Remember back to that moment when the most important thing in the world to you felt like the least important thing to your boss.


Their schedule was too full. Their attention pulled in too many directions. And you were left on pause wondering when you could get some direction so you could move forward.


Your past frustrations with managers and your current questions about how to better structure 1-on-1 meetings stem from the same root problem according to Steven G. Rogelberg, author of 

The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance

During his research into how we approach 1-on-1 meetings, Rogelberg 

 that “few organizations provide strong guidance or training for managers about when and how to meet individually.”

Your past managers probably never had someone sit down and talk to them about how to get the most out of 1-on-1 meetings. And it’s likely the same holds true for you.

That potential for frustration and anxiety is why you must be thoughtful and direct about your 1-on-1 meetings with the members of your team. It’s why you must protect that time and build in space to strengthen your relationships. And it’s why you must consider the potential cost to yourself when critiquing someone else’s work.

It’s easy to overlook the value of 1-on-1 meetings because you may have had plenty that weren’t worth your time. So, let’s make them worth everyone’s time.


Here are four ways to rethink your approach to 1-on-1 meetings.

As a manager, you have the responsibility to support new relationships and manage your team’s expectations. In order to effectively use that power, you need to demonstrate to your teammates that you will prioritize 1-on-1 meetings.

“Managers who don’t invest in such conversations – who view them as a burden, hold them too infrequently, or manage them poorly – leave their team members disconnected, both functionally and emotionally,” says Rogelberg.

Start with the obvious. Let people know that you’ve been in 1-on-1 sessions that devolved into what Will Larson, the CTO of Calm and author of 

, calls “status updates sessions.” And then show them how your sessions can be different.

In surveys, Rogerberg found that a 30-minute session, once a week, had the “highest levels of engagement.” You’ll find the right cadence with your team. A standing appointment (where you’re always on time) signifies to your team and organization that you value the time you’re spending with a given team member.

You never want to stifle creativity; but you do have to channel it for some team members. Make it clear that 1-on-1 meetings are a dedicated time to share ideas. This provides a defined space for feedback, which some people may prefer to give or receive in private. It also helps you avoid burnout by making it clear how you want to communicate 

 when. You don’t have to be on call all the time via Slack or email.

Ben Mackie, an engineering manager with Atlassian, 

 that taking notes “helps you remember the discussion, forms the basis for next steps, and signals that you’re committed to the growth of both the team member and the team.” Give yourself time before each session to 

, so you can give someone your full attention during a 1-on-1 meeting. Then, jot down a few action items after your talk.

While communication builds your process and sets expectations for 1-on-1 meetings, it’s trust that adds a deeper level of meaning to your weekly sessions.


, only 1 in 3 employees “strongly agreed” that there was someone at work “that encouraged their development,” and that they “had opportunities at work to learn and grow” in the past year. A majority of your team is likely waiting for you to show that you’re invested in them.

Build trust with your team by showing up consistently, providing glimpses into how decisions are made, and showing them that you see the effort that goes into their work.


Show up prepared. Outline what you want to discuss to honor the time of the person on the other side of the call or desk. When your team member knows you’re going to show up, it removes some of the stress of lingering questions. Your reports also know that they’ll have your attention regularly and an opportunity to get the answers they need to do their work. Your advance outlining has another key benefit, it sets an expectation that they need to come prepared, as well.

Provide insight into the decision-making process

. By explaining how a piece of the work is related to the whole, you’re offering transparency into your own thought process and, as 

noted in this piece in the Harvard Business Review

, showing “you trust your employees with the truth, even in difficult circumstances.” That act of sharing may also make it easier for your team members to acknowledge and talk about the challenges they’re currently facing.

When your team member went above and beyond in the face of a looming deadline, take the time to tell them you saw how they showed up when it mattered. That moment of appreciation is the currency you can later spend in hard moments. It shows you value someone’s contributions and also that you’re willing to ask for help.

3. Create assignments that stimulate growth

, the stirring 2021 documentary about the late free solo climber Marc-Andre LeClerc, you can’t help but wonder how he scales the highest summits in frozen conditions without a rope. What you gradually come to learn is he pushed himself a bit further with each endeavor in constant search of the place where he was fully engaged by the climb.

He didn’t start with the most challenging mountain.

As a manager, you see the final climb: whether that’s a project shipping or a promotion for your teammate. But you also see where your team is at a given moment. You know that everyone has strengths that are based on their natural abilities or past experiences.


The key to ascending, according to Will Larson, is that you assign tasks that continually push your team members.

“The best thing you can do to grow your team is to give them ever-increasing stretch assignments with more latitude and room for creativity,” 

When it comes to framing those growth projects during 1-on-1 sessions, it’s worth keeping two ideas in mind.


Explicitly tell someone the ways in which they excel, while also taking the time to explain how a given project will help them work on a specific skill. Acknowledge that there may be some struggles along the way and you may have to have some uncomfortable conversations to help them identify possible areas of weakness. By telling your team what you see and what comes next, you’re making it clear you’re invested in them getting better.

Don’t always solve problems, even if you know the answer.

“One of the harder parts of being a manager is giving your team space to solve problems,” 

 Matt Newirk, an engineering manager at Etsy. “One of my biggest challenges continues to be holding those solutions back.”

You’re not only keeping your engineers from growing, Newkirk points out you’re potentially keeping your team from finding solutions that are different and better than the ones you might suggest.

4. Examine the potential cost of criticism

While the dialogue around meetings often focuses on how to give a member of your team criticism in a way that is constructive, it often ignores how challenging it is to be the one delivering the criticism.


Yes, it’s important to discover how your reports prefer to hear and process feedback on their work. But that feedback loop can be unearthed while you’re laying the foundation for regular meetings by listening and setting effective boundaries.


Have you ever considered how you feel about giving criticism?

Psychologist Christopher Rosen, PhD, a professor at the Sam M. Walton College of Business at the University of Arkansas, wondered why some effective leaders struggled with critiquing their colleagues or direct reports.

 that while you’re working to build connections as a manager, it can make you “more reluctant to offer constructive criticism…because delivering negative feedback conflicts with that goal.”


The more you empathize with your team, the more you may seek to avoid having to criticize their work because you’re worried it could ultimately harm your relationship.

However, it’s not only their work which could be impacted, you might also find yourself unable to find your 

“We found the experience hijacks [empathetic managers] emotionally and cognitively, and it impairs their performance,” said Rosen.


If you find it difficult to levy criticism, Rosen has two recommendations for how to lighten your load.


Give yourself a break after you deliver critiques. 

Take the opportunity to recenter yourself or take the time to process what happened with a few minutes between meetings.

“Avoid scheduling these conversations before important presentations or deadlines.”

 Try to be aware of when you might experience more stress and create mental space, similar to time breaks, around big moments in your work.

It’s important to remember that you don’t know the future impact your words will have on the people you manage. While criticism may be uncomfortable in the moment, it often yields real benefits and career growth for engaged team members.

A standing 1-on-1 meeting is a regular opportunity to understand the current state of your team and your work. It’s also a place where you can lay out a blueprint for future success and provide some boundaries that protect your productivity.


Since every relationship is different, you may be uncertain where to start. Step back to where we began.

Think about how you would want to be managed. Think about how things might have been different if you had a space to be challenged and grow with a manager’s help.

Use what you discover to engage your team in meaningful conversations on what they need from a manager. And then get to work on deepening the value that you and your team are getting from 1-on-1 meetings.

4 Ways to Rethink Your Approach to 1-on-1 Meetings

Jonathan Bender

Build your playbook for uplifting your team

Uncertainty is the currency of every technology company. It fuels growth. Pivots. And sometimes layoffs.


While uncertainty accompanies progress and hiccups, it also represents nearly everything that’s out of your control as a developer. That’s why uncertainty feels paralyzing or difficult to wrap your arms around in the moment.


But you don’t have to be undone by what you can’t get done today. Instead, build a flexible, fluid approach to work centered around a guiding principle: prioritization.


By establishing a clear method for decisions, effectively managing your workload, asking others what they need, writing down what you’ve accomplished, and intentionally structuring your day, you’ll find more certainty and satisfaction at work.


Read on to find out how to know and weigh your priorities as a developer in five distinct steps.


1. Start your planning with a decision-making matrix


Establishing priorities is like trying to win the claw game at the arcade. It looks deceptively simple; but then 30 minutes has gone by and you still haven’t figured out how to get the prize.


Will Larson, the CTO for Calm who runs the blog 

, suggests starting with a clear hierarchy based on the needs of your company.


“Reach the right outcomes by prioritizing the company first, your team second, and yourself third,” 

This outward-in hierarchy forms the framework for how you make decisions. It allows you to assess tasks or obligations to determine which should be tackled first. It also helps you align your work with what directly benefits your company, which may strengthen your case for a promotion or show why you’re indispensable in times of reorganization.


Larson also encourages developers to take a future-oriented view when it comes to balancing obligations in a particular category – whether that’s for your team or yourself – so projects with a longer timeline stay at the forefront of your task list.


“You should always be in the longest-term perspective that you’re certain you can reach,” adds Larson. “But sometimes that’s only next week.”

Add additional weight to projects that can’t be completed immediately; so the implied urgency of today doesn’t strip away your ability to get multi-step projects done in the future. When you convert larger goals into smaller chunks to tackle each day, you’ll gain insight into how you’re doing and be able to communicate your needs more effectively in the moment to your team.


2. When everything is a priority, nothing is a priority

It’s not that you can’t get everything done. You probably can. It’s more about what you’re sacrificing and what comes next. As you move into leadership positions, you know what’s at the end of that sprint? Another one.


By trying to do everything all at once, all the time, you’re chipping away at your ability to be reliable and effective in the future. You’re also unconsciously focusing on the action items that are right in front of you.

When we’re stressed we tend to pick the tasks with the shortest timelines. It’s how we cope. In a 

, psychology professors at the Dongbei University of Finance and Economics and Peking University discovered that people in moments of stress, like a product deadline, look for tasks with faster payoffs in order to get a sense of accomplishment or find a bit of positivity.

You may be checking off items off your to-do list; but you’re likely not making significant progress on projects with longer-term horizons. You’re using up hours that could be doled out incrementally to achieve those goals.

It’s easy to lose yourself in the work. Without a system for prioritizing, you might find yourself drawn down rabbit holes outside of 

 or feeling like you don’t have enough time for maintenance tasks because of upcoming feature deadlines.

Stop giving all of your tasks equal weight. Find small wins when you’re stressed in different ways. Instead of snacking on the empty calories of email or Slack messages, eliminate the tasks that are eating up time without moving your work forward.

“People think focus means saying yes to the thing you’ve got to focus on,” 

 the late Apple founder Steve Jobs. “But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully.”

Setting boundaries for yourself will cut down on your stress by reducing your potential workload and enable you to focus on a new habit of prioritization.

3. Ask questions to uncover what’s limiting your team

As you’re building your framework for priorities, you need to think beyond your own limits and discover what is limiting your team members. This is how you tie your work to the needs of others on your team and throughout the company.

Nick Zhu, a senior director of engineering at Affirm, 

 to look at the ways in which tasks are interconnected, to understand whether your work is aligned with your company’s values.

For Zhu, “an engineer isn’t just working on a list of tasks,” but instead is considering the impact of each of those tasks. And that impact is determined by weighing the amount of time and effort that must be invested in relation to the potential for gains.

Reach out to a product manager to understand what a product or feature will look like now and in the future. Start asking managers about what’s on the top of their mind or what they need help achieving.

This is when you might discover that your company’s push to ship a product quickly has created a backlog of code reviews. By jumping in and filling the gaps, you’re now solving issues with bugs or performance that are essential especially when your company is more resource constrained.

The answers to those questions will give you the input you need to transform prioritization from a concept to a process. This is also the moment when you need to make sure you’re not blinded by your experience.

Assaf Stone, senior customer associate at Github, 

 that while experience can help you navigate difficult situations; it also makes it easy to miss rapidly changing circumstances.

“Experience can also give you a false sense of security. You feel secure that you know all of the answers to the relevant questions, that you know the complete context of the problem,” wrote Stone. “If you want to change something, never assume that the current conditions are immutable.”

Talking to different teams will give you insight into the state of your company and which values are shared values. By consistently asking questions, you can evaluate (and re-evaluate) if the solution you’re working toward will have a high impact.

4. Don’t underestimate the importance of writing things down

 when he announced that he would expect weekly updates from engineers. That decision spurred a series of takes on whether that was a reasonable expectation. While many of Musk’s ideas have been controversial, writing weekly updates can be valuable in making clearer the connection between your work and your company’s goals.

Taking the time to write down what you’ve accomplished in advance of weekly stand-up meetings or one-on-ones is a way to find more satisfaction in work and build regular check-ins to ensure your work is still aligned with the needs of your company.

While you may initially list all of the tasks you’ve completed, stick to the most important points when you’re ready to share ideas with someone else. James Clear, the author of Atomic Habits, emphasizes the importance of narrative when talking about what you’ve worked on.

“When explaining strategies, emphasize stories over patterns,” 

 Clear. “People forget numbers and charts. Everyone remembers a great story.”

You’re building the story of why this is important to you and your team. You’ll also find that the 

 helps bring closure to your work. Feel the satisfaction of what you’ve accomplished and unburden yourself from the weight of thinking about the portions of the tasks you still have to complete.

5. Balance staying in your flow with meeting your team’s needs

Flow is important. But it can’t come at the expense of your relationships with your team. As we seek to optimize our own productivity, it’s easy to lose sight of the impact of prioritizing your teammates’ needs.

We know that change can be difficult. Initially, you may want to keep the shape of your day intact to protect the 

 you’ve spent time building. In that case, find your moments at natural points of transition to add tasks that are new priorities. That might mean scheduling consistent time for 

 after your regular stand-up meetings or right after you return to your desk from lunch.

Make sure you’re not disconnected from what teammates are working on and make it a priority to be there for your teammates who need code reviews or have a question.

 that while he was an excellent coder, in part because he prioritized working in the flow state, he was harming the productivity of his teammates by being unavailable for hours at a time.

 by video software company Panopto showed that employees spend an average of 5 hours every week waiting for others in their organization, who have the information they need, to respond.

“Being a great developer is much more than writing amazing code,” wrote Vidovic. “We are team players, and we must act like it.”

When Vidovic made it a priority to respond to his teammates’ pull requests, his team came to rely on him and he went from being “an unresponsive person who coded in the corner with noise-canceling headphones” to “one of the most valuable people in the company.” His colleagues began to appreciate him more. He was a grounding force, the reason the pipeline kept moving.

He also discovered something unexpected. He was happier at work and he actually began to code faster. The brief context switches enabled him to get unstuck from difficult problems and inspired the people around him.

“Soft skills, if you can focus on them, can improve your career more than your technical skills,” said Vidovic.

Developing a system for prioritizing work is an iterative process. It’s a continual balance of examining and understanding the needs of your company, as well as your capacity and the capacity of your team.

“Rigid adherence to any prioritization model, even one that’s conceptually correct…will often lead to the right list of priorities but a team that’s got too little energy to make forward progress,” said Larson.

You have to be committed to establishing priorities; but not so stuck on a given structure that you miss out on the opportunities for creativity that lead to innovation. Uncertainty is part of working in technology; but you can meet the questions or opportunities that arise by embracing the priorities that support you working at a transformative level.

How to prioritize your work as a developer

The right priorities will help you navigate uncertainty and be fulfilled at work

This productivity system will change your life. 

It simply requires you to change your life.

Productivity methodologies are often framed (and seen) as all-or-nothing endeavors. Follow a set of steps. Build a completely new system. But approaching productivity methodologies as absolutes is likely a recipe for failure.


Rigorous routines are intimidating. We’re not perfect. Systems break down. And suddenly the 

 a new organizational structure is crushing your productivity.


At Stashpad, we see productivity methodologies like high fashion. They’re interesting; but not entirely practical. We find inspiration in productivity systems – a unique look here, an innovative design choice there – and then build something new and, more importantly, adaptable.


As we look at the universe of rules in different productivity systems, we’re searching for the small number of basic ideas that are realistic to implement and have an outsized impact. And there’s one that has always stood out to us: capture your ideas in the moment.


If you’re going to be jotting down notes every day, you know it needs to be easy. So, when we see a productivity methodology on the runway, we try to find out how to actually apply it to our daily lives.


Let’s take a look at three productivity methods from the past two decades – professor Cal Newport’s WorkingMemory.txt, productivity consultant David Allen’s 

, and digital designer Ryder Carroll’s Bullet Journal – to understand different ways for you to get things down and take action based on those notes.

, a prolific author and computer science professor, is hyper-focused on getting you focused. But before he 

 (a book about how to do sustained, in-depth work), Newport was looking for a simple way to cut through the clutter in his brain.


In 2007, he landed on the idea of using a scratchpad that he titled workingmemory.txt.


“It is a way to offload things out of your brain where you can still see them, look at them, organize them, make sense of them without having to keep all of these things in your mind at the same time,” 

: Newport still uses a plaintext file on his phone to get ideas out of his head, what he calls his “organizational super power.”

He suggests entering each individual task or thought on a different line. Once your ideas are down, you group or sort the ideas by project. By writing things down, Newport contends you’re freeing up working memory and reducing the cost of context switching.

“You’re making sense of the information without having to keep track of it all in your head at once,” explained Newport.

The workingmemory.txt file acts as a continuous, running log for information you want to retain. At the end of each day, you can refer back to the file to see what’s left to do and decide what’s next.

: Software developers liking a text editor? You don’t say.


Tech journalist Danny O’Brien coined the phrase, “life hack,” in 2004 and 

 that “all geeks have a todo.txt file.” His point was that simple and effective note taking is how developers (and maybe everyone else should) keep track of the essential pieces in their work and personal lives.


Fast forward to the present and engineer Junji Zhi 

 that typing out thoughts makes ideas clearer and easier to digest. On Gusto’s Engineering Blog, Zhi wrote that a plaintext file “frees my brain from retaining information,” so he can instead focus on debugging or feature development.


: Newport explains it succinctly by asking you to “stop trying to do it all in your head.” Taking digital notes frees up space in your brain and gives you a known place to find ideas when you want them. Embrace the messy flow of ideas rather than burdening your brain with heavy organizational constraints.

: Two decades before Marie Kondo told the world that all of your stuff needs a home, consultant David Allen believed that an avalanche of stuff in our heads was making us anxious.


Allen understood that we were going to be bombarded with stimulus – email dings and (now Slack) alerts – that threatened our focus.


“If you get too wrapped up in all of the stuff coming at you, you lose your ability to respond appropriately and effectively,” 

Getting Things Done: The Art of Stress-Free Productivity

, to counter the “open loops,” in our brains caused by unresolved ideas. That book and concept resonated with developers and evolved into seminars across the globe.

: GTD is about building a system to take care of your tasks and close the loops, what Wired 

"I don't care what you write it on, you can write it on your arm," Allen 

 to CNN. "But I guarantee that if you write it down and you keep it someplace where you won't lose it and you look at it sooner than later you're going to feel better than if you don't, and you'll be more productive and use less energy."


 is writing things down that can then be 

, whether that’s a physical tray or digital scratchpad. Each idea gets a distinct piece of paper or line.


GTD then functions like a decision tree, helping you cross items off that list based on the amount of time and resources you’ll need. You decide whether to take action, keep a thought for reference, or let it go.


Short stand-alone tasks (anything that takes less than 2 minutes) should be done quickly, while longer tasks like 

 can be delegated or moved to a specific point on your calendar. Under GTD, you also set aside time for ideas with multiple steps (updating a database or launching a feature) to create and revise project plans.


: GTD is about building a process for understanding your ideas.


“I think it became popular in the tech world because the “Getting Things Done” model is a highly enabling model and that’s sort of the purpose of IT is to enable people to get stuff done faster, easier, cooler, classier, in a more elegant way,” 

GTD is a way for developers to automate idea capture. It’s used for everything from everyday tasks to sprints as a way to recognize patterns and create action plans.


: With so many things competing for our attention, it’s important to have a reliable system for taking notes. Build a trusted space and process for translating ideas into action to avoid being overwhelmed. By breaking larger projects into steps, you create clear pathways for action.

 that met the needs of his neurodiverse brain. A digital product designer with ADHD, he craved structure that didn’t stifle creativity.


He found the answer inside his own notebook. While he had been using the 

 for nearly a decade, Caroll introduced the idea to the world with a website in 2013.


“It provided a simple process that helped me capture, filter and channel information in a way that finally felt natural to my hyperactive mind,” 

It quickly expanded with a physical journal, tutorials, and community dedicated to the organizational methodology.

: While it may be an app or software, Bullet Journaling is typically done with a pen and notebook. You jot down your ideas in a list and then make a symbol to the left of each idea to signify whether it is a task, event, or note.


Your journal also includes a daily log (appointments and daily tasks), monthly calendar (deadlines and short-term goals), and future log (long-term plans or goals) that is populated with the items from your original list. The goal is this system will help you, like Carroll, “conjure and harness lightning.”


: While the stylish design elements of bullet journals are often highlighted, developers are often drawn to the functionality of the system.


Katie Sylor-Miller, a frontend architect for Etsy, 

 the “simple note-taking practice which anyone can use to help tame the chaos of their life and work.” When building her Bullet Journal, she even incorporated the idea of capturing all her thoughts – one of the core tenets of Allen’s GTD – in a brain dump page.


Now, having a single source where all of her ideas are stored helps her know that she won’t forget an idea or task as her bullet journal “functions almost like an external brain.” The act of writing and the visual of completing tasks are positive reinforcements for her process.


: Get your ideas out of your head. Even if they look nice – and many Bullet Journals are beautiful – notes don’t have to be fancy to be effective. The BuJo Method is also a good reminder to find the way to capture ideas, whether that’s analog or digital, most comfortable for you.


Whichever productivity method speaks to you, we hope you see the value in getting your ideas down. Each of the three methodologies featured above begins with finding a way to get what’s in your head into a digital or written document. Because then you can make space for decisions and actions.


. It’s why we created Stashpad and why we work each day to make it easier for you to capture your thoughts. We believe a great scratchpad is the foundation for great work.


If you stop thinking of productivity methodologies as something that requires complete and total commitment, what could you accomplish?


The value of getting things down

3 productivity methodologies that start with capturing ideas

Get things done

Time sucks loom with every blink of your cursor. A big new feature with unclear parameters. A sticky technical question that stops your progress.

Big open-ended questions steal your focus. Technology hiccups you once tolerated feel like banging your head against a wall as ship deadlines approach.

Technical or design frustrations tend to invite ad hoc solutions. Problems to be solved in or around your work. But by failing to devote dedicated time to solving nonbinary problems, you’re missing out an opportunity to make critical discoveries, share knowledge, and cut down on future risks.

 – author of the Extreme Programming book series – called a “very simple program to explore potential solutions.”

Spikes, which came into vogue during the rise of agile software development (Beck was an original signer of the 

), are still valuable tools two decades later for answering ambiguous or lingering questions.

Read on for insights into the types of spikes, how to effectively structure these “simple programs,” and communicate what you learn to your team.

A spike is a way to set aside time for a developer to try and find possible answers to open-ended questions. If you have multiple options for solving a technical challenge or aren’t certain if a given solution will give you the results you want, a spike might be just what the doctor ordered.

In Microsoft’s Code With Engineering Playbook, they 

Technical spikes are for when your team believes there are a number of answers to an engineering problem or are unfamiliar with technology that might be the answer to that problem. With a tech spike, you might assess the load impact of a particular function or whether to build or buy software.

A functional spike dives into the process around solutions. It’s a deeper look into the steps you need to take, the potential risks, and how implementation could get complicated for your team and the end user.

You may often do a spike before or at the beginning of a sprint. A spike has four distinct parts:

You investigate to try and find the best approach.

A successful spike often doesn’t end with an implemented solution. The outcome is a deep understanding of the problem and, if available, a recommended approach to solve it. Sometimes a spike unveils a deeper challenge that requires a further spike.

 this was an opportunity for “driving a spike through the entire design.” It’s a way to poke holes in your design theory. Others, in turn, have extended that idea to suggest that a spike is a deep – but narrow – dive (akin to an actual metal spike driven into wood) into a topic.

In an effort to back away from such a direct metaphor, Beck suggested “architectural prototype,” as another name for this process of exploration. He saw a spike (in the same fashion as an engineering feasibility spike) as a means to put some parameters in place that might help your team move forward or narrow the scope of pursuit.

Blog | From the Stashpad team and community

4 Ways to Rethink Your Approach to 1-on-1 Meetings

How to prioritize your work as a developer

The value of getting things down

Spikes are your answer to open-ended questions

My top 5 WebStorm shortcuts

Attention residue is eroding your focus

How to build a good code review culture

A deep dive into flow

When to Prioritize Code Quality at a Startup

Introducing Stashpad

Setting slack status for remote work

Maximize creativity with planned group brainstorming sessions

Find Meaning In The Gritty Work

How we minimize deep work interruptions at Stashpad

Why the pomodoro method is more useful than you might think

Embrace the reality of zoom meetings and make them work for you

You probably don't need a knowledge garden

5 strategies for self-care when working from home

How to maximize deep work when working remotely

Status dumps for software engineers

Start stashing today.