As a product leader, have you ever felt like you’re constantly working two jobs? Meetings and emails by day, with the hope of getting real work done by night.
But it rarely works out. After a day of bouncing between meetings, rapid-fire Slack messages, and putting out fires, I don’t have the headspace for the critical thinking that needs to be done. Product leaders must balance the deep thinking required to set direction with the rapid context switching necessary to lead the team in that direction.
What this essay explores
- Distinguish the uninterrupted focus maker work requires from the rapid context switching of management.
- Audit your calendar against priorities instead of letting fire drills and squeaky wheels allocate it.
- Block and batch deep work around your peak-energy periods to reduce context switching.
- Protect focus time with clear boundaries, deliberate noes, and systems for declining meetings.
- Create mental space to transition from manager mode into sustained maker-mode work.
Product leaders need protected maker time alongside the meetings of management.
Key takeaway
As a product leader, have you ever felt like you're constantly working two jobs? Meetings by day, real work by night. You're not alone. In this post, we'll look at why and how to fix it.
