REWORK. JASON FRIED. INTRODUCTION. FIRSTThe new reality (David was doing the programming in Denmark, the rest of us were in the States), a small .. posts, then into a workshop series, then into medical-site.info, and then into a paperback. Our culture celebrates the idea of the workaholic. We hear about people burning the midnight oil. They pull all- nighters and sleep at the office. It's considered a. entrepreneurship. Read the book summary and download the PDF. Rework by Jason Fried & David Heinemeier Hansson book summary.
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Info. 1/ REWORK: A bETTER, EASIER wAy TO SUCCEED IN bUSINESS. A 37signals Manifesto. Jason Fried & David Heinemeier Hansson. Editorial Reviews. medical-site.info Review. site Exclusive: Seth Godin Reviews Rework Rework - Kindle edition by Jason Fried, David Heinemeier Hansson. Download it once and read it on your Kindle device, PC, phones or tablets. Rework by Jason Fried and David Heinemeier Hansson. 19 Pages · · MB · 90 REWORK JASON FRIED - medical-site.info - Get a Free Blog Here.
All you need is a bit of passion, an idea and some confidence. Their advice is that you need to stop focusing on meeting the expectations of being an entrepreneur and just get started with the work. Making a difference Everyone wants to feel as if they are making a difference, having an impact on peoples lives. And if you can achieve this, then you can consider the work you are doing great.
What do you want?
They are referring to designing a product or service that you want, finding a problem in your life and solving it. Timing A common excuse is that everyone has no time. Fried and Heinemeier Hansson believe that this is no excuse, if you want something bad enough, you do whatever it takes to make the time.
Your business needs to have a point of view and have some strong beliefs. And you need to be able to explain to the world what your beliefs are. This is where mission statements come in. Money money money Fried and Heinemeier Hansson explain that they have seen far too many businesses work hard to raise money, only to be unsuccessful or to have regrets.
By raising money from the outside, you are giving up some of your freedom. Fried and Heinemeier Hansson explain that getting money from the outside should be your last resort, try everything else before you have to go down that road.
Regarding money, they explain that you often need less money than you think. Everyone thinks you need to go in with plenty of capital, but the reality is you can get started pretty easily with not very much money.
And it all worked out. Businesses vs. Often, people use the concept of a startup as a safety net from the real world, as a way to protect themselves if they failed, and a way to avoid dealing with the nitty gritty of a real business such as payrolls and profit. If you go into your project, treating it as a real business, you are much more likely to succeed.
Worry about profit from the get-go, pay people appropriately and ensure that all your bills and deadlines are met. By doing this it will be easier to keep going. Another issue that Fried and Heinemeier Hansson have is with exit strategies. Why are you planning to fail? You should be planning for success. However, Fried and Heinemeier Hansson explain that these constraints are not necessarily negative if you look at them from a different perspective they can be an opportunity.
The authors also agree that you need to stop worrying about all the finer details early on. The authors recommend that you get stuck into finalising the basics and can worry about the details later. Decide and move forward. They firmly believe that you should build half a product, not a half-assed product.
Instead of trying to get ten different aspects of the product perfect, start with just one. Consider the time and resources you have available and establish what is possible. And the authors want you to remember that less is more. The stuff you have to do is where you should begin. But what you should really focus on is the hot dog. That is the epicentre.
The rest can come later. Business focus Fried and Heinemeier Hansson explain that you should build your business about things that will not change. Consider what people are looking for in a business or product right now and what they are going to want in ten years.
This constant is what your business should focus on, not temporary fads or things that will change rapidly. They look to site as an example. Two things that consumers are always going to want.
The authors remind us that these are secondary to your business, you need to remain focused on the core, what people want and how you are going to get it to them and make money. Launching Most businesses procrastinate the launch of their new product or service for far too long. This is usually down to nerves, fear of failure or a lack of motivation to get started. But Fried and Heinemeier Hansson point out that the reality is, that most people have their product or service ready to launch a lot sooner than they realise.
They emphasise the importance of going to market as soon as it is ready to go. Countless works find themselves wondering why they are working overtime and work is creeping into their weekends.
Every phone call, meeting, email or someone asking you questions interrupt your workflow and sets you back. The authors explain that you should really focus on getting into a work zone, alone and for long periods of time.
Dedicate this time to being your most productive. You go to sleep first and then make your way to REM. Any interruptions force you to start over. And just as REM is when the real sleep magic happens, the alone zone is where the real productivity magic happens.
And meetings are infamous for going over time and you often walk out without a complete solution. They want you to ask yourself if the meeting is really worth 10 hours of paid working time before you commit! When meetings are needed, they suggest you consider the following things: Stick to a timeframe, set a time or something. But once the time is up, leave. Open the meeting with a specific problem you aim to solve. That is the purpose of this meeting.
End the meeting with a clear solution. And ensure that the people responsible for enacting this solution are aware of the next steps. Momentum Momentum is absolutely key in the business world. Fried and Heinemeier Hansson emphasise the importance of building momentum by finishing one task and moving onto the next as soon as possible. They describe the process as quick wins.
You eventually lose all motivation and want to give up. Give yourself a sense of accomplishment and then move onto the next thing. The worst thing you can do now is waste even more time. A couple of ways to combat this is to break big tasks into smaller tasks. Fried and Heinemeier Hansson recommend doing this because the smaller a task is, the easier it should be to estimate the time it will take.
Instead of one twelve-week project, structure it as twelve one-week projects. Instead of guesstimating at tasks that take thirty hours or more, break them down into more realistic six-to-ten-hour chunks.
Then go one step at a time. Fried and Heinemeier Hansson strongly recommend keeping your lists shorter, be realistic. However, Fried and Heinemeier Hansson stress the importance of avoiding copying at all costs.
They explain that by copying you are actually setting yourself up for failure. By copying, you miss out on the fundamental step that is understanding a product, why and how it functions the way it does. By simply copying and pasting, you fail to truly understand a product and that is a critical mistake. Fried and Heinemeier Hansson offer one way to eliminate that risk. They suggest you make your product part of you, make it unique to you, something that no-one else can offer.
Simplify the problem they are trying to solve and leave the difficult aspects to the competitions. The authors use the bicycle as an example, for a number of years, manufacturers have focused on producing bikes with the most high-tech equipment, the most gears, fancy suspension, light-weight etc. However, in recent times, the standard one-gear bike with no fence features have been some of the best sellers. The simplicity is appealing to so many consumers and they end up out-doing their competition by under-doing their product!
Why not? Because worrying about the competition quickly turns into an obsession. What are they doing right now? Where are they going next?
How should we react? Every little move becomes something to be analysed. It leads to overwhelming stress and anxiety. That state of mind is bad soil for growing anything. Teach Fried and Heinemeier Hansson point out that selling a product or a service is the primary role of most businesses. Earning their loyalty by teaching them forms a whole different connection.
Beyond cooking, chefs write cookbooks. They share their knowledge with their audiences which gains respect and loyalty. People want to know As humans, we are all incredibly nosy, we all want to know as much about everything as possible, just consider the amount of reality television being broadcast these days. So Fried and Heinemeier Hansson recommend you tap into this and explain to your audience exactly how your business works.
Customers will love it. Give a little bit away Fried and Heinemeier Hansson consider successful drug dealers. How do they sell more of their product? They give a little bit away for free, knowing that the product is good enough to get the customers coming back for more, and paying for it. Being the enemy alternative creates a strong positioning and relies on what people already know and do not like. However, it is important to position yourself as an alternative to the competition, but never let them dictate what your business needs to do.
Focus on what you are doing, and on what is working. Ignore everything else. To do a good job, you need to feel that you are making a difference. Don't wait for someone to make the change you expect. Do it yourself. And if you've decided to do something, do something that really matters. When you start a business, it often suffers pressure to grow it quickly. But for every business, there is an ideal size, no matter if it is 5, 50 or employees.
Do something that you feel good about and grow slowly. Also, if you grow fast and need to reduce size later, your team's morale and confidence in the business are shaken. Large companies would like to be agile like small ones, and there is nothing wrong with being a small business.
If your business is profitable and sustainable, you should already be proud. If you succeed, people will try to copy you. So you have to create something unique, impossible to imitate, based on what only you know. Jason Fried cites the Zappos example. The company sells shoes, and there are thousands of other companies that do the same. But its culture is so client-centric that it makes it impossible to copy the Zappos way of being, and consumers know that.
The best way to do this is to create something that you would like to use that solves a problem that you have. When you do something you need, you know that quality and speed are correct. You do not need to ask others if this is really good.
Many companies deliver bad, standardized products that do not surprise customers. To succeed, you need to create a product that is better than advertised. It needs to be simple, easy to use and addictive. Another interesting point is that if your product is unique, you need not be afraid to share your knowledge and learning on the journey. While large companies tend to cherish keeping everything a secret, sharing their experience can be a differential that directly influences customer choice.
All companies are governed by the same idea. Revenue arrives, expenses go out and to continue running you need to have money in the tin, that is, profits.
That is why you need to plan your profits from day one. Never leave this decision for later. Many startups start out with no idea how to make money and end up dying on the beach. Another crucial point where a business is different from a startup is not building a business just to sell it and make money fast. You need commitment rather than an exit strategy to make a real business. If you have something good, keep running. Why sell it? When you have problems with your product, consider cutting features.
If you want to do something great, you need to let go of everything that is not great. If your competition offers more features, do not try to copy them, offer fewer features, and focus on having a simpler, easier-to-use product.
Keeping your product or service simple is not easy, and when you have thousands of customers, new ideas of features will appear at all times. They should never be accepted right away. It is always necessary to understand whether they really contribute to the creation of a better product without losing its simplicity. Immediately say no to ideas that look good. If the functionality is critical, implementation requests will come so often from your clients that eventually you will have to create it.
To progress, you must be quick and decisive. You need to replace the "let's think about it" with "let's do it". It is important to force yourself to constantly make decisions and never wait for the perfect solution. Long projects and deferred decisions discourage your team and cause discomfort to customers. The longer it takes to create something, the less likely it actually gets built. Make small steady progress.
In your company, you are a healer, and you have to choose what goes in and what stays out.
The most important, though not instinctive, is what is left out. That is why it is necessary to focus on the essentials. Never be afraid to cut.
You can always add things in the future if necessary. Do not be a company in search of the next great fashion. Your business should be built around things that never change, and you should invest in them. When you focus on the definitive, on things that do not change, you never go out of style.
So you should never stick to your tools, technologies, tricks, offices full of luxurious furniture. Focus on what matters to attract customers and make a profit. You're not a big company. Do marketing your way. You must be authentic in your marketing and never emulate the big companies. Small businesses that try to look great at all costs look like jokes and are not taken seriously. It's okay to look small, so you should talk to your customers as you talk to your friends.
Communicate frankly, directly and avoid the jargon that the market uses. Besides, traditional advertising is a costly way to connect with customers. Build an audience by sharing content that is useful and relevant to your customers.
Create a community of people who genuinely care about you and your business will do well. To succeed, you need employees who are capable of managing themselves.
This type of professional only succeeds in work environments where there is trust, responsibility, and autonomy. Always evaluate whether your business is direct in communication. You can not be wordy or irrelevant but communicate clearly every time.
Do not foster a culture of over-crowded meetings where people only bring trouble. Create an environment where people bring real solutions to problems, and the criticisms and feedbacks are totally transparent.
You need frank and honest communication within your team, so bad ideas are criticized when they should be. Also, there are certain words that should be avoided in teamwork. Also, never ask for something "as soon as possible". Constant disruption and a high volume of meetings are highly detrimental to the success of a business.
They slow you down and keep you from growing. So you have to fight them all the time. Create your work moments where you can not be interrupted.
A meeting is not synonymous with collaboration.