How Future Billionaires Get Sh*t Done

How Future Billionaires Get Sh*t Done

How Future Billionaires Get Sh*t Done (00:00:00)

  • Believes in the importance of a well-managed to-do list and choosing right software for this task.
  • Disapproves writing ideas in notebooks as they can be easily lost.
  • Important discussion about how future billionaires manage their work.

PG Essay (00:00:38)

  • Dalton Caldwell expresses his inspiration from a blog post by Paul Graham titled 'Maker schedule, Manager schedule'.
  • The post discusses the difference in organizing time between 'makers' (programmers) and managers.

Maker Schedule (00:01:18)

  • Maker schedule advocates for long uninterrupted blocks of time for maximum productivity, primarily for roles that require complex problem-solving, such as programmers.
  • Distractions or interruptions in the 'maker' schedule often lead to a complete restart of work state and reduce efficiency.
  • It's different from manager schedule, where tasks can be done in shorter time increments.

The Right Time (00:03:59)

  • Shared experience indicates that in start-ups, less meaningful work is performed before lunch.
  • The programming and substantial work typically start after lunch when there are fewer interruptions.
  • Encourages intentionally structuring schedules for maximum productivity during 'Maker' hours.

Structure of YC (00:05:01)

  • Y Combinator (YC) designed to give founders more 'maker' time.
  • The program has few events, a hard deadline (demo day), and weekly check-ins on progress.
  • The goal is maximizing productivity in 'maker' mode.

Manager Schedule (00:05:59)

  • Manager schedule emphasizes prioritizing tasks from the to-do list first.
  • Inboxes, mainly driven by others, should not dictate your tasks.

Meetings (00:06:36)

  • Encourages taking notes during meetings, so you do not forget key points.
  • If meeting notes aren't taken, subsequent meetings become necessary, wasting valuable time.

Visible KPIs (00:07:38)

  • Successful founders often have a dashboard displaying key business KPIs, constantly in their view.
  • Having immediate knowledge of key metrics can significantly assist in making swift, informed decisions.

Your Main Focus (00:09:38)

  • Concepts from the makers schedule can apply to customer relationship and sales roles as well.
  • It's recommended that co-founders allocate large time blocks for sales activities.

Social Media (00:11:01)

  • Social media identified as a potential time-wasting loophole for many founders.
  • Recommends finding a healthy balance to avoid spending too much time on social platforms.

Tools for Time (00:13:33)

  • Two types of tools help founders be effective: one to organize time better and the other to protect their time.
  • For effective utilization of time and productivity, founders should use both types of tools. Successful people recognize their weaknesses and apply tools for help.

Great founders not do (00:10:51)

  • Great founders avoid unnecessary distractions. Social media was specifically cited as a distraction that founders should avoid or limit their usage of.

Startup Mentorship (00:14:10)

  • Founders are often attracted to collecting mentors, advisors, and participating in accelerators and advisory boards as it gives the perception of actively engaging in successful startup activities.
  • However, this can be a time-consuming process and could lead to a scenario where a startup founder has never developed a product or gained any customers, due to being caught up in the cycle of startup mentorship.
  • This behaviour is often driven by fear and the belief that these activities will de-risk their startups as they have several individuals validating their ideas.
  • Instead, the three main strategies to de-risk a startup are suggested to be interacting with customers, building and launching a product, and a third one which was not disclosed in this section.
  • Doing anything beyond these activities can divert focus from the primary purpose of a startup and might not be the most optimal way of de-risking a startup.

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