01Momentum This week, don't fix anything. Just notice how often work stops and waits for you.
Method Keep a note on your phone. Every time someone says “I'll wait for you to look at it,” add a tally.
You're good at this. That's why the tasks keep coming and the decisions don't. Nobody planned it that way; it happened one helpful yes at a time.
Two books. One gives you a real thing to do every working day. The other makes sure somebody sees it.
Rated by 11,000+ AI practitioners across Mexico City, Bogotá, Santiago, Singapore, Toronto West and Central London.
Eight days. One room of five people. The last column is the only one that matters.
| Day | Gave it to | What I found | What came back |
|---|---|---|---|
| Mon 6 | Dana | Read four days of the ops channel. Six “it takes forever to” complaints. Four are the same handoff to procurement. | Wed: Dana raised the procurement handoff in her own staff meeting and said where the count came from. |
| Tue 7 | Marcus | The three questions I get asked most. All three are “can this be automated,” about work he already owns. | |
| Wed 8 | Priya | Asked two people what they think I do. Both said “the AI person.” Neither mentioned the reporting work, which is half my week. | |
| Thu 9 | Dana | About 70% of the intake rules exist only in my head. Wrote the first eight down. | Fri: Dana asked for the list. Sent it. |
| Fri 10 | Marcus | The weekly vendor reconciliation is the one I'd automate first if a client described it to me. 90 min a week. | |
| Mon 13 | Priya | Counted the things only I could have handled last week. Four. Two of those were only mine because of an approval I asked for in March. | Tue: Priya asked whether the March approval could come off. It can. |
| Tue 14 | Sofia | Circled last week's calendar. Just under half could have been someone else's. | |
| Wed 15 | Dana | One habit that no longer fits: I still review every intake form personally. Volume is five times what it was. | Thu: Dana suggested a spot check instead of every form. Trying it next week. |
Four of eight came back, and three of those four were Dana. Results cluster on one or two people rather than spreading evenly. The blank rows are normal; in the first two weeks most of them are blank.
Be more visible. Communicate your value. Have a conversation with your manager about your career path.
Here's why none of that helps.
Visibility isn't your problem. Everyone can see you. They see you constantly. That's the issue.
They already know you're competent. They settled that question a year and a half ago. It's why they keep sending you work.
A career conversation is one conversation. It changes what one person thinks for about two weeks. What you need to change is what eight people reach for without thinking, and that's a habit. Habits don't respond to conversations.
What you're actually trying to change is what people reach for when they've got a problem. That changes for one reason only: they've watched you do a specific kind of thing, over and over, in front of them, until it stopped being a surprise.
Entry one asks you to keep a tally on your phone. Every time somebody says they'll wait for you to look at something, add a mark.
23 marks in five working days
Nobody guesses this number correctly, and almost everyone guesses low. It's the first measurement in the book and the reason the next five weeks are worth doing.
This is the measurement for the whole thing. Most people reading this are sitting at level one with a lot of colleagues. That's the bottleneck with your name on it.
| Level | What they bring you | What it sounds like |
|---|---|---|
| 1 | Tasks | “Can you make this work?” |
| 2 | Questions | “Is this even possible?” |
| 3 | Decisions | “Should we do this or not?” |
| 4 | People | “Go talk to her. She's the one who'd know.” |
Two books that do different jobs. Buying one without the other gets you about a third of the result.
125 pages · 8.5 × 11 · print at home or bind it
The daily practice. Three hundred and sixty-five entries in twelve sets of about thirty, so each set works one subject for about six weeks.
Every entry is two lines and four blank ones. The first line is the idea to hold that day. The second is the one action that makes it real. The blank lines are yours.
42 pages · includes 30 tear-out log sheets
The delivery method. This is the part people are missing, and it's why a year of good private work usually changes nothing.
Pick the five to ten people who'll see every rep. Run the day's method for twenty minutes. Hand what you found to one of them in four sentences, unasked, with nothing attached. Log it.
This is the first entry of Set One, at the size it prints.
It takes about twenty minutes and needs no permission, no budget and no tool. The two printed lines are the same on every page; the four ruled ones are where you write what you found.
There are three hundred and sixty-four more.
01Momentum This week, don't fix anything. Just notice how often work stops and waits for you.
Method Keep a note on your phone. Every time someone says “I'll wait for you to look at it,” add a tally.
Real job, real access, about forty percent more work than fits in the week. Everything arrives as a task and nothing changes that on its own. Your hard part will be the fourth sentence, because helpful people attach offers.
Your room doesn't have to be at a company. Five people from a practitioner group, or clients, or former colleagues all work. And a year of this leaves you a document with hundreds of dated rows in it, which answers interview questions better than memory does.
The ladder is your commercial position. A client at level one sends you scoped work by the day. A client at level three asks whether they should be doing it at all. Three clients and two peers is a complete room.
Hand both books to eight people and you get an AI function built by your own people, on your own work. Their rules address their risks, which is why they get followed. See the note below about what this doesn't include.
They're not in order of your personal need, and that's deliberate. Each one builds on the one before it.
Both files download the moment your payment goes through. Your receipt will be sent by email.
Every page is 8.5 by 11 with a binding margin, so a print shop can spiral bind them without cutting anything off.
You also get the weekly email series free. One short email a week that keeps you moving and tells you what to do on the days it goes sideways.
$39 one time
Both books. No subscription.
Files download straight after payment, and the receipt is sent by email. If anything doesn't arrive, reply to the receipt and it gets sent manually the same day.
Five entries a week, Monday to Friday, so a set runs about six weeks. That means all twelve take longer than a calendar year. It's built that way on purpose: the reps happen at work, and you can't hand a finding to a colleague on a Sunday.
Thirty minutes, same time each working day. Twenty of that is the method, four is the handoff, and the rest is reading the entry and filling in the log.
You don't need one. You need five to ten named people who'll see what you send. There's a whole table for shrinking an entry that assumes a budget, a team, or a system you don't have. The rule is shrink the room, never shrink the work.
Usually week three or four. The first two weeks almost always produce nothing, and that's the system working normally rather than failing. One person moving one level in a set is a real result.
Not from this page. These are PDF files you print or take to a shop. Paperback and spiral-bound editions are sold separately.
The books on their own give you no way to see who's actually doing the work. If tracking is what you're buying, this isn't it, and it's better to know now. Ask about the team licence and the private cohort instead.