Slow observed that golf
bets are won before the first hole and after the eighteenth.
I am ten minutes to an
hour early for group meetings, depending on the meeting. If they are
important enough for me to attend in the first place, I want to have
sufficient time to work with everyone who has something for me.
Similarly, if I am
unfamiliar with the rhythm of a meeting, I’ll set aside a half hour
after the performance to make sure I’m available for gain.
Some meetings profitably
continue for an hour after they finish and others have people rushing
for the doors when the buzzer goes off. I learn which is which from
There’s a rhythm to just
being present. If I don’t have an immediate activity, I’m just
available, which attracts people who need to see me.
I had a nominal superior
who used to frown when I would leave for a monthly industry meeting
an hour early. He liked to be busy with internal urgent/not important
“Well, save me a seat,”
he would say.
Then he would get there
late, while I was running the nametag table, working with the audience. I always got back to the office after
That continued to bother
him at an unconscious level, and every month he had to think it
Coming back later didn’t
bother me. I went to the meeting to work with people who came, and if
that didn’t just occur during the scheduled time, what did I care?
One day he asked me why I
consistently got such easy access to the top people in our market.
There’s things I need to
do by myself, things I need to do with my team, but most forward
motion comes from working with others. Joy’s
Law is ““No matter who you are, most of the smartest people
work for someone else.”
Working with the smartest
people is the hardest to schedule tightly. Forming a better idea of
optimal scheduling is easier on me.