Managers and Makers
A manager’s day is, as a rule, sliced up into tiny slots, each with a specific purpose decided in advance. Many of those slots are used for meetings, calls, or emails. The manager’s schedule may be planned for them by a secretary or assistant.
Managers don’t necessarily need the capacity for deep focus — they primarily need the ability to make fast, smart decisions. In a three-minute meeting, they have the potential to generate (or destroy) enormous value through their decisions and expertise.
Maker's Schedule: (Engineers, Artists, Writers etc. )
A maker’s schedule is different. It is made up of long blocks of time reserved for focusing on particular tasks, or the entire day might be devoted to one activity. Breaking their day up into slots of a few minutes each would be the equivalent of doing nothing.
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.
Each type of schedule works fine by itself. Problems arise when they meet. Since most powerful people operate on the manager's schedule, they're in a position to make everyone resonate at their frequency if they want to. But the smarter ones restrain themselves, if they know that some of the people working for them need long chunks of time to work in.
We shouldn’t think of either type of work as superior, as the two are interdependent. Managers would be useless without makers and vice versa.
Managers need to identify the makers and give space to their schedules.