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REWORK BOOK PDF

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REWORK. JASON FRIED. INTRODUCTION. FIRSTThe new reality We're small (sixteen people as this book goes to press), frugal, and profitable. A lot of posts, then into a workshop series, then into resourceone.info, and then into a paperback. feel inadequate for “merely” working reasonable hours. That leads to guilt and poor morale all around. Plus, it. Buy the book: resourceone.info The book is a byproduct of their business (which is one of the ideas they talk about in the book). DOWNLOAD THE REWORK SUMMARY PDF.


Rework Book Pdf

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12min is a platform that chooses, reads and summarizes the most important non- fiction books. Start your free trial and discover a faster way of learning!. Disclaimer: All information in this summary is from the book Rework: Change the Way You Work Forever by David Heinemeier Hansson and. Editorial Reviews. resourceone.info Review. Amazon Exclusive: Seth Godin Reviews Rework Add Audible book to your purchase for just $ Deliver to your.

And ensure that the people responsible for enacting this solution are aware of the next steps.

Rework by Jason Fried & David Heinemeier Hansson [BOOK SUMMARY & PDF]

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.

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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.

So they recommend emulating their business model, give something away for free, give your customers a nice taster for your product and ensure that they want to come back to make a purchase! But Fried and Heinemeier Hansson point out that the truth is, these overnight sensations usually have a lengthy backstory with years of work. You have to grind it out. You have to do it for a long time before the right people notice.

It helps with making decisions around hours, salary and the kind of person you are looking for. The authors explain that hiring should never be done for pleasure, it should only be done to eliminate pain. Look at different software options, automations and consider the consequences of not doing it all together.

You start inventing work to keep everyone busy. Artificial work leads to artificial projects.

REWORK — our New York Times bestselling book about business.

And those artificial projects lead to real costs and complexity. It just means that the education system was good for them. When faced with a few potential employees, always choose the person with the best writing skills.

Writing is so important no matter what the role is. Being able to write well also means that their communication and thinking is clear and they are easy to understand. Good writers fit every role.

Technology has provided the freedom to work from anywhere, so you can hire the best person for the job no matter where they live. If possible, test out your potential employees.

Get them on board for a small mini-project or short-term contract. See how they work and what they produce and you can decide if they are worth keeping on long-term or not. Fried and Heinemeier Hansson explain that the story is going to get out regardless, so it may as well come from you. This way you can address the problem and ensure that the information you share is correct. This will eliminate the risk of rumours and false information being leaked. It has no conditional if phrase attached.

It shows people that the buck stops with you. And it seeks a way to make things right. Fried and Heinemeier Hansson emphasise the importance of speed when it comes to addressing customer issues. If you can try and resolve any problems as fast as possible a bad situation can quickly be diffused.

They explain that the way you treat your staff is how they will end up behaving. Show them how you treat your customers and in return, they will treat the customers the same. You create rockstars by providing trust, autonomy, and responsibility to employees. Give them the opportunity to develop themselves and watch them bloom. When you request approval for just about anything, your staff are left feeling un-empowered and weak.

They are also likely to stop thinking for themselves. Instead, give them the freedom and the work they produce will be significantly better. Ensure that they get to go home at 5 pm. You want people to have a life outside of work, if they have things to do after 5 pm then they are more likely going to be motivated to get the work done promptly and efficiently.

These words are dangerous and encourage tension. Eliminate conflict and problems by avoiding these words. Also, avoid using the term ASAP. Everyone knows that work should be done as soon as possible so stop pointing out the obvious. Inspiration is a magical thing, a productivity multiplier, a motivator. Inspiration is a now thing. If it grabs you, grab it right back and put it to work. So much more is possible with so much less. Anyone can be in business. You can have a small business and not want to grow.

Ideas are all good and well but you need to execute them.

You can do a lot with less than you think. When building a product, focus on doing a really good job. Just do one thing and do it well. Being productive is important, avoid interruptions, only have meetings when absolutely necessary and break projects down into smaller, actionable tasks. Sometimes less is more, instead of trying to offer more features than your competition, focus on offering less, just do it really well. Consider teaching as a way to reach your audiences. Also, consider giving away a little for free.

Hiring someone should not be your first move, the smaller the team the more productive you can be. Look for the right person for the job regardless of their history or location. If mistakes happen, own up immediately. Deal with customer complaints as quickly as possible. The culture within the workplace is important. Set the example you want others to follow.

They discuss the benefits of working remotely for both the employer and employee while examining common excuses. Being small also allows you to keep your entire team on the frontline of the business, interacting with customers firsthand and hearing their requirements and feedback.

A complex hierarchy can muffle that feedback and slow you down. When everyone is responsible for customer satisfaction, you can respond to any problems quickly, which is essential for effective customer service.

Such companies are not really businesses but merely glorified hobbies of their founders. If you want to build a successful business, you should have a clear path to profitability in mind from the very start. ReWork Key Idea 4: Less is more — start saying no and keep your product lean.

When chef Gordon Ramsay fixes ailing restaurants in his TV show, Kitchen Nightmares, he always starts the process the same way: by cutting out around two thirds of the menu items. Similarly, when you run into problems with your product, consider cutting features from it. If you want to make something great, you need to chisel away stuff that is merely good. In fact, embrace your constraints. Just like Ernest Hemingway wrote Nobel-winning fiction with very sparse language, you too can make a great product or service with very few features.

Instead, offer less features, making your product simpler and easier to use. Add value by deciding what not to sell. You too must cut out the garbage and personally vouch for whatever is left. Keeping your product or service simple is not easy, though. Never overreact to these requests by immediately modifying your product and adding new features as requested.

If you do, your product will rapidly become unrecognizable, and probably scare away new customers since the changes have been catered to the wishes of existing ones. Say no to even the best-sounding ideas at first.

ReWork Summary

Less is more — start saying no and keep your product lean. Be proud that your small size lets you communicate frankly, contrary to the meaningless jargon-filled press releases of big corporations. Advertising and active marketing are expensive ways to connect with customers. Instead, build an audience by sharing information that they value and willingly come back for. This way you will get their attention without paying a dime.

ReWork Key Idea #1: Make a stand for something you care about.

Every email, phone call, blog post and social media update constitutes marketing and can deepen your bond with customers. In fact, why not give customers a behind-the-scenes view of your company, so they can get to know you and your employees. When you do strive for actual press coverage, go for niche rather than mass media.

An article in a well-targeted small magazine or blog will create much more website traffic and sales than a story in a well-known newspaper. This also allows you to approach journalists with personalized calls or notes rather than with mass press releases. The bond you form with customers will inevitably endure some rough weather as well, and being a straightforward communicator means being frank about your shortcomings and imperfections too. No one likes companies that try to sweep problems under the rug.

ReWork Key Idea 6: Create an environment where people manage themselves and communicate with each other honestly. If you treat your team like children, they will act accordingly, and you will need to spend half your time managing them and making decisions on their behalf. Your team will quickly turn into non-thinkers and non-doers, and end up costing you a lot of time and effort while accomplishing very little.

What you need are employees who can manage themselves, and such individuals only thrive in working environments where they are given trust, responsibility and autonomy. One defining characteristic of a good environment is directness in communication. Avoid abstractions and long-winded, high-level explanations. Get real, and show your team exactly what you mean. Criticism should be equally honest. If your team is too large and unfamiliar with each other, you will find that the discussion does not flow freely.

You need frank, honest communication within your team so that bad ideas are criticized when they should be. Finally, there are certain words you should avoid when communicating within your team. It suffers from inflation and merely makes other, non-ASAP requests seem less urgent.

A University for Life Skills

Create an environment where people manage themselves and communicate with each other honestly. As a small company, one of the key advantages you have over your larger competitors is your ability to make quick decisions without getting bogged down in bureaucracy. Unless you have a crystal ball, estimating and planning are basically guesswork anyway. If you start assuming your plans are correct and following them blindly, you lose your ability to improvise, which is downright dangerous.

Instead, just wing it. Think about things that affect you this week, not next year. Small, reversible decisions that work for the time-being are much easier to make than big, life-changing ones where you have to worry about long-term consequences. The impact of being wrong will also be far smaller this way. There are always possible downsides to any decision but you can always deal with them when they actually happen.

Most never will. Many people equate productivity with working long hours, when actually the opposite is true. Workaholics who stay late can even hurt the overall productivity of an organization by making non-workaholics feel guilty and less motivated.

Ensure your team has some designated time during the day or week when there are no interruptions. The worst kind of interruption, of course, is a meeting. A one-hour meeting of ten people will in fact cost at least ten hours of aggregated working time.

In some rare cases this may be warranted, but often meetings lack goals, agendas and any connection to actual work. In short, they only generate talk, not action. Another enemy of productivity is perfectionism. To really be productive, go for solutions where you achieve the maximum effectiveness with minimal effort. This not only makes complex endeavors more manageable but also provides more causes to celebrate along the way as minor milestones are reached.

Such quick wins help sustain momentum and motivation. ReWork Key Idea 9: Hire people only when absolutely necessary, and forget about resumes — trust your instincts.Worry about profit from the get-go, pay people appropriately and ensure that all your bills and deadlines are met. Keeping your product or service simple is not easy, though.

Most of the reasons listed here were obvious, but what I liked about the book is that in practically every section, the authors toss in a zinger to which I could relate. Want to start a business? It has no conditional if phrase attached. Then go one step at a time. You can also right-click then save as , if it loads slowly. Create your work moments where you can not be interrupted.

The authors explain that you should really focus on getting into a work zone, alone and for long periods of time.