Ep. 394: Do I Need a Better Planning System?

Okay, so I have a question for you.

How do you figure out what to do with your time during any given day?

Now I think this question matters more now than it ever has before because if you don't

have a good answer to it, if you just sort of wing it as your day unfolds, guess what

forces are going to take control of your intention?

No slack, social media, online chat or YouTube streaming services.

This is a show about finding depth in a distracted world and to succeed in this goal, you need

a good planning system.

But how do you create a system that's not only going to work, but it's something you're

going to stick with over time?

This is what I want to talk to you about today.

And I have an expert that's going to join me to help us in this conversation.

Her name is Sarah Hart Unger.

She's a doctor and a mother and also a planning aficionado.

She's the host of the best laid plans podcast on which I've been a guest.

In December, she published a book with that same name that had the subtitle, a simple planning

system for living a life that you love.

Amazon selected it as one of the best nonfiction books of the month.

So I invited Sarah on to get into the nitty gritty details of how to build a useful and realistic

planning system.

She even helps me figure out solutions to some problems I've been having with my own

system.

So there's some changes I make after talking to her.

She also makes a case for why she only uses analog tools, which I think is interesting.

I'm not quite sold on that, but I think it's an interesting case.

So anyways, this is a deeply practical discussion.

And one that I think is absolutely vital to our mission here on this show.

So let's get into it.

As always, I'm Cal Newport, and this is Deep Questions, the show for people seeking

depth in a distracted world, and we'll get started right after the music.

All right, hey Sarah, welcome back to the show.

Thank you so much for having me on.

I'm excited to be back.

Of course.

I mean, I'm excited about your book, and I'm excited to get into the weeds on planning.

I have a whole list here of practical things I want to learn from you.

I want to talk about like what makes a good planning system good?

How do you keep systems sustainable over the long run, digital versus analog, family versus

personal versus work, tasks and planning and how that differs?

I actually saw a lot of connections between your new book and slow productivity.

So I want to get into that as well.

So we're going to walk away from here with like lots of ideas about how to get your life

under control.

But I want to start by just motivating this entire conversation for my audience.

Like why is planning important?

We need to ask that question.

Why is it being talked about like, why do I care about it on this show, which is largely

about fighting back against digital distractions?

I actually think that it's really well connected.

So I'm going to give you my take for why I think planning is important there, and then I'm

going to ask you the sort of give year, the way you think about it, right?

So from what I noticed is there was a period, I really kick it off around 2019 with

Genio Dell, who brought a sort of anti-neoliberalism, anti-capitalism critique to the world of things

like planning and productivity and the sort of related topics.

And essentially the anti-neoliberal critique was to care too much about planning is to commoditize

time, to think about your efforts as things that can be turned in the productive value.

And the sort of ideal anti-productivity vision that was being pushed, starting with O'Dell

and then lots of commentators during the pandemic was really what you should be doing is

just in an unstructured way walking through fields and watching birds and uncommodifying

your life.

And that this was detention between commodifying your time and watching birds in a park in San

Francisco.

And this was sort of the setup.

So that never rang true for me, you know, like you, I have three kids, I have seven jobs,

like there's a lot going on.

And to me, the opposite of having a planning system is not walking through the fields and

enjoying birds, it's chaos, it's stress, it's anxiety.

And this is how I connect it back to my program here on this show.

It puts you into exactly the state where the digital overlords can dominate because when

you are overwhelmed and reactive and don't know what's going on, guess what suddenly becomes

really appealing?

Well, let me just pull up the phone or let me just fall back onto like email and just

sort of shoot messages back and forth.

Let me zone out to a streamer because it's going to numb out the anxiety I feel.

So I thought of planning as a key step towards a deeper life, not as something that was

getting in the way of a deeper life.

And there was this sort of clash that was happening.

All right.

So you've been working on this topic so practically for years with your podcast and

now with your book and with your blog.

Why do you think about planning as being important?

Yeah.

Well, first, I guess it's super interesting to bring back to that like Genio Del kind

of movement because I do think people get stuck in thinking about planning as having

to be married to productivity, meaning if I want to plan, it means that I'm trying

to cram in as many quote productive things as possible and capitalism, you know, the

wheel spinning, et cetera.

But that to me is such a unfair way to characterize planning because to me planning is so much

more about thinking ahead of time, about what you want to do in your life and then making

sure that you have things lined up so that you can do those things.

And for me, if I were to want to go bird watching in a San Francisco park, let me tell you

what I'd have to do.

I have to do a lot of planning to make sure that that could be accommodated in my life

without, you know, having a kid not get picked up from an activity or not pay the bills

or whatever it is.

So I guess that kind of goes along with what you're saying as well, which is that those

two things don't have to be mutually exclusive.

They, the free time, the intentional leisure and the planning.

And in fact, I think if, if anything, for many people depending on their stage of life,

the planning piece is actually required in order to make the best use or, I don't know,

the use that fits aligns most with what they really want to do with their time.

And so that is what has driven my passion about planning.

It's not about turning out more widgets, you know, earning more money necessarily, but

it's about fitting in the things that you want to do in this one life that we all have.

You know, I'm also a huge fan of sort of the mortality focused literature, the sort

of Alvar Berkman, Jody Wellman type stuff.

And that just for me, lights a fire around planning, which to me also has sort of two

pros to it in a way.

One is about making sure we're not just going on autopilot and making sure that we are

fitting in the things that we want to do.

And the other side is making sure we're not getting overwhelmed by little tasks coming

at us, trying to kind of take a bite into our lives and by making sure you're managing

all those tasks and making sure you're purposefully adding in the things you want.

And hopefully you get to do more things you want to do like, I don't know, birdwatch

in a San Francisco park.

Well, let me give you an analysis, I'm going to not psychoanalyze, but I'm going to analyze

you.

And then you're going to tell if I have this right because I have this theory about

partially why you're, you personally are in a very good situation to be leading people

through these topics.

And I think it, I don't really understand your profession, your pediatric endocrinologist,

right?

Clinical doctor.

Yes.

It's important that you're a clinical physician because my understanding and in some sense, that's

a, that's a very demanding job, but it's also very structured, right?

You have this sort of cadence of appointments.

That's like probably pretty standardized in your practice, whereas a lot of people and

maybe in the genodel camp and people in my world, you're often in like a more vague knowledge

work environment where there is this sort of, which is this where I get the odelic critique,

there is this sort of sense of like an endless knob of productivity that you can turn that

seems tied to like busyness and how many hours you're willing to work outside of work.

And there's like a rightful, you know, negative association that people in like an email based

office job start to build where they're like, all right, enough of this productivity

talk because my boss just wants me to do emails till midnight and like enough is enough.

And it matter that your job had enough structure that you, you could stand aside a little

bit from some of the maladaptive stuff that was happening in certain knowledge work jobs.

It was, I think, smoke screening, the importance of organization and planning because it was

sort of like an orthogonal issue that also needed to be solved.

Am I getting medicine right there or am I just going to, am I romanticizing it?

I mean, I, I've personally experienced both sides because I've had more like leadership

type roles where the emails are like rolling in and the meetings and everything is a little

bit more, you know, kind of like a world without email, but the opposite of that kind of.

But then yes, the rest of my job has been very, very structured and you are right.

A lot of my passion was born out of a time period when almost all of, not all, but like a

very large fraction of my hours were very much accounted for by others.

Like it was during my residency training where we had caps at 80 hours per week that we

could be at the hospital.

But other than that, you know, our time was not really our own and it made sense to be

incredibly intentional with the hours that were left.

And I guess that is where a lot of my passion around planning was born.

But you're right that my current life is is much more around that much of my time is

fairly structured.

And that is one of the things I love about my clinical job is that I can go in, see my

patients write my notes and kind of feel like I did everything for the day.

Is it true you had your first kids when you were still this overlapped residency?

My first kid was during fellowships, so that's the subspecialty training after residency.

Can I ask you a brief unrelated question that is related to the pit on HBO?

I love the pit.

You can ask me anything about the pit.

My husband and I, because he's a vascular surgeon, we like to sit there and analyze every

episode for correctness and maybe misinformation.

Vascular surgeons think that they should be bringing, they're doing too many things in

the ED that they should be bringing consults in.

That's what I heard is like, no, you can't, don't mess with that nerve in the head.

And you've got to bring down, okay, but here's a question on behalf of my whole audience.

More important than anything else we're going to talk about.

Can you please distinguish between third year medical student in turn, like pre-residency

first?

I cannot, my sister is attending, you know, ER doctor, and I still don't understand, can

you just, what is the order of things that happen?

And then we'll get back to Platy.

But I got to understand this.

I don't understand which character is what, when?

Yeah.

Well, I'm trying to remember like who's a third year and who's a fourth year, like

Javadi, is she a fourth year maybe?

So in med school, you usually do your core rotations.

So that's the very first year in the clinic, your third year of med school.

And then the fourth year is more like subspecialcy rotations.

I don't feel like the pit does a great job of saying who's a third year and who's a fourth

year.

Is that in turn yet or not?

What is it?

Is fourth year the same as intern?

Or is that post fourth year?

Yeah.

So medical school has four years.

I didn't know that.

Then begins your intern year, which is also known as the first residency year.

And most residencies, well, the ER residency is actually four years long.

So sometimes it's totally unclear, but we know Santos is R2 because I keep saying it over

and over again.

Yes.

And the really young doctor in the first season, I think, was third year or fourth year,

maybe like a fourth year.

Okay.

And then when you get called doctor, you get called doctor when you begin your residency.

So after med school, before that, I used to use like an archaic student doctor, heart

hunger or whatever.

Yeah.

Interesting.

Now we got the important stuff covered.

We can get back to the easy stuff like trying to manage life in this chaotic world.

All right.

So let's go back then.

You've been thinking about planning and organization for a long time.

You've had your podcast, your blog, and your book.

I think I have that order not quite right, probably blog podcast, book.

That is correct.

How today do you think about the elements that have to go into a successful planning system?

Yes.

So in my opinion, and I know it might differ a little bit from how you talk about it,

but I feel like there are three big ones.

The first one is a calendar that's completely functional and shows everything.

And in my book, I refer to that as like one master calendar.

And that can be, it sounds so straightforward.

Like of course, I have calendar, but a lot of people are actually consulting multiple

places, even on a day-to-day level to actually figure out where they're supposed to be.

So master calendar is number one.

Number two is a really robust task management system.

I've coined the term airtight task management because I want to communicate that like you

know exactly what's coming in, where to look for it, how often to look for it, and where

to put it so that you know you will see it.

And to me, that's the part where you're sort of preventing the moth eating, like things

coming at you from really getting too much of your time and attention and putting the

tasks in their place where they belong.

And then finally, you need a fantastic and robust goal-setting system.

You talk about yours in like a multi-level scale planning.

And I have a very similar version of that called nested goals.

It has a couple more levels than yours has because I love a month.

I love the monthly level, which you don't really talk about.

But similarly, you know, you're planning every year and then every season you're looking

at that yearly plan, every month you're looking at that seasonal plan.

Every week you're looking at your monthly plan and every day you're looking at your weekly

plan.

And that sounds so much more involved as it is than it actually kind of is in practice.

But by doing that and having like a really clear cut purposeful ritual at each of those

time points, you know that you're going to be integrating kind of the urgent and what

you need to do in a given day or week with the kind of higher level goals that you've set

in more thoughtful planning sessions.

Right.

So I think this is fascinating.

I think this is a key distinction.

I struggle to communicate this sometimes as well is that there's these different elements

that all go under the umbrella of planning.

You have the whole sort of information organizational aspect of it and then you have the sort of

time control aspect of it, which you're calling like goal setting system.

And I think often people will zoom in on just one piece could be the like I have a planner,

a planner called a time block planner, but it's not a planning system.

It's like one piece like in your terminology, it's like one of multiple pieces that goes

into a goal setting system that itself could be large part of a larger planning universe.

But there's people who say, I bought my time block planner.

So can I organize my whole life with this thing and I was like, no, no, no, no, that's

like you just, you bought an exercise band.

That's probably a good thing to use as part of a large health and fitness routine, but

just having that exercise band is not the, it's not the whole thing.

Okay.

So I want to go through, let's go through these in this order because I think it actually,

I think calendar to test, airtight test manage with a goal setting system is easiest

to hardest or simplest and most complex.

I feel like things get more and more complex as we move down.

All right.

So master calendar, when you say shares, everything, so you're talking about professional,

personal family, we need everything in one place.

Are you a digital person?

Are you a Google calendar where you could have like multiple different calendars that

you turn off and on?

You're going to be like shocked and everyone is always shocked, but I'm largely paper based.

I have three kids.

I also have like five, not five jobs, but maybe, maybe three jobs if you count like the

podcast is one and then all my other media stuff and then my physician job, which is three

days a week.

I do work part time as of now on my clinical side.

But for me, I'm able to actually have my master, I have it right next to me.

My master be paper, meaning, okay, it's every detail of every little thing in here.

No, meaning there are blocks in here.

This is not going to show up, but we're just as patients.

And I can't like see exactly what the patients are that I'm going to say, because for all

that would not be hipocompliant.

And second of all, that would be way too much to put on paper anyway.

But I know that when I go to work, I'm going to log into our electronic health system

and see exactly which patients I have to see.

But still, this is enough for me to know.

This is where I have to be on any given day.

And on my kids' level, I have a whole section on the bottom that talk about like where

the drop-offs and pickups are.

Wait, what do you mean by section on the bottom?

This is outside of the flow of time.

It's like at the bottom, you have kind of like a to-do list for like listing out, drop-off

pickups times.

That's a choice that I've made, but I do use a vertical planner, so I can see pretty

much everything kind of like scaled to time, just like you would pull up an outlook or

Google Calendar.

But because I don't always do all the driving, you know, I'm like, we have a nanny, I have

my husband, I drive, I have three kids, they're going in different directions.

I kind of like to still know where all the kids are, so I kind of put a robe beneath

there where I put all the comings and goings of gymnastics and basketball and dance and

all that.

So it would be like drop-off at 3.30, pick up at, so just like listing it.

Okay, yeah.

Oh, that's interesting.

We've taken to, so we were Google Calendar people, my wife and I, because then I have

my work calendar, so she can see, and I can see what she's doing.

But we put the kids, like family stuff, we put those as, those are like appointments

on there as well, and we'll try to span the time the driving actually takes.

So like that half hour will be, now a reality of this calendar is there's a ton of overlap

stuff happening, because now everything is on the same screen, so you know, in Google

Calendar things that intersect time-wise overlaps, there's a lot of, at least you can, you

can hide, right?

Yeah.

So you can decide to only look at your hardware.

You can click it off.

Yeah.

Yeah.

No, and I'm not against digital whatsoever, but you did ask what I use personally.

I think both are fantastic.

I just, sometimes people write off paper kind of thinking like, well, if your life is,

you know, complicated, there's no way that will work.

I'm like, I've been making it work for a really long time.

I do a very small writing, and I enjoy using paper.

So if that does not apply to you, I 100% say embrace the digital solution.

When my kids get a little bit older as well, and you know, right now I kind of have one

using digital, but my two younger ones not so much, but I could imagine that's migrating

when it makes more sense for everybody.

Could I ask out how large the formatting is?

So is it day per page, five day per page, like how big are these columns?

So my calendar exists on the weekly pages, it's like, kind of, you can see on the video

of a Hobunichi cousin planner, which is a five size.

So each column is like little more than an inch wide, but it has a very small grid lines

and it goes all the way from, you know, midnight to midnight, so you can see a whole week.

You can see an entire week in a glance.

Yeah.

Okay.

Interesting.

And then how much are you putting non-appointment things on there?

In other words, and when are you putting those things on there?

So things that are not, you know, I need to be here.

There's a meeting.

There's an appointment.

I'm seeing patients to me.

But optional tasks that you're adding, just kind of keep track of what you're doing with

your time.

Is that?

And now we're bleeding into task management and goal setting probably as well, right?

Is this probably touching on everything?

Yes, a little bit.

So this is super interesting because people love to like fixate on like, well, is it all

in one tool or is it not?

And in my case, it is, but I do think like this is an important time to step back and

like realize there's, it's still performing different functions for me.

And there's no reason it has to be all in one tool.

But for me, I do actually do most of my, pretty much all of my shorter term task management

on paper as well.

So I have two places, well, we're kind of skipping ahead to task management.

But when you are deciding where to put a task, you want to put it in a place that it makes

sense that you're going to see it at the right time.

You can either assign it to a very specific time, like you can literally calendar it in.

You can assign it to a day and you can do all these things digitally as well, or you

could assign it to a week.

That's a little bit harder to do digitally, but you can, you can find some workarounds.

And so for me, many of my like day-to-day tasks and I, I use the word task instead of goal

here because I often talk about kind of goals turning into tasks around the weekly level.

But I have a Mars, like a, the eighth column on the left hand side has a lot of tasks

that I want to do for the week.

If I have a task that I come across that isn't that urgent, then I might assign it to

a future week.

So, well, next week doesn't have anything, but the week after that has a couple of tasks.

Or I may actually stick a task up at the top of a day if I don't have a specific time slot

for it, but I want to assign it to a specific day.

And what I do with this is so arbitrary.

Like you can do the exact same thing in Apple Notes or to-do-ist or to-do or things like

the actual place, the vessel where you're holding these things is going to be unique to

what your style is and how often you like to use devices versus paper, et cetera.

The important thing is defining for yourself where these holders are.

Where do you put tasks that you want to see for the week, but you don't want to, you

know, assign to a specific day?

Where do you put a task that you know you're going to see at the beginning of each day,

and where do you maybe put a longer term task that you don't want in your face for a given

week, but you know you're going to want to see later.

Let's take a quick break to hear from our sponsors.

As listeners of the show know, I'm not a huge fan of huge, over-height pronouncements

about AI.

I'm much more interested in the specific applications of this technology to specific

tasks.

This is where Zapier enters the scene.

I've known about Zapier for a long time.

It's a tool that helps you automate tasks or actions on your computer, and people in

my circles have long used it to build systems for tracking information or speeding up regular

tasks and so on.

It's really cool stuff, right?

I'm a bit of fan of this for a while, but more recently, Zapier did something smart.

They seamlessly integrated AI into their automation platform.

You can now, as part of their automations, query a leading AI model, like chat GPT or

Claw, and then integrate those responses into the actions that your automations take.

Now it really opens up the possibilities for building these types of automations on

your machine or for your team.

Here's the thing.

Zapier is for everyone, tech expert or not, no IT bottlenecks, no complexity.

You can start building smarter automations right away.

This is why teams have already automated over 300 million AI tasks using Zapier.

Are you ready to join them?

It started for free by visiting zapier.com slash deep, that's z-a-p-i-e-r.com slash deep.

I also want to talk about our friends at Caldera Lab.

Men, let me level with you.

We need to take better care of our skin, and here's the way to do it using Caldera Lab.

Caldera Lab makes high-performance skin care designs specifically for men's skin, and

more importantly, they've simplified these for their products into a straightforward three-step

routine.

Step one, use their clean slate product, a cleanser to get the dirt oil and sweat off

your skin.

Step two, use the gray, a serum clinically proven to reduce wrinkles form and improve elasticity.

Step three, use their hydro layer moisturizer to lock in moisture all day.

That's it.

I have all three products, and I can tell you from experience, this routine is simple

and effective, especially the moisturizing.

I'm so used to my skin feeling dry all winter, I was amazed to learn that it doesn't have

to be this way.

So, if you're interested, go to calderalab.com slash deep, and use to code deep for 20% off

your first order.

All right, Jesse, let's get back to the show.

Well, okay, so let's move on to the airtight test management.

So the word airtight here, this is a reference to like a David Allen style full capture, not

in your head and not somewhere where you're going to forget that it exists.

Correct.

And I make a big emphasis on making sure that you are very aware of where tasks come at

you, because it's usually for most of us not just one place.

You might have text messages, your WhatsApp chat, your email, your work email, and your

personal email, people that just like, stop you on the street and tell you they want to

do XYZ.

And you need to have a really thoughtful way to make sure that each of these pathways

has a pipeline that like makes sense, like you're checking them enough, but not necessarily

all the time.

And I actually kind of teach people that every given box that you might receive a task

in might have its own cadence that makes sense.

So maybe you look at the sports team app twice a week, but you only look your email three

times a day or something like that, like I'm making that up.

And then to be very clear about once those tasks come in, where are they going so that you

are not going to lose track of them and you see them at the right time.

Sometimes the answers to just do the task, you know, something comes at you that's one

minute or less.

You just get it done.

But then a lot of the times the answer is to put it into whatever system you're using

for task management so that you see it at the right time.

Okay.

And so your vessel agnostic, but the idea is you have a singular vessel that when you

check these various pipelines, it stores the tasks and then there's a separate sort of

system or cadence for taking it out of that vessel and getting it onto your weekly plan,

your daily plan.

Is that more or less right?

Yes.

I mean, sometimes there's not really like an extra step there, like if the vessel is

your text messages and someone sends you a task there, it's not like it's going to

some holding place.

You would then, you know, let's say you make sure that at the part of your processing,

and I know you talk about processing at the end of every day, either with a TXT file

or however they're doing it.

But as you're processing the end of each day, you take any text messages that's left,

you leave it unread if it's something you have to handle and you put it straight

into whatever tool that you're going to use, whether that is again, that to do is tap

your planner, whatever, whatever it is.

And being very careful about once you've chosen where these tasks are living, you cannot

be swapping around and using multiple storage vessels.

You've got to be like, this is my one place and you have to have rituals that include

looking at that place.

I think that seems kind of obvious, but I get a lot of people, they're like, well, I put

some place, some stuff on my monthly and some I'm like, well, when are you looking at

those pages, right?

You want it to be somewhere that you're going to be checking at the appropriate cadence

so you know you're going to see it.

All right.

So what do you use right now?

Yeah.

So right now, I do a few things.

So if something comes at me like randomly throughout the day, I do exactly what I just

said, which is that I will text myself or email myself and leave it unread.

And one of the things I do at the end of every single day before as I'm shutting down

is to make sure that those, anything that's left unread is captured.

I do that with WhatsApp as well.

Like, if I get something from school and I'm like, oh, I need to deal with that.

I need to go into my system that gets left unread and that inbox gets checked by the

end of the day.

So you said unread emails and unread messages.

Text for WhatsApp messages.

Okay.

So that's what that's going to be doing your processing step, what you're looking for.

So if you think up something, just, you know, X Nilo, like, oh, God, I forgot, I need

to like start planning for X.

You might send yourself an email so that it'll be their unread.

Exactly.

And leaving it unread, because it means it hasn't been processed.

Okay.

So then when you process, when into the day, end of the day, I want to see no unread

texts, no unread WhatsApp messages and no unread emails.

So what does that mean?

Like archive them or dealt with them, but they are, they're not black.

So then what are the, I don't even know.

Can you send yourself tech?

I'm so tech bad.

Can you send yourself text and then you can actually leave them.

You can like, I don't know, you swipe over and you click the thing so it shows that it's

unread.

My fingers know how to do it.

Yeah.

They're so sequence of things I do all day long, which I can't actually tell you what

it is.

Okay.

So then what are the options then?

So this is fascinating to me.

I'm looking to the nitty gritty here.

You have to end the day you're processing.

What are the options for what happens to the information in like one of these unread emails

or text messages?

Yeah.

So that is where this like, where my task management system comes into play, which again,

tool agnostic, but I largely use my planner.

So I'm either assigning it to like this week.

If I need to get it done this week, I'm assigning it to a future week or I'm giving it a

specific calendar slot within my planner so that I know on one exam, I'm going to wake

up and be like, oh, at 10 a.m., I said I had to sign the kids up for that camp that's

going to sell out in 30 seconds.

Perfect.

I'm going to see that that morning.

I'm going to know about it.

And then I'm going to do it.

So this is interesting.

So your main place you store the tasks is your planner itself.

It exists somehow tied to time, be it at the weekly scale or the daily scale or in like

a particular slot.

I put almost all of my tasks in even my goals tied to time.

I mean, that's kind of how I link.

I call them goals kind of at the larger time horizons, like year or season, and I call

them tasks when I get down to the weekly or daily level.

Again, they're not always specifically tied to time, but they, I mean, I guess they

kind of are because even if I'm putting it in a future week's time frame, and even if

I haven't entirely committed to dealing with it in that future week, it means I'm going

to see that task on that given week.

Because again, just like the day and I have things that I want to make sure I process

by the end of the day, I'm never going to exit a week without doing something

and this is actually a very key point of task management to everything I've put there.

It doesn't mean I've gotten them all done, but I've either decided, you know what?

I don't want to do that anymore.

I'm crossing it off or I'm migrating it.

And actually, this is kind of coming from the bullet journal world that I tend to

put a little.

Yeah, like an arrow through it and then I move the tasks to somewhere else.

Oh, interesting.

Okay.

And then do you do that at the end of each day, is that when you're looking at tasks that

are assigned to that day you didn't do or is it more at the weekly cadence, you look

at the whole week of things that were assigned either to the week or to particular days

that didn't get done.

So I do make a list for each day as well.

We didn't even get into that.

But I tend to do the exact same process.

Again, it's going to be much, much quicker on a daily level.

Maybe I had six tasks I assigned myself.

There was one I didn't get done.

But as I'm doing that sort of like end of day processing, if I have an empty checkbox

on my planner, I better figure out what I need to do with that task.

If I miss a day here or there, usually I'm able to kind of catch up by making sure

I haven't crossed it off the weekly, so there's kind of multiple layers in there.

But in general, I do that processing really at the end of every day and as I move forward

to the next week.

Something that's interesting to me about this approach is it may be a way around a real

issue I have and I think a lot of people have, which is task system or version, which

is this notion of if things are going into a task system, it could be a singular vessel

in a very good program and things are being stored and categorized in there.

There's a sort of activation energy that builds up, especially if you're stressed or

you're overwhelmed or the week is going difficult and you're like, my day is full.

I often have days where, because I work within a very fixed amount of time, where I'm constantly

racing the clock, I got to get this article in, these edits or do, there's these urgent

things or whatever.

The activation energy of let me now load up a task system and read all these tasks and

confront all that I have to do and like, I don't have time to do anything in this day

and I don't want to do that and then I fall out of the task system for multiple days.

So if you're just on your, the one tool, I always say like everyone uses at least this

one productivity tool or organization tools a calendar because you can't remember when

your dentist appointment is without it.

So you know you're going to look at your plan like the, the, the weekly, like, what am I

doing today?

What am I doing this week?

Like that will get used because you have to see.

And so having the task in there means there's no separate activation energy does.

This is huge.

Yeah.

And it's actually like why David Allen stuff doesn't totally work for me.

And it's what you said.

It's like that residue of like, I don't want to look at all the things I want to do.

I don't want to look at like six weeks worth of accumulated stuff when I know I have like

two, three hours on a given day.

So that's exactly that activation energy I haven't heard it describe in that way, but I think

you're right.

It's so much less stressful to be like, okay, what's on today?

Oh, look, today is really crowded.

Let's only look at that weekly list.

We're not looking beyond that.

And then like selecting maybe one thing if that's all I have time for creating my new list

for the day and then never looking back for the rest of that day until I, you know, maybe

when it's time to do monthly planning, I'm going to look go larger scale, but I designed

this system in part because I am like you stressed out by the idea of seeing everything

I need to do more often than I actually need to.

And things that are non trivial in terms of time, but are still in that task category.

I mean, in my experience, the way those things get done is they live on, they, they're

on your calendar for the day.

Yes.

Like, that's how it happens is like, no, this is what I'm doing at 12 is I'm going to

the dry cleaner and then calling like whatever information at list that exists in list is

not very, it's much less actionable.

But okay, so are you also, here's the other idea that I'm just thinking about ideas that

are catching my attention is like, oh, wait a second, yes, I think there's, there's

something here that's like explaining an issue that I want to solve because when I'm

thinking about my task vessel, I'm using primarily the things three right now.

One of the things I do is like, I'll often, there'll be like a bigger project and I'll,

I'll generate as I come up with like steps and tasks related to that project.

I'll be adding them to this list and I'm like, okay, I can't have, I couldn't put all

of these on the my count, like I have hundreds of tasks in there, but it sounds like

until if I have this right, what you would say is you shouldn't be, you're expanding

too much of the goal and the practicality too early.

Like that project should exist as a goal and when we get to your goals setting system

which we'll do next, I mean, there's a cadence in which those goals are projects generate

tasks for the near future and that like probably you would say, if I have this right, like,

yeah, you're listed too long because you're unfurling too much from these things you're

working on.

You don't need to do that in advance.

You need to see what the projects are, look at your week and figure out, what am I going

to try to make progress on this week with these projects and what does that actually look

like practically and let me put those tasks for the week of our particular days, is that?

Right.

Yeah, and there's nothing bad I don't think about keeping future potential project steps

somewhere convenient like for you with my things, for me, I love you.

I'm looking at my list while you're talking by the way now, no, I'm thinking.

It's going to be fun.

We can experiment with like an actual thing that you want it to do, like there's nothing

wrong with having a receptacle for ideas like, I'm imagining maybe you have like a renovation

list and there's a whole bunch of things on there, but the truth is you're not assigning

yourself all of those things at once because there's no way that fits in Calendiport's lifestyle

when he's also working and dealing with kids from day to day.

So that's exactly right.

You might have that as a reference, but you're not like putting on your plate all of those

things until you've decided to put one of them on your plate, if that kind of makes

sense.

It might happen not to skip ahead at a higher level goal setting system, like maybe you're

planning your summer and you're like, you know what?

Now is the time.

I'm ready to tackle that bathroom reno and maybe I'll just put like begin bathroom reno

on the list and then on the monthly level you think about, well, what piece am I going

to do first?

I'm going to get quotes and then again, that kind of generates more smaller tasks at the

weekly level where you're like, oh, let me text my friend and find out which contractor

he used or whatever.

So things will trickle down, but the idea that you kind of need to have all of them assigned

you as tasks when they're not really happening yet, I find that stressful.

And again, I think that's partly why I built the things the way that I did.

Well, like I just noticed looking at my list now that there's like multiple pretty technical

tasks related to one of the courses I'm teaching right now because I, you know, at some

point, I was like, this needs to get done.

I need to post the syllabus for the second half of the year and I need to, you know, check

in with the TAs on this or that, right?

I'm kind of like putting these things down so that it's not just in my head, but there's

also a notion of like, well, if you trust yourself that there's just like a standing project

for the semester, which is the course and like part of, if I just at the beginning of

each week was like, where am I in the course?

What's coming up?

What needs to get done this week?

I'm not going to forget though.

Like, I mean, I will, I will be able to generate those things as the time comes up most

likely, right?

I said, okay, I'm looking ahead at this week.

You know, like, I need to, the rest of my syllabus should probably go up.

Like, we're getting towards the end of it.

So let me schedule that for this week or I don't need to, the TA thing maybe is relevant

when there's an exam degree or something like that.

So there's some, there's some interesting balance here.

Well, hopefully you have some sort of system and I'm sure you already do something like

this where you're like looking ahead at your week and that's often going to generate

tasks that kind of like make sense for what's coming up.

So, you know, part of planning at every time horizon and this even includes the day,

you're not just looking back at like, well, what do my previous self want to do?

You're like, oh, what's actually coming up ahead?

Is there anything associated and you being cal, you would do it.

You can trust yourself.

Like, I'm sure that you would look ahead of the week and be like, oh, you know, we have

this coming up.

And if you had to do something that's longer range, maybe you would leave yourself some

kind of a note prior to that.

But I feel like if these are things that are just like generally part of your job and

your, your flow anyway, they have, you'd come up with them and you probably don't need

to have them somewhere separate.

Now if having a list of everything is just helpful to like have a reference, I don't even

know if I would call it part of your task management system, almost just more of like a collection

or reference than that, that could make sense, but you haven't like truly assigned it to

yourself.

So let me tell you my goal setting system and then I want to hear, let's do, as a CS term,

we'll do a diff.

That's right.

It was an old command line program.

You give it to text files and it would highlight exactly where they differed.

So it was, it was like how you would tell if there's like changes to source code in a shared

code repository.

This is the type of stuff people come here for.

They want to hear that.

Yeah, there's the type of stuff for you.

I'm like, okay, let me talk.

Command line interfaces.

All right.

So my multi-scale.

So now I know my multi-scale plan is what you would call goal, goal setting system and

the nested goals.

nested goals.

All right.

So the way I run it is, I typically have like a semester or quarterly check in.

Like what are the big things that are happening this season?

I mean, they roughly correspond to my academic semesters.

And I write it out freehand.

It's in a text file.

It's like, hey, this is, I don't want this to be too structured yet.

So it'll be things like I'm teaching this course and here's type of things I have to keep

in mind.

Where am I on like if I'm writing a book, like where I'm really looking to be, you know,

done with submit the manuscript by December, which means like I probably need to be doing

a chapter a month.

So it's sort of like thinking through at a high level, like what's happening at this

scale.

Then and this has sort of been my secret sauce that I think you were one of the few people

who actually talks about this scale as well is actually for me is the weekly, the weekly

scale is critical because it's where I interface that plan and the calendar.

And this was always, this was like a big thing for me.

I look at that.

Okay.

What are these things that are these big picture goals?

I look at my task list, which now I'm learning are probably too detailed.

And so this could be a lot easier.

These could be like more stakes in the ground instead of like long list of things.

I look at my task list and I look at my calendar, which at this point is really just going

to have things that are appointments and meetings.

So I can see like what's the layout of my week?

When do I have time?

When do I not have time?

Which days are busy or not?

Are there?

This was a key innovation.

I came at some point I was like, oh, this is the time to look for big win changes.

If I cancel this one appointment Friday at 11 a.m., that's going to free up like six

straight hours.

And so like I see now, I'm going to be frustrated when I get there.

I'm just going to move that to like another day or something like that.

And this is when I start putting stuff on the calendar that's not meeting or appointments.

So now I'm like, I want to make progress on this goal.

I'm going to now block time on my calendar, like a meaner appointment for that particular

goal.

Like I'm going to be writing this day, this day, and this day.

I'm going to work on this like project this afternoon.

And now I'm starting to protect time at that scale.

It's also where if there's key tasks, I'll start, when am I going to get these done?

And I'll start actually adding them to my calendar.

So by the end of my weekly plan, the calendar is like a lot fuller.

There's a lot less space in it.

But only some of it is actually meetings or appointments.

A lot of it's what I came up with.

And then I go to the daily scale every day, I make a time block plan for the day.

Now what I found is, if I don't time block plan, it's, unless it's a writing day where

it's like, all that really matters is I write as much as possible, like I'm on deadline

and then it's just survival mode for everything else outside of those days.

A lot of that day by the time I get to it, the calendar is pretty full because I've been

making use of it.

But I transfer that into a daily time block plan and I fill in the remaining gaps in

the work day for what do I want to do during that time.

And then I execute off of the daily time block plan for the day as opposed to like list

reactive method.

All right.

So that's my goal setting system.

What's our diff there?

Where are the places where we are?

Yeah.

Where do I do things differently?

So I would say I mean a little bit less heavily on scheduling things, which is interesting.

So like when I go, I actually will also add that I love to have a monthly level as well

because I have actually figured out that I'm going to pull my little monthly out.

And yes, this one's analog too.

My schedule is very weird and varies a lot for a month to month because I have weeks

where I'll be entirely on call, entirely clinical.

I can't do anything for the podcast.

And then I'll have other weeks that maybe I've taken like time off to do work for the

podcast.

So like my months can be incredibly variable.

So I actually have a step in here even on the monthly level where I'll look to see how

like kind of work days do I have when I say work days, I mean like how many clinical

work days and how many work for myself days and how many days is a family going away,

et cetera.

And that's how I will kind of decide how much I want to take on from a creative perspective

because that's the lever that kind of moves the most can go high on some months and low

on other months.

So month to month kids that it's not just week to week, you're like this month might

be a clinical month and correct, or maybe not the entire month is clinical.

But like whatever it definitely like the case, the feel of this month is like I'm actually

doing a lot more like an office stuff.

So it's interesting.

Correct.

Like January, I had lots of days that I could play around and work and then February,

we had a week of family vacation.

I had something medical going on and I had a week of call.

So that left me like, I don't know, this is like one out of four days is today.

And I actually have time to do anything.

So that kind of helps me take a larger overview like, how much can I actually take on here?

Do I even want to add anything kind of new over the course of the month?

And then that kind of informs the bigger things that I'm taking on and actually do usually

create a list for the month that I look towards as I'm planning each week.

And then my weekly process is similar to yours, but I don't tend to do as much of what

you're saying, which is where I'll say, oh, I have to write this.

I'm going to give it a specific time slot.

I tend to just sort of look, okay, I have this many hours.

I have this many projects and on a day-to-day basis, as I'm planning my day, that is when

I'll actually commit to like what fits where.

And that's just personal preference.

I don't like to feel entirely locked in.

Like I think maybe it is kind of a backlash to on my clinical days every minute is spoken

for.

So on my non-clinical days, I want to be like, do I want to write from 10 to 12 or one

to three?

I want to make that decision that day.

And I do purposefully make it on that day, kind of my own version of time block planning

and think about what fits where, but I don't go ahead and kind of pre-schedule it throughout

the week.

So my weekly schedule, aside from the clinical days, actually probably looks less full

than yours does when I'm going to the daily level.

And then it's on the daily level where I say, okay, which of these tasks am I selecting

and where do I actually want to fit it within the day?

But otherwise, I think our systems have a lot of parallels.

I mean, I prefer that.

If my issue, the reason why I have to do the way I do it is that if I don't protect

that time, like Monday morning, God, everyone comes and takes it.

So that's my main issue is like, if I say I'll figure out Thursday when I get the Thursday,

everyone in the world wants that time.

And by the time I get the Thursday, like the time to work on these things is gone.

So it helps me, basically helps you say no to appointments.

But I had this conversation when Oliver Berkman stopped by earlier this year and we were

talking about various things, he was like, he was like, here's my ideal schedule.

I agreed with him.

He's like, the ideal schedule, just from like human nature, not fix a particular job would

be kind of deep work in the morning, like you're working on something important.

And then when you're done, then you're like, based on how much energy I have, like let

me like do a few other smaller practical things, more or less depending on my mood and then

be done.

And I was like, Oliver, I'm with you, man, like that would be, that's my rhythm as well.

Unfortunately, the world has conspired to prevent that because I'm not a full-time writer.

Okay, so that's interesting though.

I get that.

I also, I get stressed out by my calendar and I feel like I have to do it because otherwise

it's just, the chess game's too complicated, I'm playing.

But I think that's more a problem with the game I'm playing.

Well, I think again, you're an academic, I don't even know how to pronounce the word,

but with certain careers, people can dump things on your calendar if they see open space.

And I can see what that would really lend it to, like no, no, no, this says writing.

So don't you dare put anything there.

I am lucky in that, well, my patient time is all up for grabs and that will get it filled

as I get filled, but my time for myself, I'm really the only one who could dump stuff

on there.

That's just how I've designed things.

And I think that allows me to be a little bit less scheduled.

I'll tell you my big innovation of this year.

And I can get away with this now because I'm out of promotions to get, you know, I'm

a full professor, I've been tenured for a decade, like there's nothing else that, you

know, for me to worry about, upsetting people about, I introduced the notion of a studio

day.

And for me, it's Tuesdays because now that I'm doing a lot more digital ethics and not

sort of hardcore computer science, I was like, look, this podcast, my newsletter, this

is a big part of like my work as a public intellectual on technology, et cetera.

So studio days, as I just tell my employer, I'm not available on Tuesdays.

I don't, I don't do meetings on Tuesdays, I'm in my studio, I'm recording, I'm writing,

and this is, I've consolidated it this one day, but it's like I'm reaching millions of

people and this is important, and I'll ask for, you know, forgiveness instead of permission.

And that's been like a huge, that's been a big boon actually, it's like, yeah, I just

don't, I don't do things on Tuesday and people grumble and then they have lives and they

stop caring because it's not that interesting to them.

And that totally makes sense.

And I feel very privileged that I'm doing this not on your studio day, but thank you for

accommodating my patient schedule.

Oh, I'm happy to do things on other days too, but like I just don't put, like I have

to go into, I have to go teach today, you know, that's, which I, which I do enjoy.

Okay, so then let's talk about seasonality because this is something in your book, best

laid plans, the book, not the podcast, best played pins.

There's a lot on this and I think we're like very congruent on this idea of movie,

in a way from the notion of just year round, no variation to your, it's just like you're

turning the crank at like a certain level of intensity and February feels the same as

June, feels the same as December.

Talk to me about varying rhythms, pace workloads over time.

Well, first of all, I just love the concept of seasons in general and I don't know if that's

partly because I live in South Florida and I don't really get to experience them, but

I just like to really, really like think about them and think about how my year makes

sense divided up.

And I actually kind of talk about different ways that you might think about dividing

up your year other than the traditional quarters or even trimesters, if you're an academic.

But I really do like to take a very purposeful, like almost half a day kind of planning session

four or five times a year for me, it's five because I like to divide the year up into

five pieces and think about what do I want out of the upcoming season and not to assume

that season C is going to be exactly like season A. For me, the first season of the year

is like January 1st to spring break and that's usually a very go, go, go season.

And then we kind of have a very kid-focused season from spring break until the end of

the year when we have all that, like, May stuff and every single kid is in every single

competition, whatever.

And then summer, I treat as much more like let's just be lower key, do fun stuff.

And by the way, I didn't mention this previously, but I think one other place we differ a

little bit is I am very passionate about not just planning my work, but planning the

fun stuff, like planning the get-togethers with friends and the travel and the massage

or, you know, whatever it is that I'm trying to build into my life to make it more fun.

And so summer might be a time that I have like a lot of fun planned and it's just like

a looser time period.

Then we have back to school, which has that rhythm of like, okay, kids are going back,

we're in our routines.

I'm also, because I'm in the planning world, tend to be really, really busy in like January

and back to school season, so that kind of makes sense.

And then I have what's called reflection season from November 1st to the end of the year,

where I just feel like the world takes on a different pace.

It's a little celebratory, everyone's reflecting, and I just like to like acknowledge that as

having its own energy.

So yes, I'm super, super big into A, like acknowledging the seasonal flows and B, like

purposefully setting time to think very hard about what you want each season to be like

in advance of that season.

So wait, so your quintiles are, so you got like new years through spring break, spring

break, spring break to the end of the school year.

Like into school year, yeah, period, which I grew through, it's kind of like, I think

if it's the time when it's coaching time for me too, it's like, I coach multiple different

things.

Summer, then back to school to like Thanksgiving, and then until Halloween, and then November

1st to December 31st, to me just feels a little bit different.

Well, but you got like holiday, yeah, and you have, there's like the Thanksgiving holiday,

there's going to be like the Christmas holiday, there's going to be and people wind down.

What I think, hey, I love it.

And I think similarly, and I think what's important here though is, because a lot of times when

I talk about season L, you probably get the same thing, people will push back because

they'll say, well, like my job isn't seasonal.

But like this is true for you, right?

Like nothing about pediatric endocrinology changes in March versus January.

But I think what's captured by the way you talk about it is so much of the feeling of

your day and what you're focusing on busyness, like expands beyond just what you're doing

in your job.

It's what you're doing on the weekends and the evenings on the day that you're not in

the office.

And turning the knob on those things you do control is actually has a much bigger impact

than people realize that it's not just, I can't take time off of work in just the summer

or so.

I can't have a seasonality.

Like, well, it's completely different what you're doing with your time, even outside

of work.

And then my argument, you can't do that in your job, I don't think this would work.

And like a lot of knowledge work jobs because there's a lot of, it's a little more BSC.

You have like a lot of give and you can really turn intensity up and down is something that

I'm often telling knowledge workers in general because the job is so amorphous.

And there is no just like here's, you know, here's a list of things that you're working

on and here's your progress.

It's all like email and meetings or this or that.

And you can often get away with like, oh, I want to turn things down in the summer and

you can do it for a couple of months and no one will notice.

If you do it for a year, they'll eventually notice.

But you're just like taking on less things and moving slower than you speed up in other

times.

So I think people have way more control over the rhythm of their life that they realize.

Well, if you have a totally structured job for me, I get around that by taking more

vacation in the summer.

Yeah.

So, you know, many jobs, even if they're extremely structured and yeah, I can't get away

with, oh, let me see 75% of my patient volume in July, like that wouldn't fly.

But I can take two weeks off and like save my vacation time for those times when I want

things to be slower and then maybe take on a little bit less on the creative side and

then kind of create that slower rhythm for myself.

Isn't this like the, the people who do this to the most extreme?

Do I have this right?

There's like, it's like ER doctors who sort of travel, right?

And it'll be like, okay, I'm going to come, spend three months at this hospital in Boulder

so that I, and then I'm going to ski for three months and they really got that locked

in, right?

Because it's shift work.

There are definitely certain professions who either have tons of vacation time or tons

of flexibility or there are a lot of doctors these days that will do like low coms work.

So they could decide that like they're going to work their butt off in March and April

and then like nodded off for two months.

So, yeah.

And that would be the extreme version.

Yeah.

And it's all like the pit.

It's all, yeah, everything I do all day, it's just like that.

Everyone is super reasonable like on the pit, right?

This is every doctor's experience where people just talk slowly and quietly and are just

very reasonable.

It's never chaotic at all in the ER.

It's very peaceful.

Yeah.

It's very peaceful.

Okay.

So we agree on the seasonality.

All right.

So the pull this together for people, I want to build an arm ramp.

So like for a typical member of my audience might be they've messed around with individual

type of tools you might use in this conversation.

They've had it to do manager.

They have a calendar that they sometimes use.

They've used a time block planner and then stop using time block planner.

They have a task list.

They haven't looked at it in a month because it stresses them out.

But they're liking what you're saying.

And like, okay, I think I'm going to be less susceptible to being pushed around by big

tech and distractions and numbing.

If I can take more intention about my life, knowing now as we talked about it, intention

might be like I'm intentionally slowing down and then speeding up here and it's not just

it's not productivity.

It's not trying to increase the amount of work.

How do we on ramp?

Because we talked about a lot of things.

How do we on ramp someone?

Beyond the obvious answer is read Sarah's book.

I was going to say you buy best lane plans and you know, I'm just going to, and it's

a great book.

It really walks through all these details, lots of examples and, and you can kind of pick

and choose.

I felt like in your book, there's, though you don't do it explicitly, there's sort

of like, here's what's key and then here's like a little bit more advanced things you can

add on.

And so like the reader already has a system can plus it up, but like the new reader.

Yeah.

So, so how do we on board the new, the new plan planning?

So I would just focus on those three things that I talked about.

Like, do you have a calendar that makes sense where you're really able to see what you

have to do each day in a way that makes sense to you?

Do you have a task management system that works and enables you to see what you need to

see at the right time?

And are you checking your various inboxes in a thoughtful manner versus a when things

come out in your manner?

And how are you organizing your goals, both larger scale and smaller scale and adapting

some sort of, it could be a bare bones version.

And by the way, the tools really truly don't, like I could do all of this in a binder

in Apple notes on paper on like a really in notion and a really fancy system, like

there's no specific tool, but to have somewhere, to have rituals around setting larger scale

goals, whether you're doing the yearly or seasonal level, and then also ways that you're

going to bring that into the more practical timelines.

So a way of looking at your seasonal stuff every week, maybe incorporating monthly in

there, and then day to day assigning yourself the task that makes sense.

So I think that would be my sort of like bare bones minimum calendar, understandard task

management, and have some kind of larger and smaller scale way of looking at your goals

on a, you know, daily or weekly level plus seasonal or yearly.

That would be, that would be the most bare bones version.

And that latter piece requires a thing to write the things down in, right?

So there's the latter piece of like, I want to look at the monthly scale and the seasonal

scale for you.

That's a notebook and it's a separate notebook than your planner, but you need somewhere

where you're, and it could be a Google Doc, it could be a text file, you need somewhere

where you're taking notes.

So when people have done like a lot of people that I've worked with have had really cool

systems and even just like Google Sheets where things are actually very much like, you

know, they'll have a whole page for the year and then you can actually tab it and separate

by seasons and they have different categories of their life, all color coded.

So yes, you do have to capture all this stuff, the medium and which you do that doesn't

really matter, but you're going to have to commit to something and continue to use it

and to look at it.

And I usually also talk about creating rituals that make sense for the time scale.

So if you're planning the year or the season, you want to dedicate like a good amount of

presence and time to that.

So you're going to really want to clear out an afternoon or for the year, Laura Vanercam,

who has been on the show before I believe as well.

She and I host a like live planning retreat that lasts two days.

I don't not think everyone needs to come to our retreat specifically, but we do not run

out of things to talk about with our participants in those two days for planning the year.

So really giving yourself the gift of space when it's a larger time frame to think about

what's coming up and what do you want out of that time frame makes sense.

And then when you're going to the day, you want something very, very quick.

Obviously, we can't do a two day retreat every day, right?

But we should have things kind of laid out so that you can look at your calendar, which

is organized, look at your week, which has already been thought through and select your

task for the day in like five to 10 minutes and be done with it.

And then let me finally, I have to rope you in as I do with all guests in this some sort

of AI realism rant because you know, this has been been my correcting the narrative on

AI has been a big part of my work recently.

I want to rope you into my side on this, the intersection of AI and productivity because

I feel like there's this, you know, tech people aren't the best people to talk about organizational

systems because what makes a tech person happy is like complexity and pieces fitting together

and whatever.

But they've really been pushing this, this idea that, oh, the missing piece in people

being organized could be solved by AI and it really doesn't seem to be the issue based

on like our whole conversation.

The issue is not when I am looking at what I need to do, understanding it, figuring out

priorities, figuring out what I should work on today.

We're really good at that like our brains have embedded in it, all of the relevant information,

what's coming up, importance, how you're feeling, health, other thing is happening.

That's not hard at all.

What's hard is consistency and capture.

It's sticking with the system, maintaining intentionality instead of just falling back

until like let me just be reactive because like I'm exhausted and none of that's helped

by AI.

So I don't know, can I rope you into my rant on this is that that I am always up for an

AI rant, so that totally works for me.

Yeah, I just don't want to give some large language model like that control over what

I do all day.

I mean, I want to be the one selecting my tasks, I, one of my biggest, and again, I'm not

a techie, so I don't understand like the inner workings like you do, but one of my biggest

concerns about AI is that it's giving power to someone else that I, you know, I'm not

consciously giving.

So even like as simple as, oh, let me have AI plan my vacations for the year.

Then I mean, who's not to say that like various places haven't like paid the model to suggest

some things versus another or if we're not there yet, we're going to be very soon.

So I mean, for me, life, the most precious thing of life is our time and our relationships.

And I would like to maintain control over that myself.

And so I want to decide what goes on my calendar.

I haven't, I'm not saying that AI tools might not be helpful for some people like, you

know, there are things like the skylight calendar.

And I think some of these apps where you could take the soccer schedule and it will, you

know, scan it and add those events to your calendar.

Like those kind of wrote tasks is see being helpful.

But in terms of selecting what I want to do with my time, I would like to leave computer

algorithms out of that personally.

And I think most people probably don't want to live a life that was just suggested to

them.

They want to actively choose what they're going to do.

That's kind of the planning in the first place.

I've never seen someone be stumped by looking at their calendar and their to-do list and

be like, I don't know what to do next.

What I need someone else to come tell me.

I've never seen someone stumped on that.

That's not that not that hard of decision.

All right.

So this has been fantastic.

I want to make sure people know where to get more of this information.

And so you have two podcasts would tell us about both.

I do.

So the first one is the one that's more planning adjacent.

It's called best laid plans.

And I literally describe it as all things planning and planning adjacent.

That one is just me with the occasional guest.

Cal has been on it before and I will be having him on again.

The other one is called best of both worlds.

And that is done with Laura Vanderkin.

We co-host it together and that's about making work and life fit together.

She's an awesome writer and time management guru.

So we make a fun team there.

And your book best laid plans that come in the fall when it's not too long.

No.

December of 2025.

Okay.

It's called best laid plans.

A simple system for living a life that you love.

One of Amazon's best nonfiction books of the month, right?

Yes.

It got chosen for December.

It was like a big shock.

People are like, did you pay for that?

No.

So but that was a really fun honor and it says like editors pick on there.

Of course, you can get it anywhere other than Amazon as well.

But that was kind of a fun thing.

Excellent.

All right.

Thanks for getting the weeds with us.

I think this type of thing is going to be helpful for a lot of my listeners who you got

to take control of your time.

If you don't, big tech will happily take control of it for you.

So this is the first step.

I'm sure we'll be talking again soon, but thanks as always for coming on.

Oh, thank you so much for having me on and I very much enjoyed talking about the pit.

All right.

So that was my discussion with Sarah Hart Unger.

I looked it up.

I was on the show, Jesse.

So it's worth people going back.

Also, years back, I think we had Sarah on our show.

Yeah, we did.

Yeah.

So sort of a long term front of the show, I love geeking out about planning systems.

To me, the key point that prefaces the whole discussion, because I think her advice is

spot on.

I actually picked up some ideas there that I think are important.

But the key point that I think ties you to the whole conversation is that Sarah did

not like to associate the word productivity with planning.

She's like, that's two different things.

Productivity is about, I don't know, professionally.

They're trying to increase the amount of something you produce and like that's that.

But what she cared about, what's controlling your time?

How do you have a say over what you're doing with your time?

So you have control.

I often use the term internally attention shaping.

How do you shape your own attention so other services don't?

And I think that's really useful.

If we separate planning from productivity, we realize like, oh, this is one of the tier

one skills, not just for living a deep life, but for pushing back on the digital distraction.

So there we go.

It was good to have Sarah on the show.

Let's take another quick break to hear from our sponsors.

This episode is sponsored by Better Help.

March is here.

A month that includes International Women's Day, a moment to celebrate women's strength

in progress while also recognizing how much they carry every day.

Now, as someone who writes about time management and organization, I've heard from countless

women about how much harder these goals can be for them as compared to men, right?

They have to deal with more household labor at home, more non-promotable activities at work,

and play the role of listener and chief and prom solver for so many different people

in their lives.

And this can be a lot.

So for anyone who feels like you have a lot on your plate, this is a good time to remember

that therapy offers a space to take care of yourself in the way that you deserve.

And if you're going to consider therapy, consider Better Help.

With over 30,000 therapists, Better Help is the world's largest online therapy

platform, having served over 6 million people globally.

And it works.

They have an average rating of 4.9 out of 5 for a live session based on over 1.7 million

client reviews.

Your emotional well-being matters, find support, and feel lighter in therapy.

Sign up and get 10% off at BetterHelp.com slash deep questions.

It's BetterHELP.com slash deep questions.

I also want to talk about our friends at Shopify.

Starting a new business is hard.

I remember what it was like starting up the media company that produces this podcast.

Here's what I learned.

Don't reinvent the wheel if you can avoid it.

Trust industry leaders where you can.

This is where Shopify enters the scene.

If you need to sell something, you need Shopify.

Shopify is the commerce platform behind millions of businesses around the world, including 10%

of all e-commerce in the U.S.

We're talking big names like All Birds and Mattel to new branches getting started.

You want to sell online?

They can help you with their design studio that features hundreds of ready-to-use templates.

You need help spreading the word.

They can help you easily create email and social media campaigns.

Look if we ever start selling products on this show, I know exactly what platform we'll

use.

It's time to turn those what-f's into with Shopify today.

Sign up for your $1 per month trail today at Shopify.com slash deep.

Go to Shopify.com slash deep.

That Shopify.com slash deep.

All right, let's get back to the show.

All right, so you've heard me talking with Sarah, and now I want to hear from you.

Let's move on to the part of the show where we check our inbox to see what you have to say.

All right, Jesse, what interesting emails or messages have we gotten recently that's worth reviewing?

The first one's from Sandra.

Here's an email from her who is wondering if our dopamine addiction is changing how they make

TV shows.

Okay, let's see.

It's a good one because it's going to be not until later in the spring, but we are having

Anna Lemke on who is the researcher who wrote dopamine nation, like the leading, the world's

leading experts on dopamine, how it affects us.

So we're going to get, I'm learning a lot about dopamine now, so I'm glad to have this question.

All right, so let's see here.

I got Sandra's email here.

Here's what she said.

Have you noticed that in TV programs such as The Great Pottery Throwdown,

when the program finishes, they say next time, and then they show you the highlights of the next

show, like a trailer.

I hate this as I don't want to know what happens next time I want a surprise.

They also do this at the start of the next program, saying this time, and then show the trailer,

which highlights the show again, is this an effect of dopamine?

There is no delayed surprise.

Basically, you don't have to watch the whole show.

You can just watch the first five minutes.

And the side, if you really want to see the full detail.

All right, so first of all, Jesse, I assume you are a great pottery throwdown completist.

You've seen every season of that show.

I have.

Do you think that's literally people just making pottery?

Probably.

So when they're like, all right, next time, next time on the show,

it just shows people very quietly at the pottery wheel.

And then there's all this drama, if something's ready to topple over.

Well, yeah, it wobbles a little bit, and then they straighten it.

And it kind of sticks on that for a second.

And then one of the contestants comes in the frames, stabs them the neck.

See, that's where the drama is.

That's why you got to watch.

Is this going to be a stabbing episode or just an episode where they make pottery?

All right, there's a couple interesting things here.

Because you know what this reminded me of, Jesse, is the advice that we heard from professional

YouTubers about how you have to build a YouTube video to get big viewership on YouTube.

And remember like the various YouTube people work with that told us,

like, oh, the thing is like, watch a Mr. Beast video.

You'll see this.

You have to show the people, the audience, right off the bat.

This is what's coming.

And you show quick clips of the biggest, exciting things that's going to happen.

So like a Mr. Beast video, if they're, you know, crashing a train into something,

you'll see the train crashing into something.

I think you just show you, here's all the things that are going to come.

And then you go and you deliver the things you said you're going to come later in the show

with very limited friction.

So quick cuts, moving, moving, moving, moving,

to the things you're already show that was going to come.

That sounds like it's exactly what's happening on these TV shows as well.

I don't know the role of dopamine because we haven't had Anna on the show yet.

But there is a bigger phenomenon on here that may or may not be tied to dopamine.

That we need a good name for, Jesse, we got to think about like a good name for this.

But there's something about the abundance of choice in media.

We're now, if I go into a streaming service, there is endless things I could choose.

That makes it hard to choose and commit to something to watch because your brain is always

thinking there might have been a better choice. And I hear this a lot.

I think we see this in our letters sometimes, right?

Like young people in particular will be like, I have such a hard time,

like choosing and sticking with a movie.

I think we got this in response to last week's episode because a lot of people wrote in about

movies and a lot of people like, yeah, I don't even people who don't use their phone a lot.

We're like, I just have a hard time sticking with the movie.

And so I wonder if there's something like this going on.

Is the abundance of choice makes it really hard for us to commit to some things.

Their mind is like, there is other options in a way there was.

And if you were just turning on TV and you flip through the channels like,

this is the literally the only thing on right now that's like a little bit interesting to me.

I have no other option.

Your brain's like, let's watch it.

Or if you got the movie theater, you're like, there's no other place for me to go.

So I might as well watch it.

But if you have one click away from those horizontal carousels on that,

it's like, my God, there could be something better.

So maybe that's what these TV shows are recognizing.

We have to show them the audience.

Here's all the stuff that's coming.

You're like, okay, I want to see that, that and that.

All right, this show is worth me watching.

I hate that as well.

My kids hate it.

They're always like, go fast forward, fast forward.

Whatever watch you just show that has the next time.

All right, what else do we got here?

Next up is from Kendra.

We have an email from Kendra with a reaction to your discussion last week of film students

who couldn't make it through entire films.

We got a lot of reaction for that one.

Yeah.

I mean, because people like, it's something a lot of people have personal experience with.

All right, let's see here.

Kendra says, what I don't see mentioned here or most other places is that the length of

movies has actually increased over the last 10 plus years.

It used to be that a movie was between 1.5 hours and two hours, but that time is creeping up.

It seems like most of them are over two hours now.

And personal opinion, it doesn't always make the movie better.

Intuitively, I guess I've had that same effect.

But my wife and I started last night,

train dreams, which is one of the best picture nominees

is on Netflix studios.

And we noted like it actually caught our attention that it was an hour 47.

So this must be a fact like that felt short, notably short.

I found an article.

I haven't really read this yet.

We're going to kind of do this on the air.

I found a vanity fair article about exactly this phenomenon.

I'm a little bit curious about what's going on.

So let's let's look at this.

I can see if there's any interesting stats in this piece.

I like this ad of James Cameron wearing Rolex.

Why is James, okay, I'm sorry to go do a divergence here.

If you're James Cameron, why are you agreeing to do a Rolex ad?

You get free watches.

He's so rich.

He's so rich.

He's, I think his net worth is like a billion dollars.

Is it really?

Yeah.

I mean, he's the, he's the director and producer with significant profit participation

in three out of the top five highest grossy movies of all time.

I think with those watches, they don't have to do much.

And they just get cool watches and cool places.

So maybe you just want to do that.

I don't, but I mean, a billion dollars, right?

So like, let's just make this relative, right?

Like so for us, like what would be the cost of a Rolex to James Cameron?

What would be the equivalent for like us and the money we have?

That would be like, I think if someone is like, come do this photo shoot.

And like, if you do it, I'm going to give you a tall coffee from Starbucks at 50% off.

Like you only got to pay like a dollar 25 for it.

Like, I'm not going to go do an all day photo shoot.

Like I can just buy a cup of coffee.

The only thing I can imagine, I'm sure this is fascinating for our audience.

The only thing I can imagine is that the diving, deep sea diving aspect, they sponsored

the documentary.

I think they sponsored the documentary.

He did where he went to the bottom of the mirror.

The Marianist, it might make more sense.

Because if you do ever see a documentary where he goes to the bottom of the Marianist

trench, no, I have it.

It's really interesting.

But they have a arm coming off of the submersible that's just holding, I think it's a Rolex watch.

The show that like, look, this diver watch at the bottom of the Marianist trench is still working.

Exactly like that.

Okay, so this probably just part of the deal.

Yeah, yeah, because he didn't want to pay for that documentary.

All right, we figured it out.

All right, anyways, here we go.

Here's some stats about them.

Let's see if Kendra is right about this.

Here's what Vandy Fair says in 2002, even as

two nearly three hour Lord of the Ring movies dominated theaters, the average length

of the top 20 box office performers was a breezy one hour and 59 minutes.

20 years later, movie guards had to sit through an extra 13 minutes of footage on average.

Okay, so we went from hour 59 in 2002 on average to, if I'm doing my math right,

two hours and 12 minutes in 2022.

All right, so movies did get longer.

Is there a reason I skim some of the rest of this article?

Here's what's interesting about it is they have a lot of people saying,

all right, here, here's a, let me read this quote here.

The studios are definitely not encouraging three hour movies that I can guarantee,

says a senior movie executive, as a consumer speaking for myself on behalf of many other people,

like me enough already. All right, so if the studios aren't encouraging this,

why are the movies getting longer?

It seems like it's just the filmmakers want to make longer movies.

Why do you think that is?

They like them.

Like here we go.

Well, let me read you from the article, Jesse.

Cinema purists might see a long film as a sign of a director with something to say.

So yeah, it just seems better.

I have another theory for this as well, though.

All right, so yes, the studios don't want it.

The audiences don't necessarily want it.

The directors want it, but they've always wanted long movies, right?

I suspect the difference is there's fewer movies.

Like it's, you know, they mentioned like go 2002.

Sure, the Lord of the Ring movies were three hours long, but the average movie was short.

But in 2002, you probably had a lot more movies in the theater.

And you had a lot of mid-tier movies, because there's just a lot more movies coming out

than there are now.

And the mid-tier movies, they were not going to allow to be long, but it seems now,

there's fewer movies in the movies that are made.

They tend to be more like big event movies.

It's going to be like a crystal on movie.

It's going to be Martin Scorsese killer of the flowers moon, right?

It's going to be these big event movies.

Maybe those have always been long.

We don't have shorter movies to pull it down.

Like, do you think that's true?

There's less movies now because you always talk about what the fewer.

Why is that?

Post-pandemic.

They're still recovering.

The global box office has never came.

It has not made it back to 2019.

It hasn't come close.

But in terms of book sales, books are okay.

Interesting.

But even that, it's a little bit misleading.

Book sales industry wide are doing fine.

They've continued to rise at a reasonable pace.

But what's really happening is non-fiction sales are down, which is bad for me,

but it's being compensated for because of these massive hits,

especially in women-oriented fiction and fantasy fiction.

So you have the dark fantasy books where people are marrying dragons.

And books like Colin Hoover, books that come out of book talk.

And they're selling huge numbers,

20 million copies of a book.

Like, just huge numbers mainly among more

among female readers than male readers.

Non-fiction is not doing as well.

And it part that tend to be more of where you had

male book readers and they're not reading as much.

So, books are doing fine, but it's a little bit uneven.

But movies are not doing nearly as well.

And even the biggest hits aren't as big of hits as they were

sort of pre-pandemic.

Because, yeah, I mean, think about all the movies.

Like, we talked about it last week.

Like, probably the greatest movie of that decade came out in 2002,

which was the Britney Spears vehicle Crossroads.

But there's a lot of movies like that in 2002.

There's not as many of those today.

And those are all short because they're like, no, you can't make it long.

We want to like move as many movies through.

But then when Peter Jackson came along, he's like, on to Lord of the Rings.

He was like, I do three hours.

Like, I guess, sure.

And now it's like all Peter Jackson movies.

That's my theory.

All right.

Do we have another email?

Yep.

This is from an anonymous person.

It's a comment saying that extends some of the issues you discuss

about attention span last week from the context of movies to the workplace.

All right, anonymous.

Let's read this note here.

One angle of smartphone addiction I haven't seen discussed

is the fact that it's torpedoing the ability of people to focus at work.

anecdotally, I've heard from many people saying that they have trouble paying attention

in meetings and experienced aloofness for my co-workers firsthand.

If corporate America cares mostly about profits,

why don't we see pressure from companies on their employees

to curb their smartphone-induced fragmentation?

We'd love to hear it take signed anonymous.

That's an interesting point.

It's become a bigger issue.

These used to be separate magisteria for me in my writing.

And I'd have to always make the point when I would do interviews, etc.

Like, these are two separate issues.

Distraction in the workplace is driven by workplace

communication tools like email and Slack.

Distraction at home is being driven by attention economy platform tools

on your smartphones like social media.

And I said the effects are similar.

Your attention is fragmented.

But the causes are different and therefore the solutions are different.

The issue in work has to do with the way we collaborate.

Because we collaborate with this hyperactive hive mind approach

of everyone just talks to everyone on demand as you're needed,

it creates a situation which you have to constantly monitor communication channels

not because they're super addictive or super sticky or because you have bad work habits.

But because that's where the work is happening.

And if you don't monitor it, you fall behind.

And that's what's distracting you.

Whereas on your phone, outside of work,

the reason why you're looking at that phone all the time is because it's engineered

to be hyper-engaging and is creating a reward loop within your short-term

motivational system and then those neuronal bundles are voting for the phone

whenever they see it and it wins out over other activities most of the time.

Two separate problems.

But what anonymous is saying is something that I've seen to be increasingly true,

which is that the distractions from the phone have gotten so good

that as we talked about last week,

they're overall reducing people's cognitive patience.

They're overall reducing people's comfort

with any sort of sustained attention even when they're in a non-phone context.

Like they're in a meeting and they can't pick up their phone, right?

Because they're, if you want to look inside the brain,

the short-term reward system, you have these neuronal bundles that vote

if they feel like the expected reward of a behavior is going to be high.

They're not going to vote for picking up the phone if you're in the middle of a meeting with

five people with your boss because it's measuring the benefit you'll get by seeing something

interesting with the massive negative impact of your boss being like,

are you looking at your phone right in front of me while I'm trying to talk to you?

So in a meeting, we're not being drawn to pick up our phone because our mind is saying this is not

there's a low reward to that.

But we're still, as part of anonymous, having a hard time paying attention.

Drifting a loop like can't keep our mind focused.

This is becoming, this is a sign, I guess I would say, of the cognitive impacts of consumer,

non-professional consumer digital attention economy tools moving to a new level of

magnitude of pain, a new level of magnitude of negative impact.

That it's not just now, it's hard when I have my phone not to look at it like when I'm out

to dinner with my friends. It's, I'm beginning to permanently lose my ability to be comfort,

sustaining focus, doing gratification.

Even if I can't look at the phone, I just can't do it anymore. So these worlds have now come

together. So you, both of these, again, we have two different problems. The, the solve the phone

problem, really the only solution is you have to stop participating in the attention economy.

I'm so tired. It's been a decade now. If people try to convince me that this is the pub,

it's inevitable. It's the digital town square. But we still hear these arguments today, you know,

that if we don't let 12-year-olds in Australia be on TikTok, they won't be able to know about

world events and all these type of things. But that, I'm so tired of that argument.

It's just a giant money-making scheme that strip minds your mind. They'll allow Mark Zuckerberg

to buy the second half of Kauai. So we have to just stop participating in that economy

and you'll eventually gain back to that cognitive patience. But then we still have to solve the

email and Slack problem at work, which has to do with collaboration style. So it's a hard,

god, Jesse, there's a lot of hard challenges out there, but I guess it gives me something to do.

All right. So also, as always, towards the end of the show, I like to discuss what I have

been up to recently in my own quest to cultivate a deep life. So give me my update.

First, people have been asking about this AI programmer project. So I'm not sure if you saw this,

Jesse, but last, well, I guess it'll be two weeks ago now when this comes out. I sent out an email

to my newsletter list saying, if you're a computer programmer, I want to hear how you're using AI,

the good, the bad, what you love, what you hate, whatever it is. I just want to, you're not using

all you use it every day. I just want to hear about it because there's a lot of discussion right now

about cloud code and agentic AI. And a lot of discussions a little bit for someone like me who

follows the industry closely. And for a lot of people, programmers, it's a little, it's a little

confusing. The, the sudden attention because these sort of AI tools for programming have been big

since before chat GPT came out, the sort of autocomplete, tab complete, you know, we go way back,

we go to cursor, these sort of pre chat GPT products. And then as I reported in January for the

New Yorker, I did a lot of interviews with people who work on these programming agents, these

command light interface agents like cloud code, those really started showing promise in 2024.

And that's what allowed at the beginning of 2025. This was the article I published in January.

At the beginning of 2025, it led to all these tech leaders to say, we're going to have agents in

all parts of your life this year. 2025 will be the year of the agent because we're seeing how good

these are already working in programming. And then what happened is it turns out non-programming

agents are much harder and nothing really happened in 2025. But the computer programming agents

continued to get better. And about six months ago, I guess it's just like a tipping point thing.

There's a lot of programmers using these agents because they're really, they were good. It was the

only thing, the agent thing that was really working well in AI. But there's more people started

using them about six months ago with some of the latest updates, cloud codes switching from Opus

to Sonnet. There's like these little things got just good. Nothing big happened. No new

technology was introduced, but just like these little changes happened where I think it became

just easy enough that in more context people used them. And also, I think it's this reporting thing.

People started talking about, yeah, I'm using these agents. They're pretty cool. And then that

got a lot of other people that who had it been using them to use them. So there wasn't really a

technological breakthrough six months ago. But there was a awareness breakthrough within the wider

world of these tools, which had been like, you know, they've been around for a while. Anyways,

I wanted to know what's really going on. So I've heard from, I'm never going to get through this,

just 350 people have sent me in detailed briefings. And I'm trying to go through them in detail,

take notes. And I'm also coding them. Like I'm coding the AI use of the person. So is it like

from one extreme, like doesn't basically uses rarely or only occasionally uses any AI,

agent that uses rarely all programmers now, people understand AI completely changed programming

in like 2022. Like everyone tab completes all sorts of things. And tab complete is where

that it'll finish the code that's like right in front of what you're doing. Because it's like,

oh, you start writing a function name and press tab and it'll finish the calls for you. And so

like everyone does that. But the agent that coding, it's like rarely uses it, uses it for some

types of situations, but not for others. Like there's just depends, uses it for the majority of

their coding. And then vibe coding, which is, so use it for the majority of their coding, but

closely supervised, I should say. And then vibe coding, which is like the way Matt Schumer talked

about in that article we talked about last week, we're like, build this app and you come back later

and it's built and tested it. I'm also like coding, so I can keep statistics and just trying to

keep track of notes. And God, I'm through like 50. I've made it through 50 of the 350.

People probably write a lot, right? Yeah. And I would say a good portion of them are written by AI,

which is interesting. And the people to disclose it, they're like, I'm not a very good writer,

I wrote this by AI. That's interesting. I much prefer the non AI written reports though, because AI,

like you can see where it's just, it's so bland and just like summarizing, like it's almost like

vibe. So I get better reports when they don't write the report by AI. Anyways, that's ongoing. And

I don't know what to do with it. I just want to be more informed about it so that when we talk about

these issues in the future, I know exactly what people are doing, because there's so much room for

hype and vibes, as well as fear, dystopian, utopian rhetoric here, that I want to be super grounded.

It's really complicated though. So I don't, I don't have my arms around it yet. The main thing I can say

is I think you have to think about there is for sure a new style of programming that is significantly

spreading. 50% of the first 50 reports I've gone through are now largely using agents to produce

code on their close supervision. Almost no one's vibe coding. That's not really a thing. I mean,

vibe coding is fine. If you're, you know, you're not a programmer and you need to build a quick web

application, help organize your team. But that's like a separate thing. And these are all serious

programmers. There's like four of them so far or doing anything that looks like vibe coding.

But half of them are, and the other half aren't, because it also turns out that like it has to be

a language and a type of thing on which is trained a lot for it to be good. So if you're trying to

write like advanced rust code or something, it doesn't work well with that as well as go.

And it's a really new type of work where it's very interactive. A lot of like mon, okay, you're trying

to converse with the agent with your writing specs and it checks the spec and doesn't understand

what you like all this like specification, you all this work and then finally, okay, now build this

piece. And then it builds that piece and then you, you tested and you let it right pass and you have

it look at your test and then you fix things you try again. And you kind of have this like supervising

of someone told me it's like supervising like a junior employee who's like a pretty good coder,

but like super literal and you have to like really be on them. That's like what it is right now.

I think it's like a beta. We're in the beta phase of this. I think there's a core in here that's

going to stick and increase the speed with which senior programmers make progress on what they're

doing. I think there's a lot of other stuff that's surrounding it that's probably unnecessarily

wasting time. And I think there's going to be new processes and procedures. There's going to be

some things where we strip this back away from and other things where we keep it. So my main

thing I can say now is the way a lot of programmers are experimenting with this. A lot of programmers

are spending most of their time experimenting with it and not actually doing their work. And it's a

beta phase. And I think it's going to take six months till this shakes out. And then we see what

how this more permanently changes how certain types of programming happens. So I don't know. That's

what's going on. I listen to your zitron interview. Oh, me on his show. Yeah. Yeah. On his

hater season. Yeah. What do you think? I liked it. I liked how you explained some stuff because

I was confused and you explained it. I've been doing these videos. I might record another one today

with my friend Rob Montz. We record him here in the studio. And he's like a

philosophy brown Ivy League guy. So he like plays the role of the smart person who doesn't

understand technology. And then he sort of interrogates me on whatever's going on in AI. So you should

check those videos out as well. Yeah. So I like those. Yeah. Quick question before I get into what

I've read and watched recently. Quick question for the audience. If you want to send us into

interesting at Kellnouport.com. I'm thinking. I'm scared of this idea to hate new commitments.

But I'm thinking because I'm under some pressure about this about maybe having a standalone short

podcast and newsletter just to do the AI reaction. So they keep this show and the newsletter

kind of focused on what it's meant for, which is like helping individuals in their fight for

depth in a distracted world. And then have a maybe on this feeder on its own feed just sort of

like here's like what's in the news on AI this week? Let me give you my AI real estate and then

maybe like a newsletter version of it. I'm terrified of that work. But also I feel

like I have a voice in this. This is important right now. I don't know. So if you have feedback

at Santa interesting at Kellnouport.com. All right. What did I read or watch? So we're recording

this Jesse Confirm. We're recording this on February 24th. Plenty of days left in February.

I have completed my fifth book for February. Yeah, baby. I read The Last Kings of Hollywood by

Paul Fisher. My wife gave it to me. Again, I mentioned, I may have mentioned this before. This

is a book that was basically like invented in a lab to be exactly what I want to read.

The rise of Spielberg, Lucas and Coppola. So obviously, obviously, I love this book. All right,

so that's my fifth book for February. I would go through them all, but I don't have to list with

me. I forgot. Lost Island, Intensity, The Last Kings of Hollywood, Lost Book of the Bible,

the Hidden Book in the Bible, and... Potentify? I said that. There's one, just one other one I'm

forgetting. Oh, you said Lost Island. I said Lost Island. Speaking of Lost Island, I did see in

the podcast last week when I was talking about Lost Island. I don't know what the hell book cover

you found. I guess it was a book with the same name. Is that a different one? Oh, yeah. So I looked

it up. You put up a book cover for it. It's a children's book. So the audience is like, what the hell?

There's a book called The Lost Island that's aimed at set for the like nine to 12-year-old market,

and it's like kids exploring or whatever. So the other one must not be popular at all. It's old.

It's like a decade old. Yeah. Yeah. So no, I didn't read a kid's book in case people are wondering.

I'm also watching things. People want to hear about movies after last week's episode. I watched

a smashing machine, which starring Dwayne Johnson. Dwayne Johnson was great. The filming was in that

really confident, impressive, standard, safty-style naturalism, which I think is really impressive

out here filmmaking. The movie, though, they couldn't find a core of the movie in the script. It was

at least my opinion. It was like episodic and impressionistic, but they struggled to actually

have an arc or attention or you just kind of felt like you were in this person's life.

And then they added in the sort of Emily Blunt sort of like very cliche, not very interesting

storyline of like, there's his wife. She'd be crazy. And it's a real problem for him. But then they

like make up again after they fight and like they guess that's his main villain was like overcoming

his wife's craziness. Like there was no, it's like a beautifully crafted, acted movie that they

didn't have the core. And I think that's why otherwise the pieces were great, but I don't think

it came together. I'm going to watch that soon actually. Yeah, it's worth watching. Rock is great.

It's a really good acting. I also say he's huge. He's a monster. He's like what 85 years old,

what does he know? Monster. We also watched Song, Song, Blue, which was starring Hugh Jackman and

Kate Hudson about dramatizing the life of a Neil Diamond husband wife tribute band

from the 90s and 2000s. You know, it was like in parts of it were like a jukebox musical,

right? Like it's very like good-hearted and they're just like super happy and they're great singers

and like singing Neil Diamond and it's shot like a concert film those parts. It's really nice.

It was fine. It had to be edited. The problem is is not there's spoil too much. There's

multiple tragedy beats in it. So it's like things are going well, tragedy, things are going

well, tragedy. And it's like they they had to cover too much ground too quickly. And to like you're

just as you're getting started like I kind of like this. It's kind of feel good. Infectious

jukebox musical you get to the tragedy beat pretty quickly. You're like I don't think I'm bought

it enough into these characters to care. And then so again, I it's one of these movies like Good

Not Great. Good components but good components but didn't all come together. All right. So that's

what I was up to. I think that's it for this week. You and there's a note here about your

finishing of the best picture nominees. Oh yeah. So that's why we watched. That's why we were

watching Train Dreams. Yeah. So my wife and I are trying to finish. That's one where he's a

treat cutter, right? Yeah. I saw that. That was good. Yeah. Okay. I'm about halfway through. Yeah.

Beautifully shot. So we tried to watch all the best picture nominees. We're pretty close.

We are doing one exchange where there's one movie. She saw I did it in one eye saw. She did it.

We're going to count it for both. She didn't want to see Frankenstein. I don't want to see Hamnet.

And so we're kind of we're still counting it. So we got to see Train Dreams still. Secret agent.

Which I'm looking forward to. And I think there's only one. Oh, sentimental value.

All I can think about with the movie watching in our themes the last couple of weeks is when

you're talking you're to take 30 minute breaks and read a article with three hour movies. I'm like,

that's going to take a long time. It doesn't take five minutes. No, no, I think it's fine. You're right.

It's pretty long. I love that's what I do. And I never try it, but I want to try it eventually.

Yeah, like reenergizes you. It really makes a difference. And then you like learn a lot of film stuff.

All right. Anyways, enough of this nonsense. Let's we'll call it for now. We'll be back next

week with another episode and until then, as always, stay deep.