Jason Fried

It might seem perverse, but the CEO is usually the last to know. With great power comes great ignorance.

Most of the time, if you’re uncomfortable with something, it’s because it isn’t right. Discomfort is the human response to a questionable or bad situation,

The expectation of an immediate response is the ember that ignites so many fires at work.

Don’t mistake this approach for skimping on quality, either. You still want to make something great. This approach just recognizes that the best way to get there is through iterations. Stop imagining what’s going to work. Find out for real.

You don’t make a great museum by putting all the art in the world into a single room. That’s a warehouse.

People are creatures of habit. That’s why they react to change in such a negative way. They’re used to using something in a certain way and any change upsets the natural order of things. So they push back. They complain. They demand that you revert to the way things were. But that doesn’t mean you should act. Sometimes you need to go ahead with a decision you believe in, even if it’s unpopular at first.

Following group chat at work is like being in an all-day meeting with random participants and no agenda.

Working 40 hours a week is plenty. Plenty of time to do great work, plenty of time to be competitive, plenty of time to get the important stuff done.

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.

The fear of missing out. It’s the affliction that drives obsessive checking of Twitter feeds, Facebook updates, Instagram stories, WhatsApp groups, and news apps.

You can’t credibly promote the virtues of reasonable hours, plentiful rest, and a healthy lifestyle to employees if you’re doing the opposite as the boss.