What deserves your time?
Habits, attention, money, and the practical work of following through.
A home-improvement research note compares a green roof and solar panels as possible ways to cool a hot bedroom and generate energy. It records rough costs, estimated output, a possible subsidy, and an unanswered question about combining the two.
Fried and Hansson make a case for remote work from their experience at Basecamp. Floris’s brief reading note records that the book initially felt less relevant to his own working situation.
Marks presents an investment philosophy centred on value, risk awareness, patience, and resisting market swings. Floris’s notes emphasise uncertainty and discipline when other investors are becoming euphoric or fearful.
What should money make possible? This 2020 inquiry connects spending, saving, investing, work, and time with personal freedom and the ability to donate, setting out questions and goals rather than a finished financial formula.
Personal habit experiments, beginning with a comparison of morning and evening reading. Morning reading worked better for Floris; the notes also explain why the same experiment could lead someone else to a different routine.
A profile of Covey through his Seven Habits framework and the idea of finding a third alternative to apparent either-or choices. It presents a leadership legacy centred on principles, contribution, and continued personal growth.
A guide connecting a personal mission with five-year goals and smaller yearly, weekly, and daily plans. It suggests working across several areas of life, mapping routes towards goals, and revising the plan as circumstances or priorities change.
Productivity needs room for recovery. Drawing on personal experiments with routines and rest, Floris considers breaks, kinder expectations, and restorative activities as companions to ambition rather than rewards to earn afterward.
Using John Maxwell’s Law of the Lid, this article contrasts management, which executes plans, with leadership, which sets direction. A simple matrix considers how those two abilities can shape an organisation’s effectiveness.
A goal becomes more concrete when it names the situation and the response. This essay explains implementation intentions through cues for starting useful actions and interrupting distractions, going beyond the intention to do better.
A practical look at removing work that adds little value. The essay connects purposeful meetings, trusted delegation, and deliberate time management with making more room for focus and rest.
Guest author Naomi Cheng explains four parts of transformational leadership: being a role model, sharing a vision, encouraging new ideas, and supporting individuals. Student and community projects provide examples of putting those principles into practice.
An interview guide running from the CV and cover letter to employer research, preparation, the conversation itself, and follow-up. It emphasises concrete examples, useful questions, clear communication, and presenting yourself honestly.
Preparation, focused discussion, and follow-up form the three parts of an effective meeting. The article starts by asking whether a meeting is needed, then considers participants, agendas, attention, and tracking the actions that follow.
Learning need not end at graduation. This essay connects continued learning with adapting to changing work, finding connections between fields, and building a broad base of knowledge, then shares educational YouTube channels as starting points.
An account of Queal’s experiment with a five-hour workday. Floris considers whether shorter hours could preserve creative output while leaving more time for learning, presenting the change as an experiment whose results still need to be observed.
How Queal used Toggl to understand where work time went and find tasks to prioritise, automate, or remove. A short weekly review gave team members a way to reflect on the work and share their plans.
What can you control, what can you influence, and what can you only worry about? This framework uses those three circles to direct attention towards actions and relationships where effort can make a difference.
Why pay for human work when a machine could do it faster? Coffee, beer, and personal care become examples of how the personal touch, and sometimes the inefficiency itself, can be part of what people value.
A short reflection on choosing challenges that stretch familiar routines without becoming overwhelming. The image is a walk into the ocean: move a little further while knowing where the beach is.
A fictional team drifting away from company goals illustrates why leaders need to translate vision into clear tasks. The article describes a cycle of planning, giving people room to act, checking progress, and adjusting direction.
Do, plan, delegate, or eliminate: four ways to handle a task. This guide uses the distinction between importance and urgency to protect time for meaningful work before it turns into an emergency.