Most of those versatile researchers of the data-driven world — the business analysts, creative analysts, or even cowboy analysts — probably run on a different schedule from their managers. Paul Graham’s latest essay compares “manager’s schedule” and “maker’s schedule.”
I’m no analyst, just a writer. But the more analysts I meet, the more I find that analysts and journalists share a surprising number of characteristics. One of them, I think, is the tendency to run on “maker’s schedule,” as explained by Graham:
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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.