Investing in Yourself vs. Your Employer

mental-model

An hour of effort is not defined only by its duration, but by who captures its future value. Work for an employer produces current output; self-directed work can build skills that remain yours and compound your market value.

The proposed 70-hour week is not necessarily 70 hours for your boss. One version is 40 hours serving an employer and another 30 improving the skills you can carry to your next role.

E1

Separate the output from the asset

Employer-directed work primarily creates output the organisation has chosen. Self-directed work can create a different asset: a marketable capability you retain. That capability may widen the jobs you can do, increase what others will pay for your time, and make later learning easier.

This changes the useful accounting. Two people may both work 70 hours, yet have very different trajectories if one gives every hour to current obligations while the other reserves part of the week for portable skills. The sharper question behind The 70-hour work week is therefore not simply “How long?” but “Which hours increase an asset I own?”

E1

Not every free hour is underinvested capital

Time outside employment also supports sleep, health, relationships, care, and ordinary life. Calling all of it an opportunity to raise your market value would erase those legitimate purposes. The model distinguishes kinds of work; it does not establish that 30 extra hours, or any fixed number, is sustainable or worthwhile for everyone.

Claim one portable hour

Choose one recurring hour this week and assign it to a skill that another employer or client would recognise—not merely unfinished work from your present job. Define a small deliverable, such as a completed exercise, published analysis, or working prototype, so the hour leaves behind evidence of an asset you own.

Episodes that teach this