At BOT Consulting, we build engineering teams that thrive in technical environments, which often means balancing the needs of both makers and managers. As a consulting firm, we see the impact of different work schedules on productivity daily, and Paul Graham’s concept of the "Maker’s Schedule vs. Manager’s Schedule" resonates deeply in this context. Here’s a take on how these two schedules play out, particularly for engineering teams, and why understanding this distinction is crucial to optimizing team performance.

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Maker’s Schedule vs. Manager’s Schedule

In a tech environment, the “maker’s schedule” is one that developers, designers, engineers, and artists rely on. It’s a schedule that requires long, uninterrupted blocks of time for deep focus and problem-solving. Makers, like programmers, work best when they have half a day or more to dive into complex tasks without distraction. It takes some time to get into the groove of the task.A quick meeting, even if it’s just 30 minutes, can shatter this focus, causing a ripple effect of lost productivity.

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On the other hand, the “manager’s schedule” is based around meetings and decision-making. It’s typically structured around hourly blocks, making it easier to slot in conversations, catch-ups, and planning sessions. This is essential for managers whose primary function is to oversee, delegate, and ensure the team is aligned on priorities. However, when managers operate solely on this schedule, it can lead to disruption for their teams, especially those who need uninterrupted time to code, design, or problem-solve.

Impact on Engineering Teams

At BOT Consulting, our engineers operate on a maker’s schedule, and their productivity hinges on the ability to focus for extended periods. However, many of our clients, specially people at managerial positions—typically operate on a manager’s schedule—expect frequent check-ins, updates, etc. This clash can derail progress on complex projects.

For example, let’s consider a developer working on optimizing a codebase or designing a critical feature. This type of task requires full cognitive engagement, and a 15-minute meeting to discuss priorities can break the flow, leading to hours of lost productivity. The context switch isn’t just about stopping work—it’s about shifting mental modes, which can be draining and counterproductive.

When building teams, balancing both schedules becomes an operational necessity. Our project leads (operating on a manager’s schedule) need to stay in sync with engineers without compromising their ability to focus. Here, understanding the maker-manager dynamic becomes essential to project success.

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Solutions for Balancing Schedules

At BOT Consulting, we’ve found that a few simple adjustments can help reduce the friction between these two schedules:

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• WOW Agreement:

At BOT Consulting we came up with a teaming agreement bringing mutual agreement between managers and engineers on how to operate the team so that everyone wins. Some of the examples are:

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• Respect Others’ Time and Emotions:

We group meetings into specific chunks of time at the end or beginning of the day, allowing engineers to have uninterrupted blocks of time for deep work. This minimizes the disruption meetings can cause during peak productivity hours. At BOT Consulting we are explicit about our client overlapping working hours & time zone overlap with customers. We are mindful of time zone differences, schedule and are available for meetings at times that are reasonable for all participants.

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• Slack First Culture:

Helping our clients understand the impact of constant interruptions has been key. We emphasize that protecting maker time isn’t about avoiding collaboration—it’s about maximising results. By scheduling meetings in concentrated blocks, everyone benefits from better output and more effective discussions. We often use tools like Slack or project management software to reduce the need for impromptu meetings. Asynchronous communication lets team members leave notes or updates without requiring a meeting, which is a win-win for both makers and managers.

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• Work from Home/Office Policy:

Borrowing from Paul Graham’s strategy, we’ve implemented & office hours for our engineers and team leads. This allows the team to schedule problem-solving discussions and client check-ins during set hours, ensuring their flow is not broken at critical moments. We have a policy of 3-4 days a week in office. Allowing engineers to get time for both deep work and for creative discussions in the office.

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Why It Matters for Consulting Firms

For a fast growing firm like BOT Consulting, operating efficiently means respecting both the maker’s and manager’s schedules. We are constantly navigating the balance between keeping our clients informed and giving our technical teams the time they need to deliver quality results. Understanding these two types of schedules allows us to optimize how we work, improving both team morale and client satisfaction.

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Conclusion

As we continue to grow at BOT Consulting, mastering the maker’s schedule vs. manager’s schedule dynamic will be key to scaling without sacrificing productivity. By understanding the unique needs of both engineers and managers, we can ensure smoother project execution, happier clients, and more empowered teams. Understanding and respecting the schedules of both makers and managers isn’t just about meetings—it’s about maximising the potential of your team and ensuring that everyone is working at their best.

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