Tynan's 2023 work prioritization strategy centers around balancing enjoyment, impact, and urgency. He emphasizes choosing tasks he genuinely wants to do, ensuring alignment with his overall goals, and incorporating a small amount of urgent but less enjoyable work to maintain momentum. This system involves maintaining a ranked list of potential projects, regularly re-evaluating priorities, and focusing on a limited number of key areas, currently including fitness, finance, relationships, and creative pursuits. He acknowledges the influence of external factors but stresses the importance of internal drive and proactively shaping his own work.
Stack-Ranker is a simple web app designed to help users prioritize any list of items. By presenting two items at a time and asking users to choose which is more important, it uses a sorting algorithm similar to merge sort to efficiently generate a ranked list. The resulting prioritized list can be copied or saved for later, and the tool offers the ability to import lists and randomize order for unbiased comparisons. It's pitched as a lightweight, no-frills solution for quickly prioritizing anything from tasks and features to movies and books.
HN users generally expressed skepticism about the "stack ranking" method proposed by the website. Several commenters pointed out that simply making lists and prioritizing items isn't novel and questioned the value proposition of the tool. Some suggested existing methods like spreadsheets or even pen and paper were sufficient. There was a discussion around the potential for overthinking prioritization and the importance of actually taking action. The lack of a clear use case beyond basic list-making was a common criticism, with some users wondering how the tool handled more complex prioritization scenarios. Several users also expressed concerns about the website's design and UI.
Mastering the art of saying "no" as a product manager is crucial for focusing on impactful work and avoiding feature creep. It involves strategically prioritizing tasks, aligning with overall product vision, and gracefully declining requests that don't contribute to that vision. This requires clear communication, explaining the rationale behind decisions, and offering alternative solutions when possible. Ultimately, saying "no" effectively allows product managers to protect their roadmap, manage stakeholder expectations, and deliver a more valuable product.
HN commenters largely agree with the article's premise of strategically saying "no" as a product manager. Several share personal anecdotes reinforcing the importance of protecting engineering resources and focusing on core value propositions. Some discuss the nuances of saying "no," emphasizing the need to explain the reasoning clearly and offer alternative solutions where possible. A few commenters caution against overusing "no," highlighting the importance of maintaining positive relationships and remaining open to new ideas. The most compelling comments focus on the strategic framing of "no" as a tool for prioritization and resource allocation, not simply rejection. They emphasize using data and clear communication to justify decisions and build consensus. One commenter aptly summarizes this as "saying 'no' to the idea, but 'yes' to the person."
Summary of Comments ( 27 )
https://news.ycombinator.com/item?id=43470146
HN users generally agreed with the author's approach of focusing on projects driven by intrinsic motivation. Some highlighted the importance of recognizing the difference between genuinely exciting work and mere procrastination disguised as "exploration." Others offered additional factors to consider, like market demand and the potential for learning and growth. A few commenters debated the practicality of this advice for those with less financial freedom, while others shared personal anecdotes about how similar strategies have led them to successful and fulfilling projects. Several appreciated the emphasis on choosing projects that feel right and avoiding forced productivity, echoing the author's sentiment of allowing oneself to be drawn to the most compelling work.
The Hacker News post titled "How I Choose What to Work On (2023)" linking to Tynan's blog post has generated a moderate number of comments, mostly focusing on the practicality and applicability of Tynan's framework for choosing projects.
Several commenters appreciate the structured approach Tynan presents. One highlights the value in explicitly listing potential projects and assigning scores based on criteria like impact, enjoyment, and feasibility, emphasizing how this process can bring clarity and prevent stagnation. Another commenter echoes this sentiment, praising the systematic nature of the framework and suggesting it as a valuable tool for combating decision paralysis.
However, some express skepticism about the feasibility of accurately scoring subjective criteria like "fun." One commenter questions whether assigning numerical values to inherently qualitative aspects truly adds value, suggesting it might introduce an illusion of objectivity. Another points out the potential for bias in these scores, highlighting how one's current mood could significantly influence the assigned values and skew the results.
A recurring theme in the comments is the tension between passion projects and financially viable ventures. Some commenters argue that while Tynan's framework might be useful for personal projects, it's less applicable to business decisions where market demand and profitability are paramount. One commenter suggests that focusing solely on intrinsic motivation, as Tynan seems to advocate, could lead to neglecting crucial external factors.
Some of the discussion revolves around the author, Tynan, himself. Commenters familiar with his previous work and lifestyle express a degree of cynicism, suggesting that his advice might not be universally applicable given his unique circumstances and financial independence. One comment specifically mentions his past successes, implying that his current framework might be a product of his privileged position rather than a universally effective strategy.
Finally, a few comments offer alternative approaches to project selection. One commenter mentions using a "Regret Minimization Framework," focusing on choosing projects that one is least likely to regret in the future. Another suggests a more iterative approach, emphasizing the importance of starting small, gathering feedback, and adapting along the way. This commenter argues that overthinking and over-planning can be detrimental, advocating for a more dynamic and responsive approach to project selection.