Jason Fried Quotes
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Nearly every boss has said it. And just about every employee has heard it. Yet it's one of the most meaningless lines ever spoken in the office: 'My door is always open.'
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Since your company is the product that makes all of your other products, it should be the best product of all. When you begin to think of your company this way, you evaluate it differently. You ask different questions about it. You look at improving it constantly, rather than just accepting what it's become.
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One of the secret benefits of using remote workers is that the work itself becomes the yardstick to judge someone's performance.
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When it comes to making decisions, I'm not what you'd call a numbers guy.
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In my mind, declaring that an unfamiliar task will yield low-hanging fruit is almost always an admission that you have little insight about what you're setting out to do.
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Most work is not coming up with The Next Big Thing. Rather, it's improving the thing you already thought of six months - or six years - ago. It's the work of work.
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When something is working well, it becomes too easy to let things run themselves.
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If you ask people where they go when they really need to get work done, very few will respond 'the office.' If they do say the office, they'll include a qualifier such as 'super-early in the morning before anyone gets in,' or 'I stay late at night after everyone's left,' or 'I sneak in on the weekend.'
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Practice quality, and you get better at quality. But quality takes time, so by working solely on quality, you end up losing something else that's important - speed.
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When you're short on sleep, you're short on patience. You're ruder to people, less tolerant, less understanding. It's harder to relate and to pay attention for sustained periods of time.
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We've never much liked the idea of charging a participation tax, a phrase we coined to represent what it feels like when a software company charges you more money for each additional user. Participation taxes discourage usage across a company.
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Like many entrepreneurs, I started out in sales. I began at 14, when I got a job selling shoes and tennis rackets at a pro shop, and I've been selling one thing or another ever since.
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A computer doesn't have a mind of its own - it needs someone else's to function.
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Hiring people is like making friends. Pick good ones, and they'll enrich your life. Make bad choices, and they'll bring you down.
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These two staples of work life - meetings and managers - are actually the greatest causes of work not getting done at the office. In fact, the further away you are from both meetings and managers, the more work gets done.
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We think of computers as smart and powerful machines. But your goldfish is smarter.
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I believe if you start a business with the intent of making it huge, you're already prioritizing the wrong thing. Size is important, but it's a byproduct of a whole bunch of other things that are worth way more of your mental energy - customers, service, quality.
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You have to live with your decisions every day. Why live with one you're uneasy with? 'Because it'll make you money' is a common reply. But I don't think that's good enough.
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You cannot ask somebody to be creative in 15 minutes and really think about a problem. You might have a quick idea, but to be in deep thought about a problem and really consider a problem carefully, you need long stretches of uninterrupted time.
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I've seen small businesses turn into terrible midsize or big ones because they let their desire to achieve some arbitrary metric get the best of them. Whatever is compromised as a result doesn't matter anymore, as long as the company is growing.
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Whenever you need something from someone else before you can move forward, it's a dependency. We believe dependencies slow people down. We want people to be more independent, because that will keep them moving forward.
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It's incredibly hard to get meaningful work done when your workday has been shredded into work moments.
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Very, very few people actually have long stretches of uninterrupted time at an office.
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The owner of a company with supertight margins - say, a restaurant, retailer, or producer of commodity goods - would be a fool not to keep a close eye on the numbers. But when I make big decisions, numbers are seldom, if ever, the tiebreaker.