I worked with another ci A long time ago. tight and actually I've worked with people like him a number of times, he would come into the office at 1030 each morning, and then he disappear for some time about lunchtime to go and have a meeting. And then in the evening, he'd be working until 1011 o'clock at night. And this was something that worked well for him. He liked working like this, otherwise he wouldn't be doing the trouble was he absolutely trashed the productivity what we were trying to do, because he insisted that the rest of the team been at nine o'clock. Everybody wanted to figure out what they needed to do at the start of the day.

Okay, so we'd already lost an hour and a half makers. Could we start getting on with stuff without in there? Well, we tried that and then he didn't Like what we did, so essentially, we had an hour and a half of dead time at the beginning of the day, then we lost his input for the different types of meetings during the day night, he spent vast amounts of time catching up on all the stuff that he needed to do or to be aware of. And that's what made the day incredibly long for him and made him very, very tired, very, very frustrated, over the longer, longer periods of time. And so what I'm trying to say here is there's a real importance in in time management, and that not only getting things done when you intend them to get done, not only the sort of the project management of getting deciding this is the time it's going to be delivered.

This is the cost it's going to be delivered that and making sure it actually happens. But the the more pervasive thing of getting the right rhythms in in the startup, so that there are many rhythms that you need to have if you're in tech you'll notice or having weekly sprints sets up a rhythm. Okay? So or if you if you go midweek to midweek, then on through Wednesday Yes, we're finishing everything off evaluating my opinion the final touches and then Thursday you're starting but the next one, many people do a Monday to Friday or Islam or a month three rhythm. But unless that the CEO is the is the guy who it or the girl come to that who is defining this rhythm, it's very difficult for it to get bedded down in the culture. And one of the problems of not having this deep time management focused rhythm of saying this is how we do it.

This is when we do it. This is the way we are doing it and getting that waterwheel or as Jared Jimmy Carter, Jerry Collins puts it a millstone is a lot harder because each of those regular meetings, regular catch ups that always happens at the same time is another lever another bar that you can be pushing. It can be pushing everything forward with. And so these regular meetings these regular checkpoints are absolutely critical Now, everybody is different. I have my, my own set of, of checkpoints each week. I mean, for me, when I started the day bank, I need to I need to catch up, I need to talk to my guys, I need to understand what's going on.

Then the end of the day, I like to do evaluation. Again. I like to be able to say to me on Friday, this is what we're doing for the next week, and then report on Monday or Friday. This is what I have actually achieved that keeps me in the rhythm. And that also then sort of says okay, so if you're in the finance or accounting, how then does your reporting fit into my rhythm? How then does the marketing report fit into my rhythm that Saturday, whereas the CEO doesn't have that rhythm in himself, he disrupts almost everything that everybody else is doing or should be doing.

So the importance of time management timekeeping, and setting a rhythm. And a rhythm is important I keep coming back to this rhythm is really, really important. Because it's a simple heuristic, it you don't have to think hard. If you've done it a dozen times or so it then starts to happen automatically. So it takes off the decision right off your head, you don't have so many things to think about stuff starts to happen automatically. that frees up more of your of your mind, your more of your space, more of your attention, to be focusing on the shit that really needs to get done, rather than managing the team.

So get your rhythm time management sorted out, and then enforce it and stick to it. You can miss any fucking meeting that you want and pardon my French you can miss anything. meeting that you want but every time you do it, it takes something away from the team. So set the rhythm, commit to it. Always be there or have somebody there who can speak on your behalf and on you and whose decisions you will back up. Absolutely.

Okay. Keep going. Get that time in