← Creator Science with Jay Clouse![#233: Resource Allocation [Voice Memo] — Creator Science with Jay Clouse cover](https://megaphone.imgix.net/podcasts/7036d60e-4b83-11ea-8ddd-d3061c708b65/image/b242810ea7c9eb33771126b9c7cd936c.jpg?ixlib=rails-4.3.1&max-w=3000&max-h=3000&fit=crop&auto=format,compress)
Creator Science with Jay Clouse
#233: Resource Allocation [Voice Memo]
00:05:34
The most important day-to-day decisions we make
Loading summary
Transcript1 lines
- [00:01]
A
The most fundamental decisions we make day to day are how we allocate our resources. Resources can be a lot of things. The obvious ones are time, attention, energy. Also the cash that you or your business have. If you have a team, they all have time, attention, energy. So every business owner has some amount of resources that you can command. And in the beginning, all you really have is your time. And you use that resource to the best of your ability to accumulate and acquire other resources so that you can put those resources to work in some way or another. So when you're getting started, when your only resource is your time, attention, and energy, that is where you're trying to eke out some competitive advantage by having marginally more efficient uses of those things. And when you're young, you typically have more time than somebody who's a little bit older, has more obligations and commitments and priorities. When your only priority is your business, then utilizing all of your time, attention, and energy is a competitive advantage that you can take. But there comes a time, and I have reached this time in my life now, where you have more obligations, more commitments, more priorities. And your finite resources of time and attention are not where you're going to find a competitive advantage. In fact, it becomes a competitive disadvantage. So up to this point in my business, when I'm really leveraging my own time, attention and energy, I have to be utilizing all of that to have an advantage. But there are now people who are younger, who have fewer priorities, fewer commitments, who will outwork me in terms of the time I can put into the system, which means at this point in my career, and maybe you're here as well, you need to leverage other resources that are not your time, attention, and energy to try and create a competitive advantage that could be team building, that could be acquiring more revenues that you can pay for things. Even if it's not your team, you can still delegate things. And as we're heading into 2025, I'm thinking about this a lot because my day to day, there's just a lot less time in it. And even the time that I have, it looks a lot different. There are fewer large blocks of uninterrupted time because my wife and I are caring for our daughter at home. And that's a decision, a priority that we want to make. So if I can't sit down for four hours and tinker on something the way I used to, how will I get the same amount of things done? Actually more things done in 2025, and it comes down to resource allocation, how can I use the resources I have at my disposal that are not my direct time and attention and energy to actually get more done. That is the game that I'm seeking to play in 2025. I listened to a conversation between James Clear and Ryan Holiday on Ryan Holiday's daily Stoic podcast recently, and James has children as well, and he said on that podcast that the way he's been thinking about things the last year or so is fewer moves, bolder strokes. How can you make fewer moves but make them more strongly, with more conviction and also more effectively? That's what I'm thinking for 2025. What are the few moves I want to make as opposed to trying to do a ton of things and instead of, you know, sort of half assing the things that I think I quote unquote should do, I want to whole ass the things that I really want to do. There's this interesting tension I've been feeling lately between personal interest and strategy where if I sit down and objectively look at the business and think what are the strategic moves I could or quote unquote should make? Oftentimes those are not moves that I'm interested in making. And if I'm not interested in making them, if I don't have personal interest, they're probably not good strategic moves because I won't execute them fully. So again, it's better to whole ass some less strategic things that you're really interested in doing, right, rather than half ass the things that you just feel like you should do to check the box. That is just a little bit of a starter to get you thinking about 2025. I've been taking some much needed rest over the last week or so here with the holidays, feeling reinvigorated, feeling excited for the year ahead. Hope you are doing the same. You'll be hearing a lot from me per usual. Even if it's less of my own personal time, attention and energy, I'm applying it to the things that matter the most in my business, being my newsletter, this podcast, YouTube channel, the Lab. And that's pretty much it. Next year trying to make the lab better and better, really trying to compound the value in that space and then focus on my long form content creation, knowing that by doing really interesting things in long form I can document those things, document the things that I'm doing in the business for short form and I just think that's going to be more impactful, a better use of my time and I want to release the pressure that I put on myself sometimes day to day for publishing more in short form because I just don't think it's what's going to be most effective for my business heading into 2025. If you want me to talk more about that, if you want me to do a full episode on how I'm thinking about the year ahead and the plans that I'm making and how I prioritize certain things, knowing that my time, attention, energy is not the biggest input that I can put into the business in the coming year. Let me know in the comments here on Spotify or tweet at me, Klaus, or tag me, whatever platform. But if you're on Spotify, leave a comment. And thank you for listening. I'm excited to talk to you this coming Tuesday.