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Match commitments to actual available capacity.
Accepting your actual capacity is the first step to using it well.
Track how much focused work you can actually do in a day before quality drops.
A pace you can maintain indefinitely produces more over time than periodic sprints.
Some days you have more capacity than others — plan for this variability.
Your active commitments should never exceed your capacity — track both.
Distribute work evenly across days and weeks rather than clustering it.
Reserve some capacity for unexpected demands — running at 100% leaves no room for surprises.
Exceeding capacity produces lower-quality outputs more errors and eventual burnout.
You may have different capacities for creative work analytical work and social interaction.
You can increase your capacity over time but only through consistent gradual progression.
After a period of overcommitment you need extra recovery time to restore baseline capacity.
Declining new commitments when at capacity is not selfish — it is responsible.
Make your capacity visible to stakeholders so they can adjust expectations.
A simple visual showing your current load versus capacity helps prevent overcommitment.
Your capacity changes with seasons health and life circumstances — plan for it.
Capacity changes as you age — working with these changes is better than fighting them.
When working with others collective capacity must be managed as carefully as individual capacity.
You need capacity for both maintaining existing commitments and growing new capabilities.
Doing fewer things often produces more total output because each thing gets adequate resources.
Aligning commitments with actual capacity is one of the most honest things you can do.