Rework by Jason Fried and David Heinemeier Hansson - Excerpts pdf

Writing a plan makes you feel in control of things you can’t actually control.. Start referring to your business plans as business guesses, your financial plans as financial guesses, and

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Planning is guessing

-n a l p s e n i s u m r e

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u y s e l n U ning is a fantasy There are just too many factors that are out of your hands: market conditions, competitors, cus-tomers, the economy, etc Writing a plan makes you feel

in control of things you can’t actually control

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r y e h t t a h w s n a l p l a t s u j e w t’

n d y h W guesses Start referring to your business plans as business guesses, your financial plans as financial guesses, and your strategic plans as strategic guesses Now you can stop worrying about them as much They just aren’t worth the stress

When you turn guesses into plans, you enter a dan-ger zone Plans let the past drive the future They put blinders on you “This is where we’re going because, well, that’s where we said we were going.” And that’s the problem: Plans are inconsistent with improvisation And you have to be able to improvise You have to

be able to pick up opportunities that come along Some-times you need to say, “We’re going in a new direction

because that’s what makes sense today.”

o t p d e w e r c s s i s n a l p e g n a

r g n

l o g n i m i e h T You have the most information when you’re doing

something, not before you’ve done it Yet when do you

write a plan? Usually it’s before you’ve even begun That’s the worst time to make a big decision

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e h t t u b a k n i h t t n l u h

s u y y a s o t t n s i s i h t w o N future or contemplate how you might attack upcoming obstacles That’s a worthwhile exercise Just don’t feel you need to write it down or obsess about it If you write a big plan, you’ll most likely never look at it any-way Plans more than a few pages long just wind up as fossils in your file cabinet

Give up on the guesswork Decide what you’re going to do this week, not this year Figure out the next most important thing and do that Make decisions right before you do something, not far in advance

It’s OK to wing it Just get on the plane and go You can pick up a nicer shirt, shaving cream, and a tooth-brush once you get there

Working without a plan may seem scary But blindly following a plan that has no relationship with re-ality is even scarier

R E W O R K

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Our culture celebrates the idea of the workaholic We hear about people burning the midnight oil They pull

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a badge of honor to kill yourself over a project No amount of work is too much work

Not only is this workaholism unnecessary, it’s

stu-t e g r o e r o m e r a u y n a m t n s e o e r o m g n i k r o W d i p more done It just means you work more

Workaholics wind up creating more problems than they solve First off, working like that just isn’t

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— ll i w Workaholics miss the point, too They try to fix problems by throwing sheer hours at them They try to make up for intellectual laziness with brute force This results in inelegant solutions

They even create crises They don’t look for ways to

be more efficient because they actually like working

overtime They enjoy feeling like heroes They create problems (often unwittingly) just so they can get off on working more

Workaholics make the people who don’t stay late feel inadequate for “merely” working reasonable hours That leads to guilt and poor morale all around Plus, it

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If all you do is work, you’re unlikely to have sound judgments Your values and decision making wind up skewed You stop being able to decide what’s worth extra effort and what’s not And you wind up just plain tired No one makes sharp decisions when tired

In the end, workaholics don’t actually accomplish more than nonworkaholics They may claim to be per-fectionists, but that just means they’re wasting time fix-ating on inconsequential details instead of moving on to the next task

Workaholics aren’t heroes They don’t save the day, they just use it up The real hero is already home because she figured out a faster way to get things done

R E W O R K

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Meetings are toxic

The worst interruptions of all are meetings Here’s why:

• They’re usually about words and abstract con-cepts, not real things

• They usually convey an abysmally small amount

of information per minute

• They drfi to f s bj c t asierthan a Chi ago ab

in a snowstorm

• They require thorough preparation that most people don’t have time for

• They frequently have agendas so vague that

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• They often include at least one moron who in-evitably gets his turn to waste everyone’s time with nonsense

• Meetings procreate One meeting leads to an-other meeting leads to anan-other

It’s also unfortunate that meetings are typically scheduled like TV shows You set aside thirty minutes

or an hour because that’s how scheduling software works (you’ll never see any nesche uleas even-mi ute meeting with Outlook) Too bad If it only takes seven minutes to accomplish a meeting’s goal, then that’s all

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the time you should spend Don’t stretch seven into thirty

When you think about it, the true cost of meetings

is staggering Let’s say you’re going to schedule a meet-ing that lasts one hour, and you invite ten people to

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t a h T d n e t meeting You’re trading ten hours of productivity for one hour of meeting time And it’s probably more like fifteen hours, because there are mental switching costs that come with stopping what you’re doing, going somewhere else to meet, and then resuming what you were doing beforehand

Is it ever OK to trade ten or fifteen hours of produc-tivity for one hour of meeting? Sometimes, maybe But that’s a pretty hefty price to pay Judged on a pure cost basis, meetings of this size quickly become liabilities, not assets Think about the time you’re actually losing

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If you decide you absolutely must get together, try to

make your meeting a productive one by sticking to these simple rules:

• Set a timer When it rings, meeting’s over Period

• Invite as few people as possible

• Always have a clear agenda

• Begin with a specific problem

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• Meet at the site of the problem instead of a con-ference room Point to real things and suggest real changes

• End with a solution and make someone respons -ible for implementing it

R E W O R K

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Pick a fight

If you think a competitor sucks, say so When you do that, you’ll find that others who agree with you will rally

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dif-ferentiate yourself and attract followers

For example, Dunkin’ Donuts likes to position

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a e h t s a f l e s using “Fritalian” terms instead of small, medium, and large Another Dunkin’ campaign is centered on a taste test in which it beat Starbucks There’s even a site called DunkinBeatStarbucks.com where visitors can send e- cards with statements like “Friends don’t let friends drink Starbucks.”

Audi is another example It’s been taking on the old guard of car manufacturers It puts “old luxury” brands

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“ s e d e r e M d a e y o R -ll o R e k il ing Audi as the fresh luxury alternative Audi takes on Lexus’s automatic parking systems with ads that say Audi drivers know how to park their own cars Another

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s a s e v i g d a owners: The BMW owner uses the rearview mirror to adjust his hair while the Audi driver uses the mirror to see what’s behind him

Apple jabs at Microsoft with ads that compare

a l o c n U e h t s a fl e s t s ll i b P U 7 d a , s e n w o C P d a c M

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Under Armour positions itself as Nike for a new gen-eration

All these examples show the power and direction you can gain by having a target in your sights Who do you want to take a shot at?

You can even pit yourself as the opponent of an en-tire industry Dyson’s Airblade starts with the premise

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t t a h t self as faster and more hygienic than the others I Can’t Believe It’s Not Butter puts its enemy right there in its product name

Having an enemy gives you a great story to tell cus-tomers, too Taking a stand always stands out People get stoked by conflict They take sides Passions are ignited And that’s a good way to get people to take notice

R E W O R K

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Underdo your competition

Conventional wisdom says that to beat your

competi -a f r u f e v a h y e h t f I m e h t p -e n o t d e n u y , s o t

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f r o ( e v if d e n u y , s e r u t spending $20,000, you need to spend $30,000 If they have fifty employees, you need a hundred

a s i y t a t n e m r a W d l o C , g n i p p -e n f o t r o s s i h T dead end When you get suckered into an arms race,

u y s t s o c t a h t e l t a b g n i d n

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n a n i p d i w u y massive amounts of money, time, and drive And it forces you to constantly be on the defensive, too Defen-sive companies can’t think ahead; they can only think behind They don’t lead; they follow

So what do you do instead? Do less than your com-petitors to beat them Solve the simple problems and leave the hairy, difficult, nasty problems to the

competi-d a t s n I g n i n w o -e n y r t , g n i p

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of outdoing, try underdoing

The bicycle world provides a great example For

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t ultrastrong disc brakes, or lightweight titanium road

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if -n b r a h ti w s e k i b that bikes should have multiple gears: three, ten, or

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n i d e m o b e v a h s e l c y c i b r a

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l s a g n i e b e t p s e d , y t r a l u o p These bikes have just one gear Some models don’t have brakes The advantage: They’re simpler, lighter, cheaper, and don’t require as much maintenance

Another great example of a product that is suc-ceeding by underdoing the competition: the Flip—

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p , e l p m i s a r t l u n a that’s taken a significant percentage of the market in a

short time Look at all the things the Flip does not

deliver:

• Nobigscr en (andthe inyscr en oesn tswing

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• Nop oto-t akingabi ty

• No tapes or discs (you have to offload the videos

to a computer)

• No menus

• No settings

• No video light

• No viewfinder

• No special effects

• No headphone jack

• No lens cap

• No memory card

• No optical zoom

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The Flip wins fans because it only does a few simple things and it does them well It’s easy and fun to use It goes places a bigger camera would never go and gets used by people who would never use a fancier camera Don’t shy away from the fact that your product or service does less Highlight it Be proud of it Sell it as ag-gressively as competitors sell their extensive feature lists

R E W O R K

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