Jason Fried Quotes

Details reveal themselves as you use what you’re building. You’ll see what needs more attention. You’ll feel what’s missing. You’ll know which potholes to pave over because you’ll keep hitting them. That’s when you need to pay attention, not sooner.

you can’t let your employees work from home out of fear they’ll slack off without your supervision, you’re a babysitter, not a manager. Remote work is very likely the least of your problems.

People have no problem with change they asked for. What people don’t like is forced change — change they didn’t request on a timeline they didn’t choose. Your “new and improved” can easily become their “what the fuck?” when it is dumped on them as a surprise.

We’ve frequently been trapped by things that used to work well but no longer do.

There are two primary reasons: (1) The workday is being sliced into tiny, fleeting work moments by an onslaught of physical and virtual distractions. And (2) an unhealthy obsession with growth at any cost sets towering, unrealistic expectations that stress people out.

In the long run, work is not more important than sleep.

If you are going to do something, do something that matters.

La planificación a largo plazo en un negocio es una fantasía, a no ser que tú seas una pitonisa

Unless you’re a fortune-teller, long-term business planning is a fantasy.

But the thing is, there’s not more work to be done all of a sudden. The problem is that there’s hardly any uninterrupted, dedicated time to do it.

The scarcity of such face time in remote working situations makes it seem that much more valuable. And as a result, something interesting happens: people don’t waste the time. An awareness of scarcity makes them use it wisely.

Much corporate anxiety comes from the realization that the company has been doing the wrong thing, but it’s too late to change direction because of the “Plan.” “We’ve got to see it through!” Seeing a bad idea through just because at one point it sounded like a good idea is a tragic waste of energy and talent.

When you build a product or service, you make the call on hundreds of tiny decisions each day. If you’re solving someone else’s problem, you’re constantly stabbing in the dark. When you solve your own problem, the light comes on. You know exactly what the right answer is.

If the boss really wants to know what’s going on, the answer is embarrassingly obvious: They have to ask! Not vague, self-congratulatory bullshit questions like “What can we do even better?” but the hard ones like “What’s something nobody dares to talk about?” or “Are you afraid of anything at work?” or “Is there anything you worked on recently that you wish you could do over?” Or even more specific ones like “What do you think we could have done differently to help Jane succeed?” or “What advice would you give before we start on the big website redesign project?

As a manager, you have to accept the fact that people will make mistakes, but not intentionally, and that mistakes are the price of learning and self-sufficiency.