It Doesnt Have to Be Crazy at Work

Posted on 20 April 2018 by Jason Fried

In this timely manifesto, the authors of the New York Times bestseller Rework broadly reject the prevailing notion that long hours, aggressive hustle, and whatever it takes are required to run a successful business today.In Rework, Jason Fried and David Heinemeier Hansson introduced a new path to working effectively Now, they build on their message with a bold, iconoclastic strategy for creating the ideal company culture what they call the calm company Their approach directly attack the chaos, anxiety, and stress that plagues millions of workplaces and hampers billions of workers every day.Long hours, an excessive workload, and a lack of sleep have become a badge of honor for modern professionals But it should be a mark of stupidity, the authors argue Sadly, this isn t just a problem for large organizations individuals, contractors, and solopreneurs are burning themselves out the same way The answer to better productivity isn t hours it s less waste and fewer things that induce distraction and persistent stress.It s time to stop celebrating Crazy, and start celebrating Calm, Fried and Hansson assert.Fried and Hansson have the proof to back up their argument Calm has been the cornerstone of their company s culture since Basecamp began twenty years ago Destined to become the management guide for the next generation, It Doesn t Have to Be Crazy at Work is a practical and inspiring distillation of their insights and experiences It isn t a book telling you what to do It s a book showing you what they ve done and how any manager or executive no matter the industry or size of the company, can do it too. New Download [ It Doesnt Have to Be Crazy at Work ] By [ Jason Fried ] – kino-fada.fr Fried and DHH are once again offering a clarion call from The Future ignore it at your peril This is essential reading if you ve ever thought that the millenial badge of honor, being busy beyond belief, may actually be a foolish road to ruin If you re wise enough to know that your best work is not output at hour 12, 10, or even 8 If you re fed up that the potential of your brilliant teammates is being squandered.It s easy to critique norms and far harder to illuminate other paths, and the em Fried and DHH are once again offering a clarion call from The Future ignore it at your peril This is essential reading if you ve ever thought that the millenial badge of honor, being busy beyond belief, may actually be a foolish road to ruin If you re wise enough to know that your best work is not output at hour 12, 10, or even 8 If you re fed up that the potential of your brilliant teammates is being squandered.It s easy to critique norms and far harder to illuminate other paths, and the emphasis of this book is on the latter As always, I appreciated their succinct, clear writing style I really appreciated that they admit how many failed ideas they tried before finding what worked for them Unlike a lot of get rich quick companies who stumble into a madly profitable sector and then conclude that it was their unique secre...I hate books about workI m a director at a school, so I m expected to reada lot And I love reading, about things I m interested in Almost never does that include books about work I ve tried so many, loved the first couple chapters, then never returned.This one is different There s no fluff, no filler, only gold It reads like a series of short, to the point blog posts which is probably largely what it is If you hate that, run away But I finished this in under 24hrs from when I first h I hate books about workI m a director at a school, so I m expected to reada lot And I love reading, about things I m interested in Almost never does that include books about work I ve tried so many, loved the first couple chapters, then never returned.This one is different There s no fluff, no fill... 8 408 8 Buffer43Remote Office Not Required basecamp office hours best practices Listened to the audiobook Love the clarity and conciseness of the book It does so without losing any punch or impact too.The premise of the book is wonderful we chase growth at all cost and the human cost of that is real However, I can t shake some feeling of arrogance that permeates the book Points are mostly anecdotal and all the examples of practised calm are from their own company or people outside of companies the reference section is suspiciously thin Come on, it s not so radical to not work yourself to death that no one else in the world practises it The authors are in a privileged position with a The premise of the book is wonderful we chase growth at all cost and the human cost of that is real However, I can t shake some feeling of arrogance that permeates the book Points are mostly anecdotal and all the examples of practised calm are from their own company or people outside of companies the reference section is suspiciously thin Come on, it s not so radical to not work yourself to death that no one else in the world practises it The authors are in a privileged position with a subscription model and no externally imp...Jason fried and DHH have done a brilliant job with this book It s thought provoking and there are some really useful bit of advice I m certain that it ll have a massive impact on how we work, just as rework, and remote did Anyone who cares about achieving a sensible work life balance should read it.However I had one nagging doubt throughout reading it I can see how a lot of what they share is pertinent to a company like Basecamp, which is focused on delivering their own product.What I m less Jason fried and DHH have done a brilliant job with this book It s thought provoking and there are some really useful bit of advice I m certain that it ll have a massive impact on how we work, just as rework, and remote did Anyone who cares about achieving a sensible work life balance should read it However I had one nagging doubt throughout reading it I can see how a lot of what they share is pertinent to a company like Basecamp, which is focused on delivering their own product What I m less certain on is how some of these lessons can apply to consultancy business, or departments within enterprises where changing the whole company culture is very difficult Managing a business of 5000 people is very different from managing a business of 50 Large organisation have a momentum that s very difficult to change That s said Fried and DHH day there are no such things as best practice so steal what works, forget about the bits that don t and I m certain you ll regain some contro...Yet another reference book from Basecamp for the likes of me in software development industry Just like Rework and Remote this book points to issues we feel that some things are wrong with but don t have the courage to put into words because of the way things are in the business Hearing those ideas from a success story increases it s effect.Rework tried to convince employees that there is a better way to do work Remote tried to convince employees and employers th...Author interview on The Indicator, on why open office plans and instant messaging are awful Interruption is an arrogant act.I d recommend this book to owners, founders and senior leaders anyone who can influence or dictate workplace norms I would not recommend this book to most employees, as they will probably want to quit their job and go work at Basecamp It sounds like Basecamp s founders and this book s authors have done a great job creating a calm culture through trial and error and mindful choices They challenge commonly held assumptions and address many of my personal grievances of corporate life, such a I d recommend this book to owners, founders and senior leaders anyone who can influence or dictate workplac...Sounds transgressive, but, really it s just common sense.Two interesting ideas from the book The Trust BatteryAnother concept we talk a lot about is something called a trust battery It s charged at 50 percent when people are first hired And then every time you work with someone at the company, the trust battery between the two of you is either charged or discharged, based on things like whether you deliver on what you promise.Disagree and commitJeff Bezos put it well in his 2017 letter to Sounds transgressive, but, really it s just common sense.Two interesting ideas from the book The Trust BatteryAnother concept we talk a lot about is something called a trust battery It s charged at 50 percent when people are first hired And then every time you wor...

20 April 2018

Jason Fried