The only job where deep work can be ignored is as an executive at a big company

If you are an executive, you might be in the only position where you do not benefit from Deep WorkDeep Work
Deep Work: Professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit.

The entirety of [[Book - Deep Work.. 3 Rules for Foc...
, as availability is more important (according to Book - Deep Work.. 3 Rules for Focused Success in a Distracted WorldBook - Deep Work.. 3 Rules for Focused Success in a Distracted World

Metadata:

author: Cal Newport
title: Deep Work: rules for focused success in a distracted world




)

If you look at Jack Dorsey, he reportedly claimed: “I do a lot of my work at stand-up tables, which anyone can come up to,” Dorsey said. “I get to hear all these conversations around the company.”

This focuses on a reverse problem: People see the behavior of famous CEOs and think that they too will succeed if they spend and exceedingly high amount of time on emails and meetings. But CEOs are - like Newport calls them - decision making engines with a repository for experience, which is very different from your average worker.

But even executives find use in Deep WorkDeep Work
Deep Work: Professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit.

The entirety of [[Book - Deep Work.. 3 Rules for Foc...
: Bill Gates was famous for taking thinking weeks where he went to a remote location and did nothing but read.

However, even CEOs of small startups can have schedules that rely very little on Deep WorkDeep Work
Deep Work: Professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit.

The entirety of [[Book - Deep Work.. 3 Rules for Foc...
as well to support their team with Deep WorkDeep Work
Deep Work: Professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit.

The entirety of [[Book - Deep Work.. 3 Rules for Foc...
, as The differences between the managers and maker schedule incentivises having two people in a teamThe differences between the managers and maker schedule incentivises having two people in a team

As mentioned by Paul Graham in his [[Article - Maker Time and Manager Time]], doing deep productive work and creating opportunities through meetings both operate on entirely different schedules....