The “One Big Thing” Rule: Finish What Matters First

An OBT is not just any task—it’s the task that changes the day. Think of it as the “mover” that advances a key project, reduces future workload, or unlocks a blocked pathway. A good OBT is concrete, finishable within 60–120 minutes, and tied to an outcome, not a vague activity.

Quick test for OBT quality:

• If completed, would I call today a win even if everything else slips?
• Is the finish line unambiguous (e.g., “send draft to review” vs. “work on the draft”)?
• Does it reduce tomorrow’s uncertainty or create leverage (handoff, decision, publish)?

Common OBTs: draft the first version of a proposal and send it, outline a presentation and record a 3‑minute walkthrough for feedback, refactor a brittle module and push tests, close out the top blocking decision with a one‑pager. Avoid OBT impostors: endless research, open‑ended planning, or tasks that demand dozens of dependencies before any tangible output.

OBTs work when they’re pre‑decided. Choose tomorrow’s OBT at shutdown today. Write it where morning‑you can’t miss it: calendar title, sticky note on the keyboard, or the first line of the doc you’ll open. Then name the first 60 seconds of motion: “Open doc, paste template, write three bullets.” When the day begins, you don’t debate—you begin.

Keep a short “OBT backlog” with 3–5 candidates aligned to your current priorities. If the day’s context shifts, pull the best match from the list. This protects you from hijacks without returning you to decision hell. Limit yourself to one OBT per day. You can do more after you finish, but you only owe yourself one. The power is in the promise you actually keep.

Finish the OBT during your natural peak—usually the first clear 60–120 minutes. Block it on your calendar, title it with the finish line (e.g., “OBT — send launch outline”), and treat it like a meeting with your future self. Remove friction: single‑tab the browser, silence your phone, place the open document front and center, and set a visible timer.

Use gentle guardrails with others: “I’m heads‑down 9–10:30 most mornings—can we regroup at 2pm?” or “Send me the context and I’ll reply after my focus block.” When interruptions land anyway, buy time and return. You’re not being rigid—you’re defending the part of your day that creates the most value.

The OBT isn’t “finish perfectly,” it’s “finish the next real milestone.” The best way to keep moving is to ship something small, then gather feedback or schedule iteration. Done is a decision‑forcing function. It creates clarity, triggers collaboration, and exposes what actually matters.

If you stall, lower the bar: write the ugly first paragraph, sketch the decision tree on paper, or record a 2‑minute screen share explaining your thinking. Progress beats polish. Once the deliverable is “out,” add a brief note listing the next three steps and schedule the follow‑up timebox.

Some days implode. Kids get sick, emergencies pop, meetings stack. On those days, switch to the “OBT Micro” rule: a 15–30 minute chunk that still moves the ball (send a rough outline, make the key call, write the first three bullets). If even that’s impossible, run the shutdown ritual: set the OBT for tomorrow and name the first 60 seconds. Protecting the promise is more important than forcing intensity.

For weeks with heavy collaboration, use an OBT window instead of a fixed hour: “Anytime 8–11am.” When a gap opens, you already know what to do. Tie the OBT to supportive systems: a weekly review to pick the right targets, a progress log to capture wins, and an environment designed for focus.