Allocating Attention
A Weekly Operating System for Leaders
Most weeks don’t go off track because of one big mistake. A few reactive meetings here. A handful of small administrative tasks there. By Friday, the calendar got full but it’s not always clear where you actually made progress or impact.
So a few years ago, I started to spend about an hour at the end of the week, with a blank page and ask a simple question:
Where should my attention go next week?
I use a lens called Core vs. Context to guide that decision. The distinction traces back to Geoffrey Moore, where he originally introduced this framework in his book, “Dealing with Darwin” and expanded on it a bit in another great work of his, “Escape Velocity”. The Core vs. Context model helps separate the work that differentiates an organization from the work required to operate it. I’ve adapted that thinking into a practical way to design my week.
Right now, I aim to allocate my time roughly like this:
About 25% incubating what’s next — new offerings, new markets, new ways to approach the work. The future doesn’t build itself. (CORE)
About 50% strengthening the core — building our capability, positioning, refining what we’re known for, deepening key relationships. If this erodes, scale eventually does too. (CORE)
Around 15% streamlining operations — reporting, rhythm of business, contracting. Necessary, but ideally getting simpler over time. (CONTEXT)
And about 10% eliminating or outsourcing what doesn’t differentiate — payroll, accounting, admin. Important work, just not core work. (CONTEXT)
It’s not precise math and some weeks are different, but it’s a great start and if the allocation percentages are different in a given week, it’s an opportunity to ask myself whether that’s intentional or accidental. But if I’m not careful, my time allocation to Context grows. It always does.
Then I check in with my Chief of Staff who holds me accountable to how I’m spending my time. This could be anyone who you give permission and trust enough to question your time allocation
I follow up my weekly plan by making intentional choices for ever day by asking:
What has to happen for this to be a successful day?
Not perfect. Successful. Sometimes I revisit that answer midweek. If a meaningful client opportunity surfaces, I can shift my priorities. And then separately, I decide what will happen no matter what.
For me, that means protecting the first part of the morning for reading and reflection, before the workday begins. And getting my run in during most afternoons. Those practices protect clarity and energy more than any productivity tactic.
None of this is rigid. but it is deliberate.
Its a simple system for me to use and perhaps for you to consider adopting.
Because sustainable leadership isn’t about doing more. It’s about allocating attention to what compounds — and designing the week before it designs you.