
22:52Juice I can do the coordination and
22:53meetings and things like that now I'll
22:55give you a second Pro tip on this which
22:57is if that is the way that you want to
22:59plan your calendar let's call yourself
23:01an intermediate entrepreneur start
23:03planning your day back to front so what
23:06I mean by that is someone wants a
23:08meeting you start at it ends at 5: and
23:10starts at 4: if someone else wants a
23:12meeting then you say it ends at it ends
23:14at 4 and starts at 3:30 and you work
23:16your calendar from Back to Front that
23:18way your front of the day is still the
23:20most open you possibly can have it now
23:22you still suffer from the quote zernick
23:24effect but you still have a very large
23:26chunk of uninterrupted time and by doing
23:28it this way you avoid those empty dead
23:31times where you're like great I have 45
23:33minutes between two meetings like what
23:34am I going to do now and you're like I
23:36guess I'll just have a snack so if you
23:37have less means then you work double
23:39time you work on your client's time and
23:41then you do your work in off hours so
23:43like I was saying in my early days by
23:45doing that morning five days a week and
23:48then I would work both shifts on the
23:49weekends I would get four on the
23:51weekends I get a morning and an
23:52afternoon on Saturday and Sunday that I
23:54can put maker time in and then I get
23:55five blocks during the week and so this
23:57still gave me nine makers blocks per
23:59week to move Big Stuff forward that's a
24:01full-time job but the key here if you're
24:04noticing is that yes you work double
24:06because you have to work the job that
24:08you're currently doing to make money and
24:09then you work the next job to get out of
24:11the job you're in so the V1 of this is
24:14you have to make maker time the V2 of
24:16this is I I think is the 50/50 split the
24:18first half of your day is maker the
24:20second half of your day is manager and
24:21you work from Back to Front that's the
24:23V2 version the V3 version which is what
24:25I do currently right now is that I have
24:27entire maker days so I have two three
24:30four days per week that are just maker
24:32days and then I have a manager day where
24:34I stack the hell out of my meetings
24:36introductions you know coordinations
24:39decisions quarterly meetings with
24:40portfolio companies all of that type of
24:42stuff happens on those days back toback
24:44so I don't feel unproductive at the end
24:46of the day because I know going into it
24:48I'm not going to do any maker work I'm
24:50just going to crush as many meetings as
24:51I can step three communicate about how
24:54you're going to communicate tell people
24:56when you're going to be slow to respond
24:57specifically during your maker box so
25:00people have an amazing ability to adapt
25:02if you tell them ahead of time people
25:04really only get upset when you have
25:05unmet expectations they expect you to
25:07respond immediately and then you don't
25:09and then they question if you're working
25:10when the reality is that's why you're
25:12working is the fact that you're not
25:13responding so change them so let
25:17everyone know that this is how you work
25:18and this is when you're going to be
25:19responsive and if you do have that time
25:21period where you say you're going to be
25:22responsive then be responsive which
25:25leads to step four actually work when
25:27you say you will if you if you have the
25:28luxury of having people who respect your
25:30time and respect your schedule and
25:32understand this maker manager Dynamic
25:34then you owe it to them as a maker to
25:36not waste your time because if you don't
25:39you will confirm their suspicions this
25:41whole time that you've been goofing off
25:43all day because you're not actually
25:44working and that's what the vast
25:46majority of managers think when they
25:47look at your calendar and see that it's
25:49empty is that you're not actually doing
25:50anything and what you don't want to do
25:52is prove them right so I covered what
25:54you have to think about as a manager
25:56right you want to understand this lingo
25:57you want understand how makers work and
26:00you want to tryy and respect that and
26:01Empower them to the greatest degree
26:02possible as a maker you also want to
26:05understand that you work within an
26:05organization there are times that you're
26:07going to have to take meetings if you do
26:08take meetings you want to block that
26:10time and then Crush as many meetings as
26:11you possibly can be responsive when you
26:13say you're going to be responsive and
26:14then work like a madman during the times
26:16that you actually have empty time slots
26:17on your calendar great so we have both
26:19of those covered but how do we install
26:21this into an organization so that we can
26:23make this Canon so that we can make this
26:24standard and this is what I'm hoping
26:26across many organizations so if I can
26:28use my platform to like help businesses
26:31make more money and help people actually
26:33enjoy their work more than like can't
26:35think of a higher return on my time than
26:37doing that across thousands and
26:38thousands of
26:39businesses so as an organization and
26:42this is if you're the entrepreneur who
26:43can make those decisions step one
26:45consider mandated quiet time on the
26:49calendar so during these times entire
26:51teams can't message one another or meet
26:54and so either make this a a a time of
26:57day every day or make this entire days
26:59of the week so for example for us
27:01Wednesdays are quiet days for the
27:02editing team like no one talks there are
27:04no meetings they can just crank on one
27:07or two big projects they want to work on
27:09throughout that day and I want to be
27:11very clear on this caveat it doesn't
27:13need to apply to the entire organization
27:14only the ones where you have makers so
27:16think Engineers developers copywriters
27:19editors Builders writers presenters
27:21media whatever the people who have to
27:23work on projects that require intense
27:25periods of time without interruption the
27:27reason I I think this is more important
27:29now than ever is because of remote work
27:31remote work has removed the transparency
27:33between someone working and so I could
27:36walk I can walk around my office now and
27:38walk past the editing Bas and see people
27:41plugged in working on their computers
27:42editing so I know they're editing even
27:45though their time block is empty if I
27:46just check their calendar but in a
27:48remote setting if I look at someone's
27:49calendar and see it's empty but I have
27:51no way to check in on them or see them
27:53then I don't know if they're actually
27:55working or if they're just like rock
27:56climbing and so I have no way to know
27:58that then you think okay well I'll just
28:00slack them but by doing the slack
28:02message you then disrupt them anyways
28:04and if they're super responsive on slack
28:06you feel like they're working when the
28:07likelihood is that if they're really
28:09responsive on slack they're not working
28:11cuz they're on slack and so the real
28:13real is that if you're remote or the
28:15teams that you have that are doing
28:16making a remote you have to have an
28:18element of trust and you still need to
28:21measure on output so you can give I
28:23would say basically extend longer
28:24periods of trust where you say hey we
28:26have this big project this is the
28:28deadline for that project and then you
28:29want to remove as many obstacles as you
28:31possibly can to allow that person to
28:32work and let's also be real there have
28:34been days where I wake up and I'm like I
28:36don't have it in me like wherever the
28:37magic is or the Muse didn't show up to
28:39work today sometimes if you're a if
28:41you're a maker then maybe see if you can
28:43get meetings on that day because you're
28:44like dude my brain's dead like I don't
28:46think I'm going to I'm going to create
28:47anything today but there are some days
28:48where I wake up and I feel like the the
28:50touch of God is upon me and I'm like oh
28:51my God I think I actually can cure
28:53cancer today and when that happens then
28:55sometimes it's worth changing the
28:57meetings and saying hey man I'm in the
28:58middle of something right now and I'm
29:00crushing it is there any way we can just
29:02meet later you know what's crazy most
29:03people when they get that message are
29:05like sure no problem it wasn't urgent
29:07anyways and sometimes they're like you
29:08know what we don't even need to
29:09reschedule the meeting I actually
29:11handled it already and so I would
29:13strongly encourage you as a maker to
29:14kind of keep a pulse on yourself and
29:17also managers to extend the time trust
29:19where you allow makers to make now if
29:22they do not meet the deadlines and they
29:24are not meeting the output then you need
29:26to be very clear about this is the trust
29:27that extending to you so what is the
29:29reason that you have for not getting
29:31this done and real real a lot of times
29:32you actually have to dig into their
29:33personal lives cuz that's usually the
29:35mess anyways as an entrepreneur you're
29:37often going to have times where you're a
29:39maker and a times where you're a manager
29:40and being clear to your team about Which
29:43hat you're wearing so I literally say
29:46hey I'm putting my maker hat on today
29:47hey manager hat before I step into
29:49something and that gives me and them a
29:52mental cue to know how I'm operating for
29:54that day and kind of the Rules of
29:55Engagement and by doing it that way it
29:57sets it's it sets all the expectations
29:59with one thing one change of hat rather
30:01than me have to re-explain the rules
30:03every
30:04time all right before the last and most
30:07important point for organizations let me
30:09show you my calendar and walk you
30:10through it so this is an actual time uh
30:13block I think today is the 31st of May
30:15um as we're actually recording this and
30:17so this is my this is my actual calendar
30:19and so you'll notice that we had uh we
30:21had Labor Day weekend right so Monday um
30:23I actually took off on Monday um so this
30:25was a short week but Wednesday Thursday
30:28Friday I have nothing on here except for
30:30maker time so you recording for me is
30:32maker time like I'm making these videos
30:34I can't do this and then take a meeting
30:35and then come back and make this video
30:36right like I have to stay in it until
30:38it's done and so this whole day all
30:41three of these days are just straight up
30:42empty and you can see I have a gym
30:44meeting with myself uh in the afternoon
30:46so I can get swole so I was telling you
30:48that on Wednesdays we have our quiet day
30:50for editors but it's actually
30:52organization wide and we just separated
30:54people into are you a maker are you a
30:56manager and so if you're a manager you
30:58deal with lots of time slots and this
30:59just doesn't apply to you but for
31:01everyone else in the organization which
31:02everyone else has transparency into all
31:04of Wednesday is an acquisition. comom
31:06quiet day and the reason that we put it
31:08on Wednesday was that way if you think
31:10about how the week works out it's like
31:11you have two quiet days on the weekend
31:13no matter what and then you have two
31:15days that could potentially get
31:16interrupted with another day in between
31:18so basically the longest amount of time
31:19that you have to wait is two days before
31:20you can have a guaranteed quiet day now
31:22you'll notice that Tuesday basically
31:24functioned as my Monday for this week I
31:26had a team meeting with my whole company
31:28I had a one1 with my head of investment
31:30he's the one who runs our deals I had my
31:32executive meeting uh which is just uh
31:34all the leaders in my company at
31:36acquisition. comom I had a oneon-one
31:38with my book manager I had um meeting
31:41with our Workshop manager because uh we
31:44wanted to touch base and after that
31:45meeting I said let's not have this
31:46meeting anymore immediately after the
31:48meeting so to be clear like I try to
31:50always audit like do I need to do this
31:52again or is there a processor a person
31:53who can do this instead of me and most
31:55times there is a processor person after
31:57after that I had my school games Q&A so
31:59I had once a week I take a call with the
32:01school games and notice I do these calls
32:03that I have with customers on my meeting
32:06day because it's still an interruption
32:07and it to me it feels the same it's like
32:09I hop on I'm asking questions I'm
32:10answering questions I'm directing I'm
32:11doing whatever then I had my marketing
32:13meeting for our internal marketing stuff
32:15and that was it I had a hair trim and
32:17then I had my gym all right and so
32:19you'll be like wait that's it I just saw
32:21Alex's whole week that's all the
32:22meetings he takes and the answer is yes
32:26now I think what might be more important
32:28than the things that you saw or the
32:29things that you didn't see and so
32:31there's meetings that happen all the
32:33time with the leadership with my team
32:36and portfolio companies with you know my
32:38media buyer and their media buyer my you
32:40know uh portfolio operating partner and
32:42the CEOs of the companies that we own
32:44right all of those meetings you'll note
32:46none of them were on my calendar at some
32:49point I see the entrepreneurial Journey
32:51as a relinquishing of control and at
32:52every level of Entrepreneurship you need
32:54to learn a new level of giving up
32:56control and so it's interesting is that
32:58when we get into entrepreneurship we do
32:59it because we want freedom but as soon
33:01as we do it to get Freedom we actually
33:03have absolute control over everything
33:04because you have control of you're a
33:06solo preneur now like you have no team
33:07it's just you but when you have control
33:09over everything you actually don't have
33:10freedom so you cannot have both absolute
33:13control and absolute freedom at the same
33:14time and so if you want freedom you have
33:16to relinquish control you have to extend
33:18trust to people now those trusts can
33:20have guard rails and you can still have
33:21outputs that you measure people on and
33:23then you basically tighten up the Reigns
33:25if things don't go to plan but as as
33:27long as people are doing their job and
33:28meeting the outputs then you can
33:29continue to kind of extend the leash I
33:31don't really like the terminology but
33:32you get the idea and so at the end of
33:35every one of these meetings I'm telling
33:37you like if you could just put a little
33:38reminder to yourself those do I need to
33:40do this again a like does this meeting
33:42even need to occur again and secondarily
33:44is there somebody else or a system we
33:46can put in place to eliminate this all
33:47together Lila and I she's even better
33:50about this because she has more meetings
33:51as an operator than I do um every single
33:54week she starts her week by looking at
33:56all of her meetings and deletes she
33:58deletes first and then on a quarterly
34:01basis she looks at all recurring
34:02meetings and says how do I how can I
34:05change the time that's being allocated
34:07across the whole company so she sees
34:08everyone's calendars and everyone's
34:09meetings she does some Rainman stuff
34:11where she says I don't think we need to
34:12do this anymore I think we can combine
34:14these two I think you don't need to
34:15attend the and she tells people I don't
34:17think you need to attend this anymore I
34:18don't think you need to attend this and
34:19I think that's where a culture of
34:20meetings don't make you productive is a
34:23very important subline here for
34:25organizations in general and you'll
34:27notice this with Elon Musk and basos and
34:29some of these these great entrepreneurs
34:31they talk about this where they want to
34:32standardize like hey you can get up in
34:33the middle of meeting and say hey I've
34:35just got stuff I need to do and I don't
34:36think I'm relevant here or I don't think
34:37I'm adding value that's you returning
34:39time to the company because this is the
34:42thing that everyone forgets is that
34:43let's say let's say uh you make $50,000
34:46a year that means that you make around
34:50$25 per hour in general and so if you
34:53have and let's say you've got some
34:54people are making $100,000 a year on the
34:56meeting so that's $50
34:58per hour that means that if you have 10
35:00people on that on a on a on a one-h hour
35:03call it's like that was a $500 call or a
35:06$400 call now if we took the whole team
35:10out to Chili's and we spent $400 on
35:13drinks and chips and whatever it'd be
35:15considered a major expense right but
35:17every day all the time you're taking the
35:20whole team out to chilies 10 times a day
35:23this is why people stay poor because
35:24they don't know how to allocate time to
35:26get the highest return
35:28so let's walk through the last step for
35:31organizations to make this real to get
35:34the most out of everyone spread this
35:37content to Makers and managers alike so
35:40that everyone can use the same language
35:42to describe this larger source of waste
35:45and prevent it because if you are
35:48working with a maker manager schedule
35:50where everyone understands where people
35:51can get the highest returns in their
35:52time and your comp competition is not
35:55working this way you will get higher
35:57returns Returns on human capital on the
35:59time you invest in people because they
36:01will be happier they will stay longer
36:03they will have higher output and the
36:04quality of their work will go up so
36:05you'll both get higher quantity of work
36:08and higher quality of work both by
36:11changing how you allocate time and try
36:13and actively remove as many makers as
36:15possible from meetings and also managers
36:17don't need to be there and my goal with
36:20this video is to increase the awareness
36:22of these two types of working Styles and
36:23put words to something that plagued me
36:25for a very long time and so if you're
36:27listening to this and you're like this
36:28is music to my ears this is what I've
36:30been trying to describe for such a long
36:32time and I have been able to put words
36:33to it I made this for you so that I
36:36could put words to something that
36:37hopefully everyone else can use and
36:39distribute at a bargain on time is that
36:41you don't have to worry about making
36:43this thing you can just send it so that
36:45people can understand it for you and
36:46hopefully this gives words to the makers
36:49whose work moves the world and helps
36:52managers understand how expensive got a
36:54minute really is

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