Jason Fried Quotes

pulling seven people away from their work for an hour is worth seven hours of lost productivity.

If you want to make a product better, you have to keep tweaking, revising, and iterating. The same thing is true with a company.

When you build an audience, you don’t have to buy people’s attention — they give it to you. This is a huge advantage. So build an audience. Speak, write, blog, tweet, make videos — whatever. Share information that’s valuable and you’ll slowly but surely build a loyal audience.

Modern-day offices have become interruption factories. Merely walking in the door makes you a target for anyone else’s conversation, question, or irritation. When you’re on the inside, you’re a resource who can be polled, interrogated, or pulled into a meeting. And another meeting about that other meeting. How can you expect anyone to get work done in an environment like that?

It’s OK if it’s not perfect. You might not seem as professional, but you will seem a lot more genuine.

Taking someone’s time should be a pain in the ass. Taking many people’s time should be so cumbersome that most people won’t even bother to try it unless it’s REALLY IMPORTANT! Meetings should be a last resort, especially big ones.

Comparison is the death of joy.

Clear writing is a sign of clear thinking. Great writers know how to communicate. They make things easy to understand.

It was the discomfort of knowing two people doing the same work at the same level were being paid differently that led us to reform how we set salaries. That’s how we ended up throwing out individual negotiations and differences in pay, and going with a simpler system.

And between all those context switches and attempts at multitasking, you have to add buffer time. Time for your head to leave the last thing and get into the next thing. This is how you end up thinking “What did I actually do today?” when the clock turns to five and you supposedly spent eight hours at the office. You know you were there, but the hours had no weight, so they slipped away with nothing to show.

"So ask yourself, "What can we do in two weeks?" And then do it. Get out there and let people use it, taste it, play it, or whatever. The quicker it's in the hands of customers, the better off you'll be."

With great power comes great ignorance.

Провал не є передумовою успіху. Дослідження науковців Гарвардської школи бізнесу виявило, що підприємці, які вже досягли успіху, з набагато більшою ймовірністю досягнуть його і в нових проектах (шанси на успіх їхніх майбутніх компаній становлять 34%). Водночас підприємці, чиї перші починання зазнали поразки, у наступних справах можуть досягти успіху практично з такою ж імовірністю, що й новачки у сіті бізнесу, - лише 23%. (...) Як бачимо, реальне значення має досвід успіху, натомість досвід поразки нічого не означає.

It’s also a lot harder to bullshit your peers than your boss. In talking to a project manager without tech chops, programmers can make a thirty-minute job sound like a week-long polar expedition, but if their tall tale is out in the open for other programmers to see, it won’t pass the smell test.

The problem, as we’ve learned over time, is that the further away you are from the fruit, the lower it looks. Once you get up close, you see it’s quite a bit higher than you thought. We assume that picking it will be easy only because we’ve never tried to do it before.