Eat the Frog is a memorable, if rather gross, metaphor that means choosing the most important thing you must do today and doing that first.

It derives from a variant of a quote that Mark Twain never said, "If it's your job to eat a frog, it's best to do it first thing in the morning. And if it's your job to eat two frogs, it's best to eat the biggest one first."
— Not Mark Twain

Another way to think about it is that if you first Eat the Frog, everything else will be easier for the rest of the day. And won't that feel nice?

The Eat the Frog time management technique was popularised in Brian Tracy's productivity book Eat That Frog! Get More of the Important Things Done - Today!

Many tools in Tracy's book are based on the general premise that there will always be more to do than you can do. So, find the things that will have the most impact and do those first. The others will drift on by.

I once saw someone ask for advice on getting motivated to clean the house. One person answered: "Write a book."

Sometimes, our most significant and impactful goals are those on which we so readily procrastinate. Often, these will be in the important, not urgent, bucket.

You have a lot of things that need to be done or that you want to do

One of the nice things about eating the frog first thing is that getting it done feels really good. It helps build momentum for the rest of the day with a nice endorphin rush of ticking off something significant.

Decide on your Most Important Task (MIT) to tackle, ideally the night before. If it's too big and you can't finish it in one sitting, divide it into manageable chunks. Then start on the first chunk and leave everything else.

And sometimes, the hardest thing to do is to start. So consider doing just 5 minutes. Once you've started, very often, keeping going becomes easy.

Questions that come up regularly in Tracy's book "Eat That Frog", including for the Eating the Frog principle, are variations of:

What is the most important thing you could be doing?

If you weren't already doing this, would you start doing this?

What skills will take you furthest in your career?

What are you able to do best that others can't?

It all looks pretty straightforward when I read questions like these. But I have found that answering them is usually much harder.

Our goals are often interrelated. For example, earning more may require you to increase your skills first. And getting clear on what your most important goals are first is a prerequisite and also not always straightforward.

Then, what activities are the most important or will have the most impact can be unclear. And, sometimes, small actions such as an unexpected event or connection may have out-sized benefits. Or neglecting a seemingly minor task could lead to losing a significant client. But does it still make sense to try to work on the most important task first thing in the morning? Yes.

Like a child leaving a brussel sprout at the side of the plate to get cold while they eat the roast, it's easy to leave our most impactful and daunting tasks until after the easier stuff is done. But it doesn't usually help to wait.

As the saying goes, if you have to eat a live frog, it doesn't pay to look at it for long.

Face it, you'll never get caught up, so perhaps think about Oliver Burkeman's Rivers not Buckets

Don't make important decisions on an empty stomach

Eat the Frog is a fantastic example of putting the principles of making your idea Sticky into action

Another quote "from" Mark Twain appears in Big Ideas Little Pictures: "Good judgment comes from experience, and experience comes from bad judgment."

The always excellent Quote Investigator describes the source of the Eat the Frog family of quotes from the French writer Nicolas Chamfort, who said, more or less, that eating a toad first thing would help steel you against the rest of the day as nothing worse will happen to you.

Eat the frog

What type of problem are you dealing with? James Clear shared a technique of splitting problems into two types: muddy puddles or leaky ceilings.

A muddy puddle problem is one where leaving it alone can help to make it clearer.

A leaky ceiling problem is one where leaving it alone causes more problems.

Leaky ceilings need resolving soon. Muddy puddles can be left until they are clearer.

Here's James Clear explaining it in his own words:

"I split problems into two groups: muddy puddles and leaky ceilings.

Some problems are like muddy puddles. The way to clear a muddy puddle is to leave it alone. The more you mess with it, the muddier it becomes. Many of the problems I dream up when I'm overthinking or worrying or ruminating fall into this category. Is life really falling apart or am I just in a sour mood? Is this as hard as I'm making it or do I just need to go workout? Drink some water. Go for a walk. Get some sleep. Go do something else and give the puddle time to turn clear.

Other problems are like a leaky ceiling. Ignore a small leak and it will always widen. Relationship tension that goes unaddressed. Overspending that becomes a habit. One missed workout drifting into months of inactivity. Some problems multiply when left unattended. You need to intervene now.

Are you dealing with a leak or a puddle?"

Also see: lateral thinking sketches, The XY Problem, Point Positive, Solvitur Ambulando

Muddy puddles, leaky ceilings

Too many interesting articles to read? Too many places to visit? Too many projects to work on? Too many podcasts to listen to? Too many interesting things to learn? Try thinking of each as rivers, not buckets.

Oliver Burkeman shared a beautiful and powerful metaphor to reframe the bucket list of everything we want to do but can't possibly get done. There's an endless stream of books to read, programs to watch, and things you may want to get done. Instead of a bucket list to get through, try thinking of it as a river where attractive options drift by. Rather than feeling pressure to clear out the bucket or tick off all the items, instead, you can choose from the river what interests you in the knowledge that more will always come along.

This reframing resonated with me when I considered everything I wanted to read or the emails in my inbox. When you have too many emails, you find you answer the ones that really need answering. There will always be more. Growing up with a scarcity mindset regarding photos, I used to carefully trim each photo I didn't want after a weekend away or travelling. It was a revelation to me to consider selecting the ones I liked instead of worrying about removing every one that I didn't. 

Maybe you do have to get through everything at work, but this mindset doesn't need to apply to your personal life.

Don't beat yourself up. It's impossible to keep up with everything. Consider thinking of areas of your life like rivers, not buckets.

Oliver explains rivers not buckets in "Treat your to-read pile like a river". Or listen to Oliver reading the short essay in the Waking Up app.

Also see: The four pillars of too much, Lifetime reads, Tsundoku

Rivers and buckets

Chickens and pigs is a metaphor for who's got skin in the game. Or to leave metaphors behind, who's involved in a project vs who is fully committed.

Also known as the bacon and eggs principle, it's from the old joke (sometimes told as a short story), "In a bacon and eggs breakfast, the chicken is involved, but the pig is committed."

Many people may be interested in and share their opinions on a project or decision. But only some will be responsible for delivering the project and directly accountable for its success.

Everyone may be interested in a bet, but only some players have money to lose.

The chickens and pigs metaphor used to be part of the scrum guide for developing software but was removed. While it memorably distinguishes accountability in a project, there's a danger that it alienates or diminishes valuable input that might make a project successful.

For a more conventional grouping of stakeholders in a project, see RACI

Chickens and pigs

The Overton window is a simple device to consider the full spectrum of policy ideas and identify the range of politically acceptable ones.

Attitudes generally change slowly, as does policy to support them—with exceptions. Ideas that seemed radical or unthinkable at one time may gradually become plausible and popular. As this happens, the Overton Window shifts or expands.

Consider how attitudes have changed towards slavery, segregation, women's rights, animal welfare or gay marriage. Or consider policies made alongside the development of driverless cars or supporting sustainable energy. At one time, prohibition—banning the production and sale of alcohol—was popular enough to become policy in the US, though it would be unlikely to be proposed now.

Generally, the public is unlikely to elect politicians if they stand on policies too far outside the Overton window. And elected politicians will have difficulty enacting policies outside the window.

Named after Joseph Overton of the Mackinac Center for Public Policy, the original model was a cardboard window that could slide over paper, and looking through the window, you could see policy options in one direction towards more government control and in the other towards less government control. He called it the window of political possibilities. The Centre named it after him after his death. He made the slider vertical to avoid associations with the political left or right.

The Overton Window

Point positive is a rafting term for agreeing in advance to point towards the safe way out of danger rather than towards the dangers themselves.

So, should a raft get stuck on a rock in a rapid, pointing positive would be pointing away from the obstacles to help a raft behind navigate through safely. Or should there be an unintentional swimmer, pointing positive is pointing towards the safest channel to steer towards.

Like "Don't fix the blame, fix the problem," point positive is a valuable metaphor and reminder that it's often less helpful to dwell on difficulties and problems than to direct others and our energies toward positive ways forward and solutions.

Also see: It's easier to give privacy than to find it

Point positive

Cake Wrecks is the blog and book of when professional cakes go hilariously wrong, by Jen Yates. But a cake wreck is also a useful metaphor for how easy it can be to misinterpret instructions—often by simply taking something literally when it was expected to be interpreted. Examples from Jen's collection include a smart-looking cake with "Nothing" written across the front, a graduation cake with "I want sprinkles" next to a graduation cap, or a cake sporting a full "Happy birthday on a gluten-free cake." If you haven't seen them, you could do much worse than look some up now. It's easy to laugh at these examples, but it's also easy to find real examples in day-to-day work.

I learned about cake wrecks from Jeff Patton's excellent book User Story Mapping. He gives cake wrecks as an all too common example of communication in software development. For example, a user story or specification for a feature is written and passed on to developers who, in the absence of other communication and with perhaps cultural or status barriers, may carefully build exactly what is written rather than what the writer intended. Cake wrecks are funny and silly—except if it was for your special occasion—but mistakes in projects are expensive in time, money and relationships and are worth avoiding.

The recipe for avoiding a cake wreck is, in principle, simple:

Don't assume that what you see is what someone else will see

Use stories and specifications as tools for talking about what's needed and not as equivalents of it

Create a safe space for everyone to question what they don't understand or don't agree with

Give everyone the 'why' behind a project and autonomy and flexibility to suggest other ways to meet the goal

Check in during a project and adjust as needed

Cake wreck

The frog boil metaphor illustrates how it's easy to miss small changes that build up over time until it's too late. The scenario, as told, is that of a poor frog who would leap away from hot water but, if put into cooler water that is gradually warmed, won't respond in time to getting boiled.

As a metaphor, it describes a powerful and pernicious shortcoming in how we perceive the world. A student kitchen that gets messy mug-by-mug, a business with gradually slowing sales, software that builds up with tech debt, a river that is slowly polluted, a road that gets busier each day, a bay that sees fewer fish each year, content that drifts, cancer that slowly spreads, a story or behaviour that becomes normal, a website that gets slower feature-by-feature, or a climate that slowly warms are all cases where we may not be happy where we end up, but we didn't notice how we got there.

It's hard to respond to gradual change, especially when it spans generations. Jared Diamond called it out as a potential fate of the Easter Islanders and how they could have cut down the last tree. One barnacle is nothing, but many barnacles can cause significant headaches for big ships.

Fortunately, there's a flip side. Many, many things are getting better without us realising. Small positive changes, such as in attitudes, education, or healthcare, add up over time—the Destiny Instinct can mislead us. Fast and slow layers make a system, like a forest, more robust. Getting one percent better each day leads to a 37x improvement in a year. And enough molehills can make a mountain.

What a frog does, in this case, is not, apparently, true—don't try it—it's much better as a metaphor, not an experiment.

The frog boil metaphor

Sharpen the saw is a metaphor and story to remind us to refresh and recharge ourselves.

When you're deep in, it may feel like you have no time to pause. No time to take a break, there's too much to get done. Perhaps no time to stop and think about how you're working. No time to step back and improve your processes or work on your tools. Maybe even no time to look after yourself, to recharge, to reflect, to take a walk.

As the metaphor goes, you may feel you have no time to stop and sharpen the saw. Until you do it, and then you may realise you have no time to not stop and sharpen the saw.

Sharpen the saw is habit 7 of Stephen Covey's classic The 7 Habits of Highly Effective People

Sharpen the saw

Metrics are like an onion: full of layers.

A simple question to ask can often be complicated to answer. Or we may find that we need to ask a different question. While it'd be lovely to have one simple metric to understand our business the reality is usually a lot more nuanced and interesting than it first seems.

Averages will deceive. Vanity metrics may wow —  by, say, quoting a total user count and conveniently ignoring whether those users are actually paid, active, or leaving. Growth overall can hide declines in other areas or product lines and vice versa. The people on monthly subscriptions may be doing great, while revenue from add-ons may be declining. New users may be signing up in droves while existing users are churning. Mobile traffic may be different from desktop, online sales different from store sales... In practice, it's the hard questions we're usually asking even if we don't know how to ask them.

It pays to carefully consider what you're trying to learn and to understand all aspects of a business before putting faith in the numbers. And it may make sense to start with simpler metrics first.

The metrics onion

One of the few books I've read all in one sitting is Metaphors We Live By, by George Lakoff. It was so fascinating learning how some of the most fundamental concepts we use to govern our lives are understood through metaphor. For example, one understanding of time is through our experience of space, so it seems natural to say, the hard times are behind us, or, I'm looking forward to the future. Or that Ideas Are Objects so you can give someone an idea, or toss a few ideas around. Or that Understanding Is Grasping, so you can get the idea, or get to grips with a concept.

Primary metaphor is a theory of how these metaphorical understandings may form when we're young as we associate abstract ideas with direct experience.

So it's natural that, when we're young, important things are often big and can exert control over us, leading to Important Is Big — Tomorrow's a big day, it's just a little thing, It was a huge deal.

Or experiencing warmth when we feel affection leading to Affection Is Warmth — he greeted me warmly, she gave me the cold shoulder.

Or how sometimes to know something is to see something, such as when we find out what's in a box by seeing what's in a box, leading to Knowing Is Seeing — I see what you mean, that's clear to me know, I'm feeling in the dark on that, let's shed some light on the matter.

Other examples of primary metaphor from Philosophy in the Flesh by Lakoff and Johnson include:

More Is Up — from seeing things increase in height when there is more of them eg the prices are rising

Difficulties Are Burdens — from difficult things literally being harder to deal with eg I'm feeling a bit weighed down at the moment

States Are Locations — from associating experiences with actual places eg I'm in a rut right now, but I'll get out of it.

Bad Is Stinky — from bad things actually smelling bad eg that movie stinks

Purposes Are Destinations — from achieving goals when we get somewhere such as having a drink eg I'm going to be a star but I'm not there yet

There are many more, plus the whole world of metaphor guiding how we construct our place in the world is fascinating.

The theory of primary metaphor is from Joseph Grady.

If the gif is annoying here are individual static images (and prints) for: Primary metaphor (print), Knowing Is Seeing (print), Affection Is Warmth (print)

Primary metaphor

Most of us behave differently in a flashy restaurant than we do in a job interview or at a funeral. We naturally tune our behaviour to our audience and environment. As part of the metaphor of Life As Theatre with Social Life As a Performance, the famous sociologist Erving Goffman called this front stage behaviour — how we behave when people are watching. In contrast, we may only let our guard down and fully relax when we're by ourselves — here we're back stage.

In a flashy restaurant, wait staff will behave differently in their interactions with guests than they will out back in their break time, and you may find yourself saying a wine you've just tasted is lovely even when you don't think it is. Once you start thinking about front stage and back stage behaviour you'll spot the "performance" of social life throughout almost every daily interaction.

Erving Goffman explains front stage, back stage and more in his classic sociology book The Presentation of Self in Everyday Life.

Front stage, back stage

A manager or leader can be an umbrella or a funnel.

An umbrella shields the team from distractions, last-minute changes, and conflicting priorities, creating a protective space where they can focus and thrive. This umbrella management style ensures the team has the clarity and autonomy needed to do their work.

A funnel, however, allows every request, deadline, and distraction to pour straight through, leaving the team overwhelmed and struggling to keep up.

As organisations grow, the demands on a team often increase dramatically—especially in areas like product management at tech companies. Left unchecked, these demands can drain a team’s time, energy, and ability to focus on what really matters.

Todd Jackson, former product manager of Gmail, captured this perfectly with the umbrella and funnel analogy: great managers act as umbrellas, shielding their teams and enabling progress. Poor managers, by contrast, become funnels that overload their teams.

All of us want autonomy to choose our own actions, but none of us want to be overwhelmed.

Manager time, maker time (or Manager's Schedule, Maker's Schedule)

Umbrellas and funnels

It's an old economists' joke. A person out walking at night comes across a man scrabbling on the floor under a lamppost. The man on the floor says he lost his keys. When asked when he dropped them, he replies, "Oh, I dropped them over there, but the light's better here."

The joke is also known as the streetlight effect or the drunkard's search. It's an apt metaphor for how, if we're really honest with ourselves, sometimes we find ourselves working, or searching, or staying in the places where we find it easier rather than the places where we know we ought to be.

Also see: the cave you fear to enter holds the treasure you seek.

Looking under the lamppost

James Nottingham's metaphor of The Learning Pit illustrates the struggle before "getting it."

It's the learning journey of approaching a new concept, uncovering conflicts or contradictions with your knowledge, confusion, beginning to put new ideas together and finally the clarity of a new concept mastered.

There are natural parallels to other models like the stages of competence, Lev Vygotsky's zone of proximal development, or Carol Dweck's growth mindset.

Here's a nice animated video explaining the Learning Pit if you're curious.

The Learning Pit was created by James Nottingham (2007, 2010, 2017). More details at: learningpit.org

Nottingham, J.A. (2007). Exploring the Learning Pit. Teaching Thinking and Creativity, 8:2(23), 64–68. Birmingham, UK: Imaginative Minds
Nottingham, J.A. (2010). Challenging Learning (1st ed.). Alnwick, Northumberland, UK: JN Publishing.
Nottingham, J.A. (2017). The Learning Challenge: How to Guide Your Students Through the Learning Pit. Thousand Oaks, CA: Corwin.

Thanks to Julia Silver of Qualified Tutor for educating me about it.

The Learning Pit

One of my favourite books is a rather dog-eared 1970 edition of The Practice of Creativity by George Prince. The book gives wonderful examples and tools for having successful creative discussions in meetings. So much, George lays out, hinges on genuine listening to understand others points of view, and creating a space which protects the egos of people in the meeting, creating an atmosphere of psychological safety. One really simple tool and reframe he offers is the spectrum policy.

The spectrum policy acknowledges that few ideas will come out fully-formed and solve a problem perfectly in one go. Often our first reaction on hearing something is to evaluate it. When we hear an idea we can't help but see the negative aspects of an idea — the things that obviously won't work — and because of these negative aspects we may dismiss the whole idea. The idea is good, or it is bad. As well as the group losing out on what may have been the genesis of a solution, the originator can often feel snubbed and retire from full participation in the rest of the meeting.

With the spectrum policy we recognise that, "because you are never dealing with fools", all ideas put forward, even if we see obvious flaws, will have some good points as well as the bad. Before pointing out the flaws we make a point of finding the good in an idea and acknowledging it. This keeps elements of the idea available to build on for others and the egos of all participants intact and fully engaged in solving the problem.

The spectrum policy

We know it intuitively: we trust each person we meet to varying degrees. The trust battery is a metaphor that helps you think about and visualise these trust levels.

The concept is from Tobi Lütke, the CEO of Shopify. He explains, for example, that when a new colleague joins your company the trust battery between the two of you may start out at around 50%. Each time the new colleague acts in a way that earns your trust that level increases, and if they let you down the trust battery level goes down. It can be long and slow to fill up the trust battery yet quick to drain. Each time we interact with someone we are subconsciously considering the level of their trust battery and that level affects how we respond to people.

Lütke says at Shopify they found it a useful way to surface and talk about trust in reviews without it feeling too personal.

I learned about it from the excellent book It Doesn’t Have to be Crazy at Work

The trust battery: A handy metaphor to think about trust

Compliments are gifts is a lovely metaphor for making the world brighter.

I can’t remember where I heard or read it, but I have found that when I think of a compliment as having a gift for someone, if I don't let them know my compliment, then it's like having a gift with their name on it and holding it back.

This reframe has made me take the time to share compliments more often with friends, colleagues, shopkeepers, the person who always has a cheery smile in the morning, the person who organised the event, my kids, my wife, and pretty much everyone. And life seems a better place. Do it!

Thank you for following and checking out this sketch. It’s a privilege.

Compliments are gifts

Metaphors for interface design from Rachel Hinman via Mobile First.

Mobile is snorkelling. Desktop is diving

There are others too. But these are big ones. Curious? Read Metaphors We Live By was a frame-changing easy read for me.

PS Accidentally, mixed my metaphors in the final sketch. The Mind Is A Machine metaphor is so pervasive it’s hard to ‘sketch’ across thinking without it.

Metaphors for ideas

ISAs are like buckets

PhD metaphors: a journey, product and quilt

A good teacher is a DJ for learning

Extending my building block metaphor into Tetris.

A portfolio can reduce your overall risk

Individual investments, assembled together, make a portfolio, that is greater than the sum of it’s parts.

Metaphor sketches