If you’re like me, organization at the very least means placing things in well-named folders so you can retrieve them later. That is, until you create several folders named 

 scattered throughout. This is great for a while but when you get behind on projects and find it difficult to explore new hobbies it’s time to consider a simple yet effective way of restructuring your file systems to work for you by using the PARA method. The PARA method consists of four folders:

; regions of responsibility somewhat-ingrained in our lives

; active interests, useful info you’ve encountered, and shareable content

; the level above the trash can for completed projects, closed areas, & inactive interests that you want out of sight but don’t want to delete and may even revisit in the future.

The PARA method was devised by Tiago Forte, founder of Forte Labs and author of the books 

. The PARA method, in a nutshell, is project-oriented file structure that enables you to work across several apps with different content that’s aligned in the same top-level folders. It reduces the cognitive overhead that you experience from using counterproductive organization systems that require you to be overly proactive, reduces your reliance on an app’s ability to locate your content for you, move stale content out of the way, and helps you with your original goal of creating things instead of endlessly consuming them. The PARA method is simple - there are only four (or five as you’ll see soon) top-level folders to maintain. The PARA method is forgiving. If you place something in the wrong folder you have a significant chance of finding your content in the right top-level folder without having to use search.

While not included in the acronym, Tiago Forte recommends adding an Inbox folder to add new content to and then relocate items within it on a weekly basis. The Inbox plays a non-trivial part in our lives as it serves as a place to dump our working memory.

This is why having a dedicated app to handle incoming thoughts and requests is important and where Stashpad comes in as a launchpad for completed works. It acts as a central hub for capturing notes quickly and organizing them efficiently. With Stashpad, you can create nested notes, or 'stashes,' to keep your ideas structured. Place your atomic notes in Stashpad and then expand them into evergreen notes in the appropriate project-materializing app. Instead of scouring multiple apps to find your work, Stashpad serves as a one-stop Inbox. With PARA in the mix, you can track where content has migrated to and which app you’ve transferred it to.

Also, Stashpad can be kept as simple as text editor (with support for rendering Markdown syntax and text replacement) but it has the manageable complexity of an outliner (with support for nesting notes and adding attachments) but with an interface that is actually usable on mobile displays. This greatly reduces the friction in putting content into Stashpad.

Placing everything into the Home folder of Stashpad (which is Stashpad’s dedicated Inbox folder) serves as a both a bouncer that keeps uninteresting ideas out of apps that you use to complete projects and a slip-box in which you can pull ideas from later. It’s essentially extra RAM for your brain to store all of your thoughts as they come, and akin to sleeping they "go away" until you revisit them later.

Offloading incoming information onto Stashpad - image generated by DALL-E 3

However, when the number of items in the Inbox grows too large, managing it can become overwhelming. This can lead us to change note-taking apps, switch organization systems, and let projects become outdated, pushing our goals further away. This effectively turns our Inbox another Archive folder. This is why it's important to set aside some time every week to go through your Inbox folder and move actionable content to your 

 folder, as Tiago shares in his video on the 

 system, I would strongly recommend placing it in (or at least treating it as a compartmentalized version of) the 

folder instead as you should break up the content within each note and create new notes within your 

 folders instead. Eleanor Konik advocates for use of 

To start using PARA in Stashpad, first create the four main stashes (equivalent to folders) that make up the PARA acronym. Do this within your 

 stash. To pin these stashes to the sidebar, right-click on the desktop app or long-press on the mobile app to bring up the context menu. Then, choose the 

 option for each stash. Alternatively (on the desktop app), you can press 

on selected stashes to pin them. These pinned stashes will then appear on the left sidebar of the app, and you can drag them (on the desktop app) to reorder as needed. To quickly go back to the 

 stash, tap its dedicated button on the mobile app's navigation bar or use the 

A screenshot of the easily-accessible list of pinned PARA folders.

Move all of your existing content to the Archives folder. From there, organize other folders as needed. There’s a high chance that you won’t do this for personal items but you will need to move several work folders. The process of reorganizing things will help you remember where things are placed as you improve the folder structure. For files that you can't move, simply create 

 to external folders and place them in the Archives folder.

How it feels to move files into the Archives folder - image generated by DALL-E 3

How to Manage the Areas and Projects Folders

 might seem confusing, instead of simply nesting 

. However, one main reason for this setup is to keep all your active projects in one accessible folder. Once a project is completed, you can then move it to the relevant area folder it contributes to, like moving a monthly budget sheet from your 

. If you nested project folders within each area folder, you'd have to dig through multiple folders to find what you're currently working on. This scattered approach could make it easy for tasks to get overlooked.

" in Stashpad to manage the stashes within my 

 folder. A Status Dump is a note where I keep track of a project's progress. When a project is successfully completed, I move it to the 

 stash, and if it's cancelled, it goes to 

To create a Status Dump, follow these steps:

List the tasks that need to be done or what has already been completed.

Mention any obstacles that are preventing project completion.

Doing this helps me track when a project started, and if I create a new note for an older project, I don't have to rely solely on the note's metadata for context. The Status Dump method can also be applied to multiple tasks; simply bundle them into a single stash and then move the entire stash to either the 

I've been using the PARA system for several months and have found it to be remarkably stable; I haven't encountered any major issues that would make me want to abandon it. However, I've learned that fine-tuning the system might be crucial for deal with inflexible apps and platforms. Depending on the situation, it may be helpful to either simplify the categories to avoid confusion or add more layers to handle increased complexity.

Tiago says in his book if placing notes into subfolders consistently overwhelming then it’s ok to place content directly within PARA and use search to locate them thereafter.

 down, you can use 3 out of 4 categories. If you never use the 

 folder because you're constantly re-opening and referencing older projects and resources, you can simply use the first three. If you're constantly confused as to why you should have two folders in both 

, simply merge the folders together by placing the projects in each area folder (but will have to work harder to pull up each project as mentioned earlier). In Stashpad, you could create multiple 

 folders inside. Tiago has mentioned that some organizations simply use two folders: 

 for actionable content and non-actionable content respectively.

Modify PARA to Adapt to Restrictions of other Platforms

Other than the aforementioned recommendation of creating an 

 folder, Tiago offers four more tips that will help you maintain PARA on other platforms:

Make top-level folders largely sort-proof

 Stashpad allows you to freely customize the order of your stashes and notes in any folder and in the 

 stashes section of the left sidebar. Many apps do not offer this convenience. To prevent having your top-level folders listed as 

, prefix them with the numbers one through four. 

. This makes it easy to identify each folder at a glance and keeps the folders in the same order when they’re sorted by name.

 that is three-directories-wide within the search modal so you’ll always know which top-level folder you’ve stored something in. The first stash is your 

 folder, the second stash is stored within the 

 stashes), and the last directory is the folder that the stash is stored in.

The full path for this note is Home / 2 - Areas / Car / Maintenance / Oil Change

For other apps that don’t offer this provision, setting different naming conventions for subfolders will enable you to quickly discern which top-level folder the content you’re searching for is inside of.

Prefix emojis to project folder names and only capitalize the first word.

Use proper case to the names of area folders.

Archived subfolders will obviously inherit what comes from the other three folders.

: Stashpad stores content that is synced to your devices offline by default, but several cloud storage providers that are used to store several gigabytes or terabytes of data might download proprietary placeholder dataless/cloud-only files instead. Tiago recommends that at the very least you should set your Projects folder accessible offline.

: Stashpad enables cloud-sync by default for all new accounts so storing manual backups doesn’t require you to proactively back up your content unless you opt-out and keep it exclusively offline. If you’re using the latter option or don’t trust yourself to accidentally delete anything you can manually export a backup via the Command Palette (

 ) on a regular basis that you’re comfortable with. As for content stored locally for other apps, the ability to protect yourself from malware and hard drive failures may require implementing some variation of the 

 strategy. In short, you’ll want to back up your data on three different storage devices, use a cloud storage backup service, and ensure the integrity of the data stored across all of your backups is error-free: 

The first device would be connected to your computer at all time to consistently make backups.

The second device would be occasionally connected to your computer. If your computer is infected with ransomware the likelihood of both storage mediums being affected is lower. It’s also unlikely that they would go bad from a mechanical failure simultaneously, especially if you’re using a surge protector.

The third device would be offsite in the event that the first two are lost or destroyed in a natural disaster.

A cloud storage service would be the slowest option to back up both to & from; thankfully with PARA you can quickly identify which content you need to retrieve first.

Embrace Organization with the PARA Method

In a world filled with information overload and digital clutter, the PARA method offers a simple yet effective way to stay organized across any platform. By structuring your files into four key folders - Projects, Areas, Resources, and Archive - you can easily manage your tasks, responsibilities, and interests. The PARA method reduces cognitive overhead, empowers productivity, and ensures that your content is easily accessible and aligned within the same top-level folders. Embrace the power of organization with the PARA method and regain control over your digital life 

Use PARA to Stay Organized

Jaspal Suri

The PARA method offers a simple yet effective way to stay organized across any platform

Working Memory is about all the things that are on your mind at any given moment.

It’s like the RAM on your computer. It’s how your mind juggles and makes sense of the various things that you care about as you go about your day.

It’s something we kind of take for granted.

To help ourselves manage our working memory, many of us reflexively rely on some kind of notepad. As we work on things, we jot things down. Jotting things down is one form of “resolving”, at least temporarily, something our mind has been hanging on to. This lightens our mental load, letting us devote our attention more fully to what’s in front of us. The act of writing can also help clarify what may have previously been hazy.

This way of jotting things down willy nilly can feel messy, even improper - like we’re somehow doing notes wrong. But this is your working memory! If what you’re jotting down is too neat and tidy, you’re probably keeping it in your head too long. Your threshold for what is acceptable to write down is probably too high.

This is the key difference between your working memory and your knowledge base. A knowledge base is for the nuggets of knowledge that you want to record for posterity. Like the hard drive on your computer. For the knowledge base serve its purpose successfully, it makes sense to put a little extra thought into how things are written and organized. Plus, a knowledge base is often thought of as a showcase for others. It’s where formal insights are published.

We often think of notes as serving the purpose of a knowledge base. But working memory needs an outlet of its own - usually via notes of the quick, messy variety.

When we have a lot going on - a lot on our minds - it’s especially essential that we have a working memory solution to help us out. And while we need to be able to seamlessly capture thoughts without thinking twice, it can also help to compartmentalize things - so that we’re able to effectively shift gears and have the most relevant content at our fingertips when the time comes.

A tool for working memory should be fast and ergonomic, optimized for instant capture, but also for compartmentalization and retrieval. It should let you work in a way that fits your mental model. It shouldn’t burden you with extra cognitive overhead that only undermines its primary purpose. It provides a space to clear your mind, stash things for later, and clarify your next steps. It serves only to help you find greater focus and peace of mind in your day-to-day.

Working Memory

Theo Marin

How work gets done.

Feedback is the whine of a microphone. The survey you decline when you’re trying to buy a pair of pants. Or the terse email that has your stomach in knots over lunch before you meet with your manager to find out what went wrong or what you missed.

Feedback has gotten a bad rap. Synonymous with something we ignore or endure. But by seeing feedback as potential conflict, we’re missing out on meaningful opportunities to shift our focus and improve productivity.

, you’re going to engage in “deliberate practice” (even if you didn’t know that name, yet). And as productivity expert Cal Newport, author of 

Deep Work: Rules for Focused Success in a Distracted World

, explains, there are two parts to deliberate practice:

Intense focus on a specific skill you want to master.

Corrective feedback that keeps you on track and productive.

Knowing how to receive feedback is as important as 

. Your natural (and understandable) response to date may have been to avoid feedback; but if you’re not getting feedback you can’t become an expert in your field.

Read on for the four steps you can take to receive feedback better and learn how you can use feedback to hone your craft through deliberate practice.


We all want to understand how someone becomes an expert. Malcolm Gladwell has made a career out of it. And for the past 50 years, the field of performance psychology has been trying to unlock the secret to mastering the skills of a craft. In 1993, psychology professor K. Anders Ericsson gave this pursuit a name: 

The core idea driving deliberate practice is that it is not enough to simply practice a skill if you’re seeking mastery. This is not the rote act of repeatedly swinging a golf club or regurgitating answers from a textbook. As explained in 

, intention is a critical part of deliberate practice:

“Deliberate practice means practicing with a clear awareness of the specific components of a skill we’re aiming to improve and exactly how to improve them.”

, is the first part of deliberate practice. Identify what you want to improve. Keep it at the top of mind as you try to solve a problem.

The second part of deliberate practice is repeatedly getting feedback. Insight so you know when you’re hitting the mark and when you need to cut your losses. Feedback tells you the moment to pivot or the moment to lean in harder.


Rethinking the process around feedback starts long before you’re sitting down in a meeting. You have to embrace what psychologist Carol Dwek refers to as a “growth mindset,” wherein criticism or feedback is an opportunity to gain more input. You’re identifying the skills you want to improve through deliberate practice.

“This growth mindset is based on the belief that your basic qualities are things you can cultivate through your efforts,” says Dwek, the author of 

By viewing criticism through the lens of potential improvement, you can be open and curious about what you might discover. And when a manager offers you feedback, you’ll come to see that it’s because they want to help you improve. Feedback becomes a mile marker on your growth journey.

An important part to note here is that you’re not shutting down your emotions to receive feedback. In fact, you’ll only be successful if you’re deeply involved and care about your own growth. This is about being more aware of how you’re feeling in the moment. So when you feel defensive, you can pause and reset to hear feedback that will ultimately help you grow.

Boxer Mike Tyson once said “everyone has a plan until they get punched in the mouth.” And your attempts to be open to feedback will be tested in the moments that you’re receiving – what may feel like – harsh criticism. There’s a way to soften the impact of that first blow: remember, this is about your work and “your work” is a work in progress.

, writer Scott Young (a frequent Newport collaborator) reminds people that critiques are not personal.

“If you process it as a message about your ego rather than your skills, it’s easy to let a punch become a knockout,” says Young.

The fastest way to hone new skills, according to Young, is to seek out immediate feedback. Nobody wants to be a punching bag; but getting input regularly is part of leveling up. It’s how you delve into areas of improvement with deliberate practice.

“It’s better to get in and take the punches early so they don’t put you out for the count,” adds Young.

While you’re pulling yourself up from the canvas, bear in mind that listening doesn’t have to be passive. Lara Hogan, author of 

, notes that questions are a critical part of breaking down assumptions and avoiding judgments in what could be a tense conversation.

“Feedback conversations should really be a two-way dialogue, not a one-way series of requests,” 

Asking questions not only provides you clarity, it also gives you the agency to subtly manage up and ensure your priorities are aligning with the needs of an engineering manager or team.

3. Acknowledge and address the moments when you feel defensive.

It’s difficult to not see feedback sessions as combative. Case in point, the number of times we’ve already talked about taking punches in this post. That’s why it’s important you not only be open to feedback; but you also acknowledge what you’ve heard.

Here are three steps to keep you centered while you’re processing feedback: Take a breath, avoid pointing fingers, and repeat back what you heard in your own words.

 When you’re in the midst of trying to unwind a problem, it’s easy to feel defensive if someone starts to point out the places where something isn’t working. Author Sarah Drasner suggests that instead of shutting down, you let out a breath.

“Breathing slowly and with purpose, and sitting properly in your chair can push back on your fight-or-flight response,” writes Drasner in 

Engineering Management for The Rest of Us

Deflate your own tension and give your brain some time to process what you’re hearing. Slowing down gives you an opportunity to organize your thoughts and explore why you might be feeling defensive or what else you might need to know to move forward.

 That fight response? Sometimes it shows up as “switchtracking,” a concept explored in the book 

by Douglas Stone and Sheila Heen. With switchtracking, you respond to feedback by pointing out a place where the person offered you feedback fell down in some way.

 I may not have done X; but you didn’t do Y…

While there may be times you need to address the work of a teammate, particularly on large projects, Drasner points out this is a separate conversation for another time. Don’t shift the focus away from the feedback you’re receiving as you risk losing the chance for insight that could speed up your discovery of a solution. You’re also stifling curiosity and potentially turning a feedback session into a combative situation.


- Repeat back what you’ve heard in your own words. 

Here, you can sound out an idea and maybe unlock something valuable in the discussion. This also demonstrates to your manager that you understand the feedback and will find a way to incorporate it going forward.

4. Build an action plan that incorporates given feedback.

Feedback is only transformative if it results in action. Write down the feedback you’re given and make it a point to identify action items based on what you’ve been told.

Follow up on the initial conversation and communicate how you’re going to do things differently. Make sure to keep revisiting these action items in subsequent meetings or updates to show your manager the impact of given feedback. This highlights the areas where you might need additional feedback to keep you pointed in the right direction.

If you’re a manager, this is also the moment when you can ask for feedback. By being vulnerable, you’re showing the opinions of your team matter and that receiving feedback is a necessary component of success.

“[Asking for feedback] cultivates a culture in which growth and learning are valued and seen as natural parts of work,” says Drasner.

Ultimately, that’s the goal with feedback. To normalize it. To celebrate it. To acknowledge that even if feedback is at times difficult to hear, it’s a big part of doing the work.

By preparing yourself and others to receive, acknowledge, and act on feedback, you’re going to improve your skills at a faster rate. Feedback will help you identify inefficiencies, avoid rabbit holes that eat up valuable time, and build the foundation for a stronger relationship with your team. Make feedback a part of your process to build a new habit of deliberate practice and discover your potential to master new challenges.

How to receive feedback better

Level up your skills faster with deliberate practice

You’re drowning at work. Irritated at small requests. Collapsing under the weight of big projects. In short – no CAPTCHA needed for this one – you’re human.

Feeling burnout? You’re not alone. The Deloitte Global 2022 Gen Z and Millennial Survey 

 that nearly 1 in 2 Millennial workers are feeling burned out at work and 1 in 4 “would like to leave their jobs within two years.”

So, what do you do when you’re feeling overwhelmed? Your instinct might be to work harder to simply outlast what’s in your way. But all you’re doing is running out of runway faster and operating at a diminished capacity because of all the resources you’re putting toward solving problems inefficiently.

 sustained response to feeling overwhelmed. Establish clear priorities and boundaries to simplify your schedule and communicate your needs to teammates. Free up additional capacity by offloading ideas in writing and offloading tasks to your team. And, on occasion, let yourself reset with a pause at work.

Read on for our 5 strategies to help avoid feeling overwhelmed at work.


Let’s talk about what it means to be overwhelmed.

It’s difficult to look directly at stress. But stress is not the Eye of Sauron. And you don’t have to live in the shadow of Mount Doom.

Work avalanches come in two stages: discomfort and overwhelm.


-Discomfort doesn’t have to be a negative. 

The feeling of being out of your depth isn’t always a sign that something needs to change. When you take on additional responsibilities, author Tanya Reilly suggests it’s normal to feel uncertainty at work.

“That feeling of discomfort is called learning,” says Reilly, who wrote 

The Staff Engineer’s Path: A Guide For Individual Contributors Navigating Growth and Change

And, good news, Reilly points out “that managing the discomfort is a skill you can learn.” We’ll show you how to effectively structure your work and manage boundaries below to keep discomfort from evolving into overwhelm.

-You’re overwhelmed when you can’t work effectively. 

When discomfort rises to a level that it’s impacting your work performance, that’s when you need to find ways to manage your workload.

Emotional overwhelm prevents you from absorbing knowledge and affects your ability to be present for your team. If you can’t get into a 

 or your to-do checklist never seems to shorten, it’s time to start proactively managing your stress.

1. Define your priorities to help guide your schedule

Let’s acknowledge that you probably do have too many things to do. Those responsibilities come with a cost as you’re constantly weighing what needs to be done, exhausted by a series of small dilemmas that eat your calendar like a Pac-Man game set on free play.


You’re suffering from decision fatigue and, as Sarah Drasner, author of 

, notes, “you can make poor choices when you’re not able to make a clear decision.”

How do you reduce the number of decisions that you have to make? Step back and decide what tasks, meetings, and projects align with your values because as Drasner notes, “what we work on is an expression of our values.” Create a 

 to evaluate your current obligations and future goals. Seek out feedback from project managers and developers to tweak or confirm what you’re doing.


As you key in what matters to you and your team, it becomes easier to weigh and reshape meetings or processes to become more efficient. An added bonus is that a small to-do list appears more manageable and gives you the small dopamine hits of crossing off items when they’re completed.

, cautions you to not get stuck on your schedule and instead acknowledge that you’re reshaping your choices.

“Time management is really a misnomer, the challenge is not to manage time, but manage ourselves,” says Covey.

2. Set boundaries for yourself and your team

While you’re building the space to do meaningful work, you have to build in boundaries to protect that space. And that requires a paradigm shift about your own availability.

It can feel like you’re pushing people away when you 

, sees it as another way to express your priorities or values.

“Consider that when people take a while to respond, it sends the signal that they’re busy and prioritizing,” 

 Boyes. “And may lead to other people respecting their time to a greater extent.”


 and encouraging them to protect their own productivity. While you should always acknowledge a request, you don’t have to raise the newest request to the top of the pile. Instead, assess what’s in front of you or bring a collection of potential requests to your manager and talk through them to discover what aligns with the team’s priorities.

Solid boundaries help prevent distractions and improve your communication with other team members; but the key to corralling your own mind is to build a practice of taking notes.

, the part of your brain that wants to keep surfacing and working through unfinished problems. We’ve written in the past about The Zeigarnik Effect, wherein psychologist Bluma Zeigarnik wondered why waiters in a Vienna restaurant could correctly remember an entire table’s order without writing a single thing down.

Zeigarnik discovered through studies – conducted after dinner – that the waiters’ thoughts were an unbroken circuit. They remembered complicated tasks because their brain kept holding the idea that a customer ordered a rare steak until the steak was at the table.

Your work often has a longer timeline than your dinner reservation. As a result, you’ve got to break the circuit and unburden your mind by writing down your tasks. Because the cost of holding all of that information (often called attention residue) compromises your ability to take on new tasks and process new information.

Writing things down frees up your working memory to focus on a code review or be present in a meeting. Reilly encourages you to create an anchor, building a 

 to track your task list, as well as capture key ideas from meetings.

4. Accept that you don’t have all the answers

As you start to organize and document what you’re doing, that’s also the right time to acknowledge that you don’t have to do everything by yourself.

When you have too many tasks, your instinct is to work harder and push through the challenge. There are three main reasons that’s the case: you don’t acknowledge the work of meetings, it’s how you moved forward in the past, and you underestimate how willing others are to help.

 Running meetings and managing people is what Drasner calls the “hard, human work.” It’s not easy to quantify what you’ve accomplished in a meeting, so you may unconsciously discount the time you spend facilitating a discussion. Start giving yourself credit for the “hard, human work” and celebrate the progress that comes as a result of your entire team’s efforts.

. In the earlier days of your career, your ability and success as an individual contributor was dependent on you producing code. And you were, rightly, rewarded with a promotion to engineering lead. Will Larson, the CTO of Calm and author of 

, recognizes that it's easy for developers to fall into a trap of inefficient solutions.

“Under pressure, most people retreat to their area of highest perceived historical impact, even if it isn’t very relevant to today’s problems,” 

You have to recognize that you’ve moved from a place where your success was dependent on you producing things to a position where other people now produce things with your input.

 Just as you might forget to acknowledge your own progress, you’re likely underestimating how likely it is that there is someone who can help you on your team.

Vanessa Bohns, a professor of organizational behavior at Cornell University and author of 

 how people respond to requests and found something fascinating: we regularly think someone is going to say no and we’re likely very wrong.

It turns out that we underestimate the likelihood of someone doing what we ask by 48 percent. Bohns believes we tend to forget how awkward it is for somebody to refuse a request. So, the next time you think everyone else is too busy to help, consider the idea that instead you’re assuming they can’t help instead of simply asking and finding out what’s possible.

You can’t always strategize your way through feeling overwhelmed. Sometimes you have to change what you’re doing. There’s a difference between when you’re stretching as you learn and when you’re close to redlining and blowing an engine.

Rebecca Zucker, an executive coach and founding partner at 

, contends that trying to push through your workload comes with a substantial cost and wrecks your productivity.

“The cognitive impact of feeling perpetually overwhelmed can range from mental slowness, forgetfulness, confusion, difficulty concentrating or thinking logically, to a racing mind or an impaired ability to problem solve,” 

 Zucker. “Cognitive fatigue can also happen, making us more prone to distractions and our thinking less agile.”


Sarah Drasner encourages you to track your energy throughout the day and make a plan based on your “personal energy cycle.” By discovering when you have low energy during the day, you can work to align your schedule with your own internal cycle.

Breaks are critical. It’s not only a way to release tension, the physical act of getting up and outside has other clear tangible benefits.

 in The Journal of Environmental Psychology found that a 30-minute walk in an urban park “reduced negative mood and elicited more awe.” A literal change of scenery breaks the swell of overwhelm and allows your mind and emotional state to reset.


 or fixed in stone. As you work toward building a better system to manage your schedule and establish boundaries, understand that work will continue to stress the schedule you’re creating. Remember to continually adapt to what you need. Don’t wait until you’re burned out.

Blog

Notes from the Stashpad team and community.

Use PARA to Stay Organized

Working Memory

How to receive feedback better

5 ways to ease overwhelm at work

4 ways to rethink your approach to 1-on-1 meetings

How to prioritize your work as a developer

Deploying Stashpad via Electron for desktop

Get Things Done (GTD), Bullet Journal (BuJo), and WorkingMemory.txt to boost productivity

How to be successful in your next agile spike

My top 5 WebStorm shortcuts

Make your Work
Note-Worthy

Use PARA to Stay Organized

Working Memory

How to receive feedback better

5 ways to ease overwhelm at work

4 ways to rethink your approach to 1-on-1 meetings

How to prioritize your work as a developer

Deploying Stashpad via Electron for desktop

Get Things Done (GTD), Bullet Journal (BuJo), and WorkingMemory.txt to boost productivity

How to be successful in your next agile spike

My top 5 WebStorm shortcuts

Make your Work Note-Worthy

Make your Work
Note-Worthy