The Power of + – &: A Simple Weekly Practice to Improve Your Life or Business

If you’re like me, your planner isn’t just a to-do list—it’s a journal of what really happened. Over time, I developed a shorthand system to help track progress and determine my next steps. It’s simple. I use three symbols:

+ What’s working
What’s not
& What’s worth expanding or adjusting

This + – & system is my go-to for reflection. It’s like a weekly feedback loop—quick, practical, and surprisingly powerful.

Here’s how it works.

+ Plus: What’s Working

The plus sign helps capture the wins. These are the moments, strategies, habits, or tools that made a difference in your week. It’s about more than just feeling good—identifying what works lets you repeat it and even scale it.

Example:
A few weeks ago, I blocked 90 minutes of deep work in my planner every morning. After the time passed, I marked the block with a “+” in my planner to highlight the positive results: fewer distractions and more progress. It became the high point of my week, and I’ve kept it going ever since. That little plus led to a significant increase in productivity.

During your end-of-week reflection time, when you see a “+” in your week, ask:

How can I do more of this?

Could it become a regular part of my routine?

– Minus: What’s Not Working

The minus sign is an early warning system. It flags what’s draining your time, energy, or results. It might be something you’re doing—or something you’re avoiding.

Example:
I noticed that I was putting off sending follow-up emails to high-risk clients, even though they were scheduled in my calendar. After the time passed, I wrote a “-” in my planner. During my end-of-week reflection time, I was able to review what had transpired by asking: Why was I avoiding it?

Thinking through the issue, I realized that I needed to reduce the friction the event causes in my workflow. I needed a well-worded template to start the process. That tiny barrier was enough to delay the task and potentially lose opportunities from certain types of clients.

The minus column is about honesty, not judgment. When you spot a minus, ask:

Is this something I can fix?

Is it even worth fixing

& Ampersand: What to Expand, Adjust, or Let Go

The “&” is where this system really shines. Inspired by the improvisational phrase “Yes, and…,” it’s where reflection turns into action. The “&” symbol lets you build on a plus or rethink a minus. It’s the opportunity to tweak or drop the effort. It’s like a strategic filter—what’s worth keeping and expanding, and what’s not worth your time?

Example:
I launched a new offer that generated a few sales, but it didn’t perform as well as I had hoped. I wrote an “&” in my planner after all was said and done. This wasn’t a failure, but not a home run either. Instead, I explored its value and what might require tweaks for improvement. The message was reworked and tested on a new audience. The revised version outperformed my expectations.

Think of the “&” as your weekly growth engine. It answers:

What’s the next version of this?

Is this below the value threshold and worth dropping altogether?

It’s a bit like an XY graph. Imagine effort on one axis and value on the other. Anything above the intersection of the lines is worth pursuing. Anything below needs to be cut from your operations or offerings.

Why + – & Works

This tiny framework turns your week into a lab, where you’re not just working, but learning. It’s easy to remember, simple to apply, and endlessly adaptable. You can use it in your planner, digital journal, or team meeting agenda.

I spend only 10–15 minutes reviewing my sheet each week. That small habit has led to tremendous clarity on the value of continuing or dropping any offer or operation.

Try It This Week

Here’s your invitation. Set a 15-minute appointment with yourself. Review your calendar or journal. Then ask:

  • What’s a + this week?
  • What deserves a ?
  • What will I & into next week?

Success isn’t just about hustle—it’s about reflection and wise decisions. The + – & system helps you stay focused and move forward with clarity and purpose.

Here is the sheet I use. Feel free to click on the download button below.

Let me know how you like it.

© 2025 by CJ Powers

Makers vs. Managers: Blocking Out Productivity

timeTime management comes to the forefront of everyone’s mind during the holiday season. Failing to block out enough time for events with friends and family can spin fun time into bouts of shouting. The approaching New Year also gives rise to planners and dreamers that require effective time management to succeed.

I’ve learned, during my tenure in the world of Fortune 50 corporations, small mom and pop type businesses and retail, that there are two primary ways of managing time. The organic processes naturally developed from the functional needs of two types of workers.

Workers who create, build, or produce are “makers.” Those who manage others are “managers.” Both require good time management skills to accomplish their charter, but each requires a very different structure of blocking out time for effectiveness.

THE MAKER
Professional makers need large blocks of time to create their product, content or intellectual property. Time is required to get in the zone, be productive, and document activities enough to pick up where they left off at a future time. Most industries require time blocks of 2 or 4 hours.

Makers tend to use the morning for creative blocks of time and the afternoons for logical endeavors. However, makers also break the rules and might find they are more productive during the wee hours of the night. Only 60% of the top 100 authors of the 20th century followed this pattern of creating in the morning and editing in the afternoon. Most wrote when they were inspired and fixed their writings at more logical times.

THE MANAGER
Professional managers typically oversee the tactical efforts of a team. They tend to block out their time in smaller half-hour increments, allowing some level of flexibility to put out the next “fire” that attempts to erode the team’s progress. The smaller segments allow for faster responses and adjustments to circumstantial changes in the tactical operations of the day.

Strong managers block out empty time slots to shift their mandatory work after a “fire” takes the team off task. In other words, they plan for the proverbial fires each day. Most managers primary goal is to support their team and make sure they continue functioning no matter what surprise issues arise.

Productivity crashes when a manager tries to block out 2-4 hour increments that keeps him or her away from supporting their team. Likewise, makers that try to touch numerous projects in a given day using half-hour increments soon finds their work less provocative, of a lower quality and far less entertaining.

Blocking out time based on function is the only method that supports the type of work the makers and managers face. Constant interruptions of a maker produce little results. Long durations of managers away from their team weaken their process and negatively impacts tactical results.

The right type of time and duration is critical to the success of both the makers and managers. Blocking out time based on function will always facilitate success. This will bring peace to the worker and confidence that his or her workload will be completed on time.

Copyright © 2015 by CJ Powers