Finding Productivity and Growth in the Maker vs. Manager Schedule and ICED Theory

Finding Productivity and Growth in the Maker vs. Manager Schedule and ICED Theory

Introduction:

In the pursuit of productivity and growth, understanding the dynamics of different schedules and product frequencies is crucial. In this article, we will explore the concepts of the Maker vs. Manager schedule and the ICED theory, and how they can impact our effectiveness in work and product development.

The Maker vs. Manager Schedule:

The Maker vs. Manager schedule refers to the distinction between those who create valuable work (makers) and those who manage people and systems (managers). Different types of work require different schedules, and recognizing this is essential for optimizing productivity.

When operating on the maker's schedule, meetings can be disruptive. The time and mental effort required to prepare for and recover from meetings can significantly impact a maker's ability to focus and create. On the other hand, managers thrive in a schedule that revolves around constant meetings and decision-making.

To strike a balance between the two, successful individuals set clear boundaries, communicate their needs to those around them, and create an environment that supports uninterrupted focus. By dedicating extended periods to deep, concentrated work, makers can produce their best results.

Actionable Advice:

• 1. Clearly define your role as a maker or manager and align your schedule accordingly. Communicate your needs to colleagues and establish boundaries to protect your focused work time.

• 2. Prioritize deep work by minimizing distractions. Consider creating a dedicated workspace that provides privacy and control over your physical environment.

• 3. Regularly assess your balance between deep and shallow work, pausing before action to evaluate what tasks make the most sense at any given time.

The ICED Theory:

The ICED theory addresses the challenges faced by infrequent products and offers insights for growth-oriented approaches. Products with low usage frequency require distinct strategies to engage users and drive retention.

The four components of the ICED theory are:

• I (Degree of Infrequency): The more infrequent the product, the lower the customer's product recall, impacting key business decisions like monetization and customer acquisition costs.

• C (Degree of Control Over the User Experience): Higher engagement before, during, and after a transaction ensures customer loyalty and reduces churn.

• E (Degree of Engagement): Engagement is influenced by transaction complexity, touchpoints, and predictability of retention. Lowering perceived effort can prevent customer disloyalty.

• D (Distinctiveness of the Product): Failing to be distinctive can strain customer acquisition, especially for infrequent products, where product-market fit relies heavily on market penetration.

Actionable Advice:

• 1. Understand the degree of infrequency of your product and its implications on customer recall and business decisions. Adjust your monetization and acquisition strategies accordingly.

• 2. Prioritize high engagement by reducing the perceived effort required for transactions. Streamline the user experience and provide support before, during, and after interactions.

• 3. Emphasize the distinctiveness of your product to stand out in the market. Focus on market penetration to overcome the challenges posed by infrequency.

Conclusion:

By recognizing the nuances of the Maker vs. Manager schedule and leveraging the insights from the ICED theory, individuals and businesses can optimize productivity and drive growth. Setting clear boundaries, minimizing distractions, and prioritizing deep work are essential for makers, while infrequent product developers must focus on engagement, customer loyalty, and distinctiveness. With a strategic approach to schedules and product development, we can harness our full potential and achieve success in our endeavors. Remember, as Arnold Bennett said, time is of the utmost urgency, and how we use it determines our outcomes.