It’s Easier to Get into Something Than It Is to Get out of Something

It’s easier to get into something than it is to get out of something.

This isn’t something most people think about, but upon hearing, say, “Yeah, isn’t that the truth!?” This is a human insight with implications for anything we start – like a new partnership, position, or program.  

In the natural world, it has a parallel with Newton’s first law of motion: An object in motion tends to stay in motion.

And, while the insight would seem to be a caution about jumping into things quickly, I think of it more as a law of human behavior. For instance, with a new program commitment we might want to think about the exit strategy – in case it’s needed. For a new funding relationship it means we should (often) be less concerned with getting a maximized gift commitment and maybe just focus on getting a new prospect ‘in’ and committed to our work (at any level).


Maker’s Schedule, Manager’s Schedule

I’m continuing to write about some mindful habits and insights to frame thinking and actions for the New Year.

Today’s post pulls together some thoughts on FOCUS and PRODUCTIVITY.

First, I’m highlighting Tom’s book notes from The Power of Full Engagement (read post). The powerful nugget:

Manage your energy, not your time!

Second, I want to highlight Paul Graham’s essay: Maker’s Schedule, Manager’s Schedule. Graham is the co-founder of Y-Combinator and Maker’s Schedule, Manager’s Schedule has been a guide for me since I first found it several years ago. Graham challenges us to think about two different MODES of working: (Bold emphasis is mine.)

There are two types of schedule, which I’ll call the manager’s schedule and the maker’s schedule. The manager’s schedule is for bosses. It’s embodied in the traditional appointment book, with each day cut into one hour intervals. You can block off several hours for a single task if you need to, but by default you change what you’re doing every hour.

When you use time that way, it’s merely a practical problem to meet with someone. Find an open slot in your schedule, book them, and you’re done.

Most powerful people are on the manager’s schedule. It’s the schedule of command. But there’s another way of using time that’s common among people who make things, like programmers and writers. They generally prefer to use time in units of half a day at least. You can’t write or program well in units of an hour. That’s barely enough time to get started.

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.

Read the full essay at

I partition most days into two parts. The first is the MAKER part of my day: writing, creative thinking, strategy. I will work from my home office… or my corner coffee shop… NOT AT THE OFFICE. Early mornings 5-10am are when I’m most creative (with an interlude to get the kids up, dressed, fed and to school). I then arrive to the office around 10 and schedule calls / meetings AFTER 10:30.* This let’s me FOCUS my creativity when my energy is highest around a MAKER schedule.


If you are a leader you need time to THINK. Manage your energy, not your time. When do you do your best thinking? PROTECT YOUR MAKER TIME. The science is clear and conclusive – we incur a heavy transaction cost associated with the interruptions that stop/start our ‘deep work’.