Oct 18, 2026 · 1 hr 2 min · 16 segments
Ep 212: Schedules - Who Owns Your Time explores the demands of architectural practice, shifting deadlines, and the hidden cost of making every commitment work.
Andrew HawkinsHostHe's the one that originally introduced the idea of the maker's manager's schedule.
So we've talked about the maker's schedule and the manager's schedule on the show before, but a little background will probably help.
The title comes from a 2009 essay by a guy named Paul Graham, who was a programmer and a co-founder of Y Combinator, which was a company that helped startup companies get off the ground.
His observation was that people who manage work and people who make things need different arrangements of time.
So like a manager's day can be organized into appointments, often an hour block at a time, while a maker needs longer stretches to get into something that requires sustained concentration.
So Graham uses writing and programming as examples, but working through building design belongs in this conversation as well.
A meeting halfway through the afternoon takes more than the hour assigned to it because it divides the remaining time into pieces that might be too short to do the work you intended.
That helps explain why an open spot on someone's calendar doesn't necessarily mean that they have nothing happening during that time.
So it's kind of like if I have a meeting from two to three, then I have nothing until three 30, then I have a three 30 meeting.
That's between the two, just because I don't have some book doesn't mean that I have an opportunity for you to come fill it.
He's the one that originally introduced the idea of the maker's manager's schedule.
So we've talked about the maker's schedule and the manager's schedule on the show before, but a little background will probably help.
The title comes from a 2009 essay by a guy named Paul Graham, who was a programmer and a co-founder of Y Combinator, which was a company that helped startup companies get off the ground.
His observation was that people who manage work and people who make things need different arrangements of time.
So like a manager's day can be organized into appointments, often an hour block at a time, while a maker needs longer stretches to get into something that requires sustained concentration.
So Graham uses writing and programming as examples, but working through building design belongs in this conversation as well.
A meeting halfway through the afternoon takes more than the hour assigned to it because it divides the remaining time into pieces that might be too short to do the work you intended.
That helps explain why an open spot on someone's calendar doesn't necessarily mean that they have nothing happening during that time.
So it's kind of like if I have a meeting from two to three, then I have nothing until three 30, then I have a three 30 meeting.
That's between the two, just because I don't have some book doesn't mean that I have an opportunity for you to come fill it.
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