It Doesn't Have to Be Crazy at Work
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 more 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.

It Doesn't Have to Be Crazy at Work Details

TitleIt Doesn't Have to Be Crazy at Work
Author
ReleaseOct 2nd, 2018
PublisherHarperBusiness
ISBN-139780062874788
Rating
GenreBusiness, Nonfiction, Management, Self Help

It Doesn't Have to Be Crazy at Work Review

  • Bill
    January 1, 1970
    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 secret sauce that got them there (Amazon, Google, etc), Basecamp clearly lives and breathes a spirit of kaizen.And although I can already hear the skeptics saying, "That's great for them but it won't work here...", I suggest you read this and apply just one of its practices to yourself or your team. I think you'll be happier.
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  • Youghourta
    January 1, 1970
    كتاب يقلب مفاهيم ومبادئ عالم الشركات الناشئة (خاصة تلك التي تعتمد "الطريقة الأمريكية" منها) رأسًا على عقب. يُعتبر هذا الكتاب امتدادًا طبيعيًا للكتاب السابق الذي نشره نفس الكاتبان “العمل عن بعد: المكتب غير ضروري”* والذي يدور حول مبدأ العمل عن بُعد وفي فِرق مُوزّعة. هذا الكتاب يركّز هذه المرة على مفهوم إدارة الشركات (خاصّة التقنية منها) بكل هدوء وسكينة وبعيدًا عن "الجنون" الذي أصبح مُرادفًا للعمل في أيّة شركة ناشئة.من بين الأفكار التي ترسّبت لديّ بعد الفراغ من الكتاب:- أصبح "الجنون" في العمل سمة ت كتاب يقلب مفاهيم ومبادئ عالم الشركات الناشئة (خاصة تلك التي تعتمد "الطريقة الأمريكية" منها) رأسًا على عقب. يُعتبر هذا الكتاب امتدادًا طبيعيًا للكتاب السابق الذي نشره نفس الكاتبان “العمل عن بعد: المكتب غير ضروري”* والذي يدور حول مبدأ العمل عن بُعد وفي فِرق مُوزّعة. هذا الكتاب يركّز هذه المرة على مفهوم إدارة الشركات (خاصّة التقنية منها) بكل هدوء وسكينة وبعيدًا عن "الجنون" الذي أصبح مُرادفًا للعمل في أيّة شركة ناشئة.من بين الأفكار التي ترسّبت لديّ بعد الفراغ من الكتاب:- أصبح "الجنون" في العمل سمة تتّسم بها العديد من بيئات العمل خاصة في الشّركات الناشئة. المقصود بـ"الجنون" هنا هو وتيرة العمل، الضغّط المُتواصل، الساعات الطوال والجهد المبذول. كل هذه العوامل لا تترك لصاحب الشركة أو للعاملين فيها أي مجال لأية حياة خارج العمل.- تسرّبت المُصطلحات الحربية إلى بيئة العمل إلى درجة أصبحت ضمن مفردات أية شركة ناشئة. فهذه الشركة ترغب في السيطرة على حصّة الأسد في هذا المجال، وتلك الشركة تهدف إلى سحق المُنافسين، وأخرى تتصيّد أفضل الرؤوس من مُبرمجين ومُسوّقين لتضمّهم إليها.- شركتك عبارة عن مُنتج في حد ذاته، تمامًا مثلما تعمل على تحسين المُنتج الذي تعمل عليه فإنه يتوجّب عليك أن تعتبر شركتك مجرّد منتج آخر تعمل عليه. المقصود بذلك هو أن الوصول إلى بيئة عمل هادئة سيحتاج إلى عمل وسيحتاج إلى جهد، وتحقيق هذا الهدف قد يتطلّب إحداث تغييرات تدريجية مُتواصلة في بنية الشركة، في طريقة إدارتها، في أهدافها وفي ثقافتها حتى تصل إلى ذلك.- لا تملك شركة بايسكامب** (التي يملكها ويديرها الكاتبان والتي تُعتبر مصدر إلهام هذا الكتاب) أيّة أهداف. المقصود بذلك بأن الشركة لا تهدف إلى تحقيق نسبة مُعيّنة من الأرباح أو النمو أو المبيعات أو إطلاق عدد مُحدد من المُنتجات أو عقد عدد مُعيّن من الصفقات. كل ما تهدف الشركة إلى تحقيقه هو أن تكون مُربحة وأن توفّر العيش الكريم لأصحابها ولموظّفيها على حد سواء.- لا حاجة للتخطيط لكل ما ستقوم به شركتك خلال العشرية القادمة أو حتى خلال السنة القادمة. في أغلب الحالات كل ما تحتاجه هو أن تحل المشاكل والعقبات التي تواجهك حينما تواجهك. التخطيط المُستقبلي على الأمد البعيد لن يخدمك أو يخدم أهدافك في توفير بيئة عمل هادئة.- العمل لمدة 8 ساعات يوميا (40 ساعة أسبوعيًا) كافٍ وزيادة. لا حاجة لأن تحاول العمل لأكثر من ذلك. في أغلب الحالات تجد أن الموظفين في شركات عديدة يحتاجون إلى العمل لساعات أطول بسبب أنه يصعب عليهم التركيز خلال الساعات الثمانية التي يُفترض بهم أن يعملوا خلالها. الأمر راجع بشكل أساسي لصعوبة التركيز في الشركات التي تعتمد "المكاتب المفتوحة" أين تكثر المُلهيات والاجتماعات. لهذا تجد أنه وفي الكثير من الحالات يضطرّ بعض الموظّفين للقدوم باكرًا قبل أن يزدحم المكتب أو البقاء لساعات متأخّرة من الليل وربما حتى إلى القدوم خلال أيام عطل نهاية الأسبوع إن هم أرادوا إتمام الموكلة إليهم.- تعتمد شركة بايسكامب مبدأ التواصل اللامتزامن بشكل أساسي. بعبارة أخرى كل سؤال أو نقاش أو موضوع للنقاش يُطرح بشكل يسمح لأي موظف أن يردّ أو يشارك فيه وقتما تفرّغ لذلك. ولهذا تجد أن الشركة تعتمد أحد المبادئ التي نجدها عادة في العالم الأكاديمي والمُتعلّق بمفهوم “ساعات الاستقبال”***. فعلى سبيل المثال يخصص كل موظف وقتا مُعيّنا كل أسبوع للإجابة على أية أسئلة قد تكون لدى باقي أعضاء الفريق. هذا الأمر يسمح للجميع باحترام أوقات الآخرين وعدم مقاطعتهم لما يكونون في فترة "العمل العميق". أمر آخر تعتمده الشركة وهو عدم استخدام أية تقاويم مشتركة. فلا يُمكنك أن تحجز على تقويم جوجل اجتماعًا مع أي عضو آخر في الفريق بسهولة. بل يجب عليك أن تتواصل معه قبل ذلك. إضافة مثل هذا العائق يقضي على الاجتماعات غير المرغوب فيها، كما يُقلل من المُقاطعات التي تسبب في تراجع مردودية كل مُوظّف.- الشعارات التي ترفعها العديد من الشركات الناشئة مثل شعار "كلنا عائلة واحدة هنا" هي شعارات فارغة في أفضل الحالات وشعارات مُضرّة في أغلب الحالات. في حين أن أفراد العائلة الواحد يهتم بعضهم لبعض، فإن الشركات عادة ما ستضحي بموظفيها في أول فرصة سانحة. يشير الكاتبان بأنهما في شركتهما لا يحاولان خداع الموظفين بمثل هذه الشعارات ولا يحاولان إيهامهم بأنهم عائلة، بل هم مجموعة زملاء يهتم بعضهم لبعض ويفسحون لهم المجال ليكونوا أعضاء صالحين في عائلاتهم الخاصة.- وجدت في هذا الكتاب أفضل/أدق تعريف لما يُعرف بثقافة الشركة. المقصود بالثقافة -حسب الكتاب- هو ما يُعتبر طبيعيًا وما يتم القيام به بشكل دائم. فعلى سبيل المثال إن كان الموظفون يتبادلون الطرائف حول رسائل عميل ما أو يصفون عميلًا صعبًا بأسوأ الصفات وبدا لك بأن الأمر "عادي" فاعلم أن مثل هذه التصرفات هي جزء من ثقافة شركتك. إضافة إلى ذلك فإن الرئيس التنفيذي / المدير قد يكون أهم مصدر من مصادر "الثقافة التلقائية" التي لم تُدرس ولم تُتخذ عن قصد. فعلى سبيل المثال إن كنت تريد من الموظفين أن لا يعملوا لأكثر من 8 ساعات يوميا لكنهم يلاحظون بأنك أول الواصلين وآخر المُغادرين فسيتكون لديهم الانطباع بأن ثقافة الشركة تنص على ذلك رغم إصرارك على وجوب عدم العمل لأكثر من 8 ساعات يوميًا.- يركّز الكتاب على أهمية النوم الجيد ولفترات كافية. أذكر أن تغريدة لأحد الكاتبين هي التي دفعتني إلى قراءة كتاب "لماذا ننام؟" الذي سبق وأن كتبت مُراجعة حوله تجدها على الرابط التالي:http://www.it-scoop.com/2018/07/why-w...- يذكر الكاتب بعض ما يُميّز العمل لدى بايسكامب تجعل جميع من يقرأ الكتاب يغبط موظّفيهم. فعلى سبيل المثال لا حاجة للتفاوض على الرواتب لدى الشركة بحكم أنهم يدفعون اعتمادًا على أحسن ما يُدفع مقابل تلك الوظيفة في أكثر الأماكن تنافسية في العالم. كما هو معروف فإن رواتب المُبرمجين في وادي السيليكون هي الأعلى في العالم، وبالتالي يُدفع للمُبرمجين بناء على ذاك أيّا كان المكان الذي يقيمون فيه (هذا على عكس ما تقوم به شركات أخرى مثل Buffer والتي تأخذ المدينة التي يتواجد فيها المُوظّف في الحسبان لما يتم احتساب الراتب). إضافة إلى ذلك فإنه يُدفع لكل موظف تكاليف اشتراكه في نادٍ رياضي (وشراء لباس رياضيِ) إضافة إلى تخصيص مبلغ سنوي للتعلم والتكوين (في أي مجال يرغبه الموظف حتى وإن لم يكن له أية علاقة بالعمل). الإجازة السنوية إجبارية وتدفع الشركة تكاليفها، ويطلب من الموظف الانقطاع بشكل كامل عن العمل (يعني يقوم الموظفون حتى بحذف تطبيق بايسكامب من هواتفهم لكيلا ينشغلوا بالعمل خلال إجازاتهم) كما يأخذ الموظفون شهرًا إضافيا كل بضعة سنوات للانقطاع والتفرغ الكامل لأنفسهم.- تعتمد الشركة في الصيف نظام العمل بأسابيع مكوّنة من 4 أيام عمل فقط. أي أن كل موظف يأخذ الجمعة أو الإثنين إلى جانب يومي السبت والأحد الاعتياديين. يشير الكتاب إلى أنهم لم يلحظوا أي تراجع في الأداء بسبب ذلك. كما لا يتم تعقب ساعات العمل، بل يُعامل الجميع على أنهم سيكونون أمينين في عملهم.- نقطة عالجها الكتاب ولم أكن أتوقع مثلها وهي عدم الحاجة إلى أن تنشد الكمال في كل مهمة تقوم بها. فعلى سبيل المثال يفضل أن تنهي المهمة بأداء جيّد بدل أن تبذل أضعاف الوقت لتنهيها بأداء ممتاز أو قريب من الكمال. فلا يُمانع الكاتبان مثلا أن ينشرا مقالًا أو تدوينة حتى ولو احتوت خطأ إملائيا أو نحويًا، فالأهم هو النوعية والأداء الإجمالي.- يحذر الكتاب من اعتماد ما يُسمّى بـ "أفضل المُمارسات" **** والتي تُنشر عادة كقوائم أو مقالات، فما يصلح لشركة كبيرة لا يصلح بالضرورة لشركة صغيرة، وما يفيد شركة ما قد يضر بشركة أخرى.- ينصح الكتاب بتجنب المخاطر غير المدروسة. يضرب الكتاب مثالًا بالتغيير الحاصل في تسعير تطبيق بايسكامب حيث قررت الشركة رفع سعر المُنتج مرّتين (يعني 3 مرات السعر الحالي) بعد إطلاق تحديث جديد للتطبيق. كيف يُمكن اعتبار هذه المُخاطرة مدروسة؟ يشير الكتاب إلى أن الزبائن الحاليين سيحافظون على نفس التسعير وبالتالي فإنه حتى ولو لم ينضم أي زبون جديد بسبب التسعير الجديد فإن مستقبل الشركة ليس مرهونا (بحكم وجود مئات آلاف الزبائن الحاليين). يشير الكتاب إلى أن التسعير الجديد خفض أعداد المُشتركين الجُدد إلا أن ذلك لم يؤثر على أرباح الشركة بحكم ارتفاع التسعير الذي يدفعه المشتركون الجُدد.- أجمل فكرة في الكتاب -في رأيي- هي القناعة. المقصود بذلك هو أنه وبعد أن تصل الشركة إلى مستوى مُعيّن من الربحية ويحصّل أصحابها على مستوى مُعيّن من الثروة فلا حاجة فعلية للمزيد. بعبارة أخرى لا حاجة للسعي وراء النمو المتواصل والمتزايد. صحيح بأن الشركة ستنمو لكن ستنمو ببطء. هذا ما يخلق جوًا من السكينة في الشركة يعود بالنفع على الجميع.أنصح الجميع بقراءة هذا الكتاب، حتى إن لم تكن تنوي إطلاق شركة الخاصة فقد تُساعدك أفكار هذا الكتاب في تحسين أوضاع الشركة التي تعمل الآن لصالحها. الكتاب قصير نسبيًا ويُمكنك إنهاؤه في جلسة واحدة (حوالي ساعتين). إن كنت ممن يفضّلون الكتب الصوتية فأداء هذا الكتاب كانت في القمّة.---* Remote: Office Not Required** بايسكامب basecamp *** ساعات الاستقبال office hours**** أفضل المُمارسات best practicesسبق وأن نشرت هذا المقال على مُدوّنتي من هنا:http://www.it-scoop.com/2018/10/it-do...
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  • John Weldy
    January 1, 1970
    I hate books about workI’m a director at a school, so I’m expected to read...a 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 read...a 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 heard of it, and I never have finished a business book in my life (except those bullshit textbooks I was forced to skim).But I didn’t just read it, I wrote out notes for how I was going to implement pieces of the strategies in my department and introduce them to the company as a whole. There are gems on every page.
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  • Adii Pienaar
    January 1, 1970
    Listened to the audiobook. Love the clarity and conciseness of the book. It does so without losing any punch or impact too.
  • Matt Goddard
    January 1, 1970
    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 control over you ‘working’ life.

One last thought: One thing that resonated with me as person who manages a remote team inside a large organisation. I’ve long sworn by Slack and other chat tools, reading Fried and DHH talk about using non-realtime messages made me think and I’m anxious to give it a try so that we can create a less intrusive space for the team to do what they do best, produce great products.
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  • Koray Al
    January 1, 1970
    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 that 'the work' is not s 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 that 'the work' is not something constrained by walls. Now this book tries to convince employers that 'the sense of urgency' is not the key to the success.
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  • Sarah
    January 1, 1970
    Author interview on The Indicator, on why open office plans and instant messaging are awful: "Interruption is an arrogant act."https://www.stitcher.com/s?eid=558830...
  • Arturo Herrero
    January 1, 1970
    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 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 shareholders:I disagree and commit all the time. We recently greenlit a particular Amazon Studios original. I told the team my view: debatable whether it would be interesting enough, complicated to produce, the business terms aren’t that good, and we have lots of other opportunities. They had a completely different opinion and wanted to go ahead. I wrote back right away with “I disagree and commit and hope it becomes the most watched thing we’ve ever made.” Consider how much slower this decision cycle would have been if the team had actually had to convince me rather than simply get my commitment.We totally agree. We’ve been practicing disagree and commit since the beginning, but it took Bezos’s letter to name the practice. Now we even use that exact term in our discussions. “I disagree, but let’s commit” is something you’ll hear at Basecamp after heated debates about specific products or strategy decisions.
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  • Vitor Capela
    January 1, 1970
    The message is important: a company has the agency to dismiss most business practices and advice — growth at all costs, change for change's sake, working its staff to the bone — and still thrive. I applaud their consistency, year after year, in pointing at their own success as proof.If you read their blog and Twitter accounts, this book provides very little that's new. Like "Remote", it's more pamphlet (size included) than deep exploration, and, while I think manifestos and clever turns of sente The message is important: a company has the agency to dismiss most business practices and advice — growth at all costs, change for change's sake, working its staff to the bone — and still thrive. I applaud their consistency, year after year, in pointing at their own success as proof.If you read their blog and Twitter accounts, this book provides very little that's new. Like "Remote", it's more pamphlet (size included) than deep exploration, and, while I think manifestos and clever turns of sentence have their charm, it'd be a lot more valuable had they expanded on their decision-making (i.e. fill-in the blanks between "that was then" and "this is now").
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  • Justin Ruckman
    January 1, 1970
    Love Jason Fried’s philosophy, but because I follow him on Twitter and read the Basecamp blog, I felt like I’d heard all these points before.
  • Niklas Pivic
    January 1, 1970
    This book is written by the two founders of Basecamp. I’ve read their previous “Remote”, which I enjoyed. The first two indications that I would like this relatively short book were:a. these sentences:If it’s constantly crazy at work, we have two words for you: Fuck that. And two more: Enough already.b. the fact that they’ve broken up the book into shorter paragraphs, which—considering the format—actually worksThere are a lot of zen-y things in here, and it’s good:The modern workplace is sick. C This book is written by the two founders of Basecamp. I’ve read their previous “Remote”, which I enjoyed. The first two indications that I would like this relatively short book were:a. these sentences:If it’s constantly crazy at work, we have two words for you: Fuck that. And two more: Enough already.b. the fact that they’ve broken up the book into shorter paragraphs, which—considering the format—actually worksThere are a lot of zen-y things in here, and it’s good:The modern workplace is sick. Chaos should not be the natural state at work. Anxiety isn’t a prerequisite for progress. Sitting in meetings all day isn’t required for success. These are all perversions of work —side effects of broken models and follow-the-lemming-off-the-cliff worst practices. Step aside and let the suckers jump.Well, yes. Do let them jump.There are a lot of simple things detailed in this book, things that made me think “Yeah, this is sane. That, too. Oh, I’ve felt this many a time.”However, the one, big gripe that I have with this book, is it’s a hagiography over Basecamp. Naturally, one would write a book about one’s own company, but the levels of self-love should have been hoisted in by a good editor.Still, the little things in the book are plentiful and really lovely. Such as these:Most of the day-to-day work inside a company’s walls is mundane. And that’s a beautiful thing. It’s work, it’s not news. We must all stop treating every little fucking thing that happens at work like it’s on a breaking-news ticker.Take those trite stories about the CEO who only sleeps four hours each night, is the first in the parking lot, has three meetings before breakfast, and turns out the light after midnight. What a hero! Truly someone who lives and breathes the company before themselves! No, not a hero. If the only way you can inspire the troops is by a regimen of exhaustion, it’s time to look for some deeper substance. Because what trickles down is less likely to be admiration but dread and fear instead. A leader who sets an example of self-sacrifice can’t help but ask self-sacrifice of others.When the boss says “My door is always open,” it’s a cop-out, not an invitation. One that puts the onus of speaking up entirely on the employees.It’s pretty basic. If you work Monday to Friday, weekends should be off-limits for work. The same thing is true with weekday nights. If work can claim hours after 5:00 p.m., then life should be able to claim hours before 5:00 p.m. Balance, remember. Give and take.Open-plan offices suck at providing an environment for calm, creative work done by professionals who need peace, quiet, privacy, and space to think and do their best.While the act of letting someone go is unpleasant for all involved, it’s a moment in time. It passes. What remains after the dismissal are all the great folks who still work at the company. People who will be curious about what happened to their coworker. Why aren’t they here anymore? Who’s next? If I don’t know, could it be me? At many companies, when someone’s let go, all you get are vague euphemisms. “Hey, what happened to Bob?” “Oh, Bob? We don’t talk about Bob anymore. It was simply time for him to move on.” Fuck that. If you don’t clearly communicate to everyone else why someone was let go, the people who remain at the company will come up with their own story to explain it. Those stories will almost certainly be worse than the real reason.The only way to get more done is to have less to do. Saying no is the only way to claw back time.
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  • Dave van Herten
    January 1, 1970
    I enjoyed this book much more than Rework and Remote (although I did like those too). While it was much of what you would expect if you read Signal v Noise it was still very concise and organized in a way that made it a really easy read.I appreciated that in every example they described exactly how they tackle the status quo with how they do things at Basecamp. That problem -> example flow was very refreshing over just stating "oh hey, you should do X". If you have the same problem, maybe the I enjoyed this book much more than Rework and Remote (although I did like those too). While it was much of what you would expect if you read Signal v Noise it was still very concise and organized in a way that made it a really easy read.I appreciated that in every example they described exactly how they tackle the status quo with how they do things at Basecamp. That problem -> example flow was very refreshing over just stating "oh hey, you should do X". If you have the same problem, maybe their take on the way to solve it fits. That's up to the reader to decide.My real take away from this book is "Be very intentional about what you do. Don't just say one thing and do another. Be real." Don't just try and apply these practices because DHH and Jason say it is great. Hell they have a chapter on why you shouldn't just follow a practice because so and so does. That includes them. What I felt was important was to look at the intention behind their choices. They see a problem, they fix it in a way that they think will work for them. If that doesn't work, they'll try something else. There were many examples where they followed the status quo initially but were acutely aware that it wasn't having their desired effect. So they adapted.I'll definitely read this through again.
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  • Isaac Lyman
    January 1, 1970
    This book is the kid who flipped off the camera during school pictures, took a year off to travel, got C's in college, missed a lot of parties, and somehow got the happily-ever-after everyone else dreams about.Maybe its best quality is the way it wrecks traditional business memes, from "out-work the competition" to "open floor plans foster collaboration" to "set high goals." I'm giddy just thinking about all the cufflink-wearing, LinkedIn-post-writing entrepreneur-thought-leader types this book This book is the kid who flipped off the camera during school pictures, took a year off to travel, got C's in college, missed a lot of parties, and somehow got the happily-ever-after everyone else dreams about.Maybe its best quality is the way it wrecks traditional business memes, from "out-work the competition" to "open floor plans foster collaboration" to "set high goals." I'm giddy just thinking about all the cufflink-wearing, LinkedIn-post-writing entrepreneur-thought-leader types this book will infuriate.At its core the message is simple. Money isn't everything. Progress isn't always worth it. People are more important than goals. And the emperor has no clothes.It's also an impressive advertisement for working at Basecamp. I mean, they take Fridays off all summer just because they can. If I were looking for a job right now, that's exactly the kind of place I'd want to be. Somewhere quiet, sustainable, and laid-back; somewhere that isn't drunk on growth and metrics. That's a place with swagger.
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  • Bouke
    January 1, 1970
    Nice and concise book that’s all content and no fluff. It’s structured in small chapters that all stand in their own, so it’s easy to read a couple of chapters and then go do something else. Some of my favorites were:The outwork myth – its a myth that you can outwork the competition by working 80 hours instead of a healthy rhythm. Doing this will just leave you in shambles. Nobody hits the ground running – don’t expect to start a new job/role and immediately providing value. You will take a whil Nice and concise book that’s all content and no fluff. It’s structured in small chapters that all stand in their own, so it’s easy to read a couple of chapters and then go do something else. Some of my favorites were:The outwork myth – its a myth that you can outwork the competition by working 80 hours instead of a healthy rhythm. Doing this will just leave you in shambles. Nobody hits the ground running – don’t expect to start a new job/role and immediately providing value. You will take a while to properly ramp up, I remember it probably took about a year for me at Shopify before I kind of felt like I knew what was going on. Don’t change the world – not every idea/business needs to change the world. You can create a lot of value in your business without ‘disrupting’ industries and ‘destroying’ the competition.
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  • Gayatri Iyer
    January 1, 1970
    To someone who spends more than 40 hours in a week working, this was a refreshing read. I picked this book up (well not literally because i was reading on my kindle :)) in the morning and couldn't put it down - finished reading in a few hours. While I do not agree with everything in the book ( for e.g. no goals at all - I can hardly ever do that), I would like to follow and change my ways to most of the recommendations made ( for e.g. uninterrupted working, less meetings, asynchronous communicat To someone who spends more than 40 hours in a week working, this was a refreshing read. I picked this book up (well not literally because i was reading on my kindle :)) in the morning and couldn't put it down - finished reading in a few hours. While I do not agree with everything in the book ( for e.g. no goals at all - I can hardly ever do that), I would like to follow and change my ways to most of the recommendations made ( for e.g. uninterrupted working, less meetings, asynchronous communication is better than real-time, proper sleep, benefits that actually benefit the employees etc.). Must read for anyone who has ever said 'It's crazy or it's absolutely mental at work!' more than once in a month!
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  • Chris York
    January 1, 1970
    Brilliant insight from someone who has proven it with experience I had to read this book in 1 sitting. Once I started reading it, I couldn’t put it down. Each chapter I found my self silently yelling, Yes! Most of the ideas in this book are counter to every company I have ever worked with operates. Most people reading this book don’t work for a calm company and the ideas presented here are completely foreign to their management of their companies. The important thing to remember is to take the i Brilliant insight from someone who has proven it with experience I had to read this book in 1 sitting. Once I started reading it, I couldn’t put it down. Each chapter I found my self silently yelling, Yes! Most of the ideas in this book are counter to every company I have ever worked with operates. Most people reading this book don’t work for a calm company and the ideas presented here are completely foreign to their management of their companies. The important thing to remember is to take the ideas and principles here and figure out how to make them work for you at your company. It’s going to be an uphill battle, but very worthwhile. Even if the only thin you can change is yourself, it’s worth it.
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  • Brian Swanick
    January 1, 1970
    30 second review:I've applied lots of ideas from David and Jason over the years, having read both Remote and Rework. This is an extension of those ideas and one that I read at the perfect time. I constantly reconsider how I work and you'll find lots to think about if you do the same.Quick and easy read, I finished it over a couple days without much effort. It's perfect for business owners or managers who don't want to do "business as usual" and are working toward a better work environment for ev 30 second review:I've applied lots of ideas from David and Jason over the years, having read both Remote and Rework. This is an extension of those ideas and one that I read at the perfect time. I constantly reconsider how I work and you'll find lots to think about if you do the same.Quick and easy read, I finished it over a couple days without much effort. It's perfect for business owners or managers who don't want to do "business as usual" and are working toward a better work environment for everyone. Bureaucracy, meetings, and "that's the way we've always done it is not the answer. Sometimes the answer is to do nothing, to reduce workloads, to say not to things, and to be calm.
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  • Eric Barnes
    January 1, 1970
    Great book. It’s a quick read but full of great business advice that is designed to buck the current trend of growth above everything. It’s refreshing to see companies start to value and take care of employees by working sane hours and setting realistic deadlines. Of course, that is but a small part of the book and it touches on many different areas in running a business. If you are an entrepreneur get this book and start creating a calm company today. Your health and relationships will apprecia Great book. It’s a quick read but full of great business advice that is designed to buck the current trend of growth above everything. It’s refreshing to see companies start to value and take care of employees by working sane hours and setting realistic deadlines. Of course, that is but a small part of the book and it touches on many different areas in running a business. If you are an entrepreneur get this book and start creating a calm company today. Your health and relationships will appreciate it.
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  • Matias Singers
    January 1, 1970
    If you ever read the Basecamp blog or follow Jason + DHH on Twitter, you probably won’t find much new stuff in this book. As usual, it’s a great marketing piece for their company, and a lot of the ideas challenge and provoke standard practices. Unfortunately, the ideas aren’t given much room to be expanded and explored further, and they all come in rapid-fire succession chapter after chapter. It’s also extremely light on implementation and how readers might go about adopting the ideas.
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  • Danny Galic
    January 1, 1970
    Like previous book Rework, it's a common sense business advice based on personal experience. It's not a recipe, author is against generic 'best practicwa' accepted blindly like folklor. It encourages independent path in finding the right way to work and values independence and calm over growth and 'crazy'. Many authors talk about work life balance but DHH probably explains it most genuinely, with real examples - it's clear he lives that philosphy.
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  • Mandar
    January 1, 1970
    4.5 stars.This book isn't for every company, and every founder. Like all things :-) Jason and DHH's message resonates with me. I like their work, their writing, and the important conversation they keep having, when all the craziness of the tech world consumes us.(Half star off for the lack of depth in some of the chapters; they sound too superficial.)
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  • Darrin Holst
    January 1, 1970
    Another short read from these guys. I went into it expecting it to be a basecamp is awesome book, but there was actually a lot of good content here. I especially liked the stuff on salary, compensation, bonuses and office library rules.https://www.goodreads.com/notes/39674...
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  • Mayur
    January 1, 1970
    Want to know how to build a great business without making the pillars feel exhausted? Want to know how to make you work, team, or business fun? Not sure what really matters in business? Still figuring it out? Start reading this book to get answers for most of these from people who have build a good product that people love, and who have built a company that employees love!
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  • Timo Rößner
    January 1, 1970
    Where "Remote" felt a bit shallow, this one has more substance and gives a lot of relatable examples how to create and maintain a "calm" company culture. For me the best work of Fried and Hanson so far.
  • Cristian Miranda Lavarello
    January 1, 1970
    Direct, Simple and To The BoneOnce again, Jason and David crearse a Master Piece. Is a quick book, full with tips and as clear as anyone can’t argue. Calm Down. Jobs this days can’t be any more crazy.
  • Nikolay Theosom
    January 1, 1970
    i find i crazy that they use books as a marketing vehicle. and the weird thing is it's probably pays for itself too!the book is kind of okay, doesn't really add much to the previous two and their recent rants on the internet. still good to read
  • Ted Alling
    January 1, 1970
    I took away some great thoughts like the way they treat their employees and more hours you put in doesn't necessarily equal great production but felt too much like a company promotional book (smart for them). I think they run a great sustainable company.
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  • André Tamura
    January 1, 1970
    The best business book of the decade by far. Jason Fried and David Hansson should be the role model of succesful entrepreneur and company management. This book is incredable pratical! Since Rework, i’m using Basecamp (once called 37Signals) as a example and inspiration to run my company.
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  • David
    January 1, 1970
    I feel I have read almost all their ideas from their own blog and/or previous books, but still marvelous ideas and insights. Worth the refresher and, if you do not follow them on their blog, definitely a must read.
  • Gerry
    January 1, 1970
    Great business book. Much like Rework it's a collection of short essays (aka blog posts). If you follow Basecamp on Twitter lots of the material will be familiar but the book wraps it all together in a great collection.
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