I just read the Freakonomics article responding to Paul Graham’s recent essay, “Maker’s Scheduler, Manager’s Schedule.” The short summary is that managers break their day into 1 hour blocks and makers (programmers, writers, etc) break their day into halves. Therefore a one hour meeting can destroy half of a maker’s day.
I’m certainly a maker who’s usually pessimistic about the utility of meetings. I know the productive rush of putting on my headphones and diving head first into a program. I’ve worked that way before. It’s nice, and it works for me.
But I work at a startup in finance. It is simply not possible to structure my day to avoid meetings or interruptions. In particular:
- You can’t work all night and saunter in at 11am the next day. The market is open from 9:30 to 4:00, so you absolutely must be there for those hours. Even if you don’t personally interact with the market, it’s against the culture to be absent during trading hours. If you want to get ahead and make a difference, you need to be there early and leave late.
- The financial world is fast-paced and event-driven. You can’t go dark for hours or days on end. When something happens, people around you react, and winners jump up and pitch in.
- For technologists in finance, the customer is king. The “customer” might be an investor, trader, or boss. If they want to talk, you respond immediately. An attitude of “hey, I’m knee deep in some code” will not work.
These realities mean you either need to adapt or fail. Here are some of my techniques for producing quality software within the fast-paced, event-driven world of finance.
- I use OmniFocus to manage my tasks. I’ve tried other task management programs before, but none of them work as well as OmniFocus. It encourages me to target small, bite-sized tasks that are robust to interruptions.
- I put off deep dives to the evening or weekends. I think it’s counterproductive to make a habit of long hours or working on weekends, but it’s sometimes necessary.
- I take note of common requests, and find time to write a program to help me fulfill them, even if the program is an undocumented script that’s for my eyes only. This reduces the severity of interruptions.
- Be blunt about ending meetings. You can’t always be Mr. Nice Guy. Sometimes you just have to cut somebody off and get back to work.
I’d love to hear how other makers manage the reality of their work environment.


