There are a few vacuous and repetitive yet buzzworthy books published every year that people keep inanely referencing. Don't be a chump and audiobook them on the subway, nor should you fork out for a subscription to a summary service just so you can feel better about being lazy ("I'm being efficient AND lazy!"). Here's a time-hacker's guide to ultimate efficiency, spending zero time and not wasting any brain space. Casually Reference the Title This is an easy one. It works best where the title summarises the core concept of the book. Probably my favorite one is to say "Well, this was really a ..read more

When it comes to the art of creating playbooks, we must first understand that playbooks themselves are the backbone of any successful playbook-making endeavor. In this tutorial, we will explore the revolutionary process of creating a playbook for playbooks that will make you'll question whether your job has any actual meaning. To begin, we must schedule a meeting to discuss the scheduling of further meetings to create playbooks. These meetings about meetings should be meticulously planned and well-documented in your Playbook Planning Playbook (PPP). The PPP ensures that you never miss a singl ..read more

If you've ever been involved in a major project for a huge company, you've probably come across two key roles: the project manager and the programme manager. You might be confused. What's the difference? Isn't a project a small programme? Are they both the same kind of manager? Is a programme manager the project manager's boss? Well the answer to those four questions is yes, no, no, sometimes, always, and absolutely not. Programme Manager vs Project Manager — In a nutshell Basically, the programme manager is responsible for maintaining an overview of a programme, ensuring that all the stakeho ..read more

In big companies, by which I mean any company with more than 50 employees and maybe a round or two of funding, managers really like to sit down with their team-mates for 1:1s. A 1:1 is a meeting with two people in it. Other names for a 1:1 are Awkwardly formal conversation Scheduled corridor conversation, but in a room Unnecessary meeting At a 1:1, a manager tries to understand what's going on in the employees head. It's usually entirely unrealistic, because a) the manager has only limited power to improve the employees life, and b) the employee can't say what they really think because, fra ..read more