Download Rework by Jason Fried PDF book free online – From Rework by Jason Fried PDF: Most business books give you the same old advice: Write a business plan, study the competition, seek investors, yadda yadda. If you’re looking for a book like that, put this one back on the shelf. Buy From Amazon
Description of Rework by Jason Fried PDF
Read it and you’ll know why plans are actually harmful, why you don’t need outside investors, and why you’re better off ignoring the competition. The truth is, you need less than you think. You don’t need to be a workaholic. You don’t need to staff up. You don’t need to waste time on paperwork or meetings. You don’t even need an office. Those are all just excuses.
What you really need to do is stop talking and start working. This book shows you the way. You’ll learn how to be more productive, how to get exposure without breaking the bank, and tons more counterintuitive ideas that will inspire and provoke you.
With its straightforward language and easy-is-better approach, Rework is the perfect playbook for anyone who’s ever dreamed of doing it on their own. Hardcore entrepreneurs, small-business owners, people stuck in day jobs they hate, victims of “downsizing,” and artists who don’t want to starve anymore will all find valuable guidance in these pages.
Amazon Exclusive: Seth Godin Reviews Rework
Seth Godin is the author of Linchpin, Tribes, The Dip, Purple Cow, All Marketers Are Liars, and Permission Marketing, as well as other international bestsellers. He is consistently one of the 25 most widely read bloggers in the English language. Read his exclusive Amazon guest review of Rework:
This book will make you uncomfortable.
Depending on what you do all day, it might make you extremely uncomfortable.
That’s a very good thing, because you deserve it. We all do.
Jason and David have broken all the rules and won. Again and again they’ve demonstrated that the regular way isn’t necessarily the right way. They just don’t say it, they do it. And they do it better than just about anyone has any right to expect.
This book is short, fast, sharp and ready to make a difference. It takes no prisoners, spares no quarter, and gives you no place to hide, all at the same time.
There, my review is almost as long as the first chapter of the book. I can’t imagine what possible excuse you can dream up for not buying this book for every single person you work with, right now.
Stop reading the review. Buy the book.–Seth Godin
I have never read a book like this in my life. I loved it. But it was not what I expected. This is a book of off-grid business principles and strategy — not actionable step-by-step instructions. The tone, voice, and style are atypical for a professional business book, which makes it unique. I believe this is the author’s point well-made. It’s easy reading, personal, and very provocative.
My one complaint is that there is not always justification for their claims. There is a lot of straight talk, which for me, were points well-taken. I get it. Some have said the book sounds arrogant. Well, okay. You’re entitled to that opinion. But honestly, I didn’t take it that way at all. I felt they were passionate about the points they made. It had a very forward tone. One thing I will mention is that perhaps some of their points needed more “proof”. But the style was refreshing for me, personally. I enjoyed reading it. As a business book, it breaks all the rules. And that is precisely the point.
If you’re looking for a book giving you step-by-step instructions on how to build a business — this is not the book for you. Many who expected this were disappointed. This is not a traditional book by any standard. It’s not a book that provides “how-to’s”. It’s a book of principles. The key for the reader is being able to take their principles, evaluate them, and mold it to your individual business model with a strategy that fits. If you can’t do that — you’re going to hate this book.
It’s not going to tell you what to do — it’s giving you fundamental principles to apply. Not all of these principles will work for every business. It would be foolish to think they would. A lot of successful companies don’t follow these principles at all. Time-honored truth reveals there’s more than one way to do things, and every business is different. But what I appreciate is that 37Signals found their niche in the business world, realized they had achieved something great, had something different and unique to offer — and shared it with the business world in a style all their own. It’s brave. Rework by Jason Fried PDF
It’s bold. It’s even brash, perhaps. But this book is not gospel. So don’t take it as such. For me, there are pearls of wisdom here that cannot be ignored. And some of their advice is so risky, it needs to be evaluated carefully if embarked upon and applied. But if it worked for them — in their own right, they can claim it and share it. And that’s precisely the message of this book.
The book is persuasive, but don’t read it blindly. Carefully consider their points and consider the possibility of applying them successfully.
In closing, do yourself a favor — get the book. It really is worth it. But have the proper expectations.
My advice would be this: Don’t start a business or organization of any kind until you have read this. Every CEO needs to read this. Every employee needs to read this. Every entrepreneur needs to read this. Do you have a job? You need to read this. Do you work? You need to read this. A first-grader could read this. Super easy. Super fast. Super information. I believe everyone needs to read this. Yes, everyone. And once you do, I bet you’ll read it again.
Five stars. Well-earned.
This little book was only about 25,000 words, which is 1/4 the volume of a typical 350-page book I love to read and experience and learn from.
Amazon charged me more than $20, including shipping and handling, for this 270-pager that should’ve been pared down to less than 100 pages.
I should’ve paid about $7.95 + S/H for Rework. Too much hype and over-marketing bloated what should’ve been a five-star read. And that pisses me off, feeling I got ripped off by Currency (division of Crown Publishing, a division of PenguinRandomHouse) or whoever the he!! published this. So much consolidating in the New York trade publishing arena, and they’re still ripping us off.
As for content, it’s great. Period. Short “chapters” that make for a real page-turner. Each “chapter” is only about a page, and that’s with double-spaced lines. Rework by Jason Fried PDF
Reminds me of a James Patterson novel: HUGE font, large line spacing. His 400-page novels are actually 200-page novels. And I had to pay for all those extra 200 pages. What crap.
Unfortunately, the style of this cool book has far overshadowed its content, and I feel ripped off. While I do like to spend my money on good value, and the content is great value, I also want to feel I got my money’s worth.
With this 100-page book masquerading as a 270-page book, I am not satisfied.
I seriously doubt anyone is reading this review at this point, but here goes anyway:
Every point these guys make is 100% valid and actionable. The only thing I would add is a “chapter” on hiring a great editor, not necessarily a writer. Editors who also write are the best communicators. On paper, at least. Writers only write (mostly), and they’re not usually great at making a first draft a great second or third draft.
So true are their words of experiential experience: meetings are a waste of time, planning is really just guessing, hire the best people from all over the world (not just in your city), hire those who’ve not been to university (let alone graduated with a 4.0 GPA), most really cool geniuses would never even consider university let alone Harvard Business School (CRAP!).
Hard as it is to get past being ripped off by Currency (you guys are too impressed with yourselves, by the way), I highly recommend Rework. You can purchase used version of Rework for $3-$6. At least you’ll be smarter than I was and still enjoy the content.
One last gripe: the Kindle version is $14.99!!! THAT is a ripoff. Shame on Currency. Shame on Crown. Shame on Penguin. Shame on Random House.
And shame on me for paying full price for a 25% book.
Review of Rework by Jason Fried PDF
Good standard small business advice.
Make tiny decisions.
Do less. One downing not one updoing.
Don’t be a whore to our customers.
Hold meetings at site of problem, not in meeting room. Invite as few as possible.
Divide problems and projects into pieces small enough to easily estimate time and effort required.
Make short lists to avoid feeling overwhelmed.
Prioritize visually, with next task at top of list.
Make attainable goals.
Use tiny decisions to work through even large projects.
Don’t copy competitors.
Decomodify your product.
Pick a fight.
Do less and be easier to use.
Don’t watch competitors. Create something new.
Say no by default.
Use the power of no to get your priorities straight.
Be true to a type of customer rather than to specific customers.
Don’t confuse enthusiasm with priorities.
Build an audience by teaching customers rather than paying for advertising.
Be open about your processes, flaws and opinions. This will create more credibility than trying to appear perfect.
Press releases are spam. Phone reporters. Cultivate bloggers and writers for trades rather than general publications.
Use Freemium model. Rework by Jason Fried PDF
Everything is marketing.
Hiring — don’t hire someone until you’ve tried to do the work yourself.
Hire only as a last resort.
Ignore resumes. Check cover letter. Look for 6 months+ experience, but after that the learning curve flattens.
Hire managers of 1 — self-directed people who can set their own goals and reach them without help.
Hire great writers.
Give applicants a brief assignment to see if they are a good fit.
Damage control — tell your customers when there’s a problem. They will respect you more than if you try to hide it.
Get back to people quickly. Value their time. Expect them to object to change.
Good work environments result from trust, autonomy, privacy. Don’t require approval. Send people home at five.
Don’t create policies because one person did something wrong once.
Sound like you. Speak and write simply. Avoid jargon and buzz words.
Don’t imply ultimatums or demands by using words like need, must, can’t, etc.
Review of Rework by Jason Fried PDF
“Jason Fried and David Hansson follow their own advice in Rework, laying bare the surprising philosophies at the core of 37signals’ success and inspiring us to put them into practice. There’s no jargon or filler here just hundreds of brilliantly simple rules for success. Part entrepreneurial handbook for the twenty-first century, part manifesto for anyone wondering how work really works in the modern age, REWORK is required reading for anyone tired of business platitudes.”
–Chris Anderson, New York Times bestselling author of The Long Tail and Free
“House-husband, housewife, Fortune 500 CEO, cab driver, restaurateur, venture capitalist — this is ‘the book for you,’ a book of true wisdom, business wisdom, life wisdom. The clarity, even genius, of this book actually brought me to near-tears on several occasions. Just bloody brilliant, that’s what!”
–Tom Peters, New York Times bestselling author of In Search of Excellence, Thriving On Chaos and Leadership
“If given a choice between investing in someone who has read Rework or has an MBA, I’m investing in Rework every time. This is a must read for every entrepreneur.”
–Mark Cuban, co-founder of HDNet and Broadcast.com and owner of the Dallas Mavericks
“Inspirational… Rework is a minimalist manifesto that’s profoundly practical. In a world where we all keep getting asked to do more with less, the authors show us how to do less and create more.”
–Scott Rosenberg, Co-Founder of Salon.com and author of Dreaming In Code and Say Everything
“The brilliance of Rework is that it inspires you to rethink everything you thought you knew about strategy, customers, and getting things done. Read this provocative and instructive book—and then get busy reimagining what it means to lead, compete, and succeed.”
–William C. Taylor, Founding Editor of Fast Company and coauthor of Mavericks At Work
“…a Webby manifesto for post-recession success.”
About the Author
Jason Fried is the cofounder and president of Basecamp (formerly 37signals), a privately held Chicago-based company committed to building the best web-based tools possible with the least number of features necessary. With David Heinemeier Hansson, Fried is the coauthor of Getting Real: The Smarter, Faster, Easier Way to Build a Successful Web Application; Remote: Office Not Required; and the New York Times bestseller Rework.
David Heinemeier Hansson is a partner at Basecamp (formerly 37signals), a privately held Chicago-based company committed to building the best web-based tools possible with the least number of features necessary. With Jason Fried, Hansson is the coauthor of Getting Real: The Smarter, Faster, Easier Way to Build a Successful Web Application; Remote: Office Not Required; and the New York Times bestseller Rework.
Excerpt of Rework by Jason Fried PDF
They say you can’t possibly compete with the big boys without a hefty marketing and advertising budget. They say you can’t succeed by building products that do less than your competition’s. They say you can’t make it all up as you go. But that’s exactly what we’ve done.
They say a lot of things. We say they’re wrong. We’ve proved it. And we wrote this book to show you how to prove them wrong too. Rework by Jason Fried PDF
Now, let’s get on with it.
The new reality
This is a different kind of business book for different kinds of people—from those who have never dreamed of starting a business to those who already have a successful company up and running.
It’s for hard-core entrepreneurs, the Type A go-getters of the business world. People who feel like they were born to start, lead, and conquer.
It’s also for less intense small-business owners. People who may not be Type A but still have their business at the center of their lives. People who are looking for an edge that’ll help them do more, work smarter, and kick ass.
It’s even for people stuck in day jobs who have always dreamed about doing their own thing. Maybe they like what they do, but they don’t like their boss. Or maybe they’re just bored. They want to do something they love and get paid for it.
Finally, it’s for all those people who’ve never considered going out on their own and starting a business. Maybe they don’t think they’re cut out for it. Maybe they don’t think they have the time, money, or conviction to see it through. Maybe they’re just afraid of putting themselves on the line. Or maybe they just think business is a dirty word. Whatever the reason, this book is for them, too.
There’s a new reality. Today anyone can be in business. Tools that used to be out of reach are now easily accessible. Technology that cost thousands is now just a few bucks or even free. One person can do the job of two or three or, in some cases, an entire department. Stuff that was impossible just a few years ago is simple today.
You don’t have to work miserable 60/80/100-hour weeks to make it work. 10–40 hours a week is plenty. You don’t have to deplete your life savings or take on a boatload of risk. Starting a business on the side while keeping your day job can provide all the cash flow you need. You don’t even need an office. Today you can work from home or collaborate with people you’ve never met who live thousands of miles away.
It’s time to rework work. Let’s get started.
Ignore the real world
“That would never work in the real world.” You hear it all the time when you tell people about a fresh idea.
This real world sounds like an awfully depressing place to live. It’s a place where new ideas, unfamiliar approaches, and foreign concepts always lose. The only things that win are what people already know and do, even if those things are flawed and inefficient.
Scratch the surface and you’ll find these “real world” inhabitants are filled with pessimism and despair. They expect fresh concepts to fail. They assume society isn’t ready for or capable of change.
Even worse, they want to drag others down into their tomb. If you’re hopeful and ambitious, they’ll try to convince you your ideas are impossible. They’ll say you’re wasting your time.
Don’t believe them. That world may be real for them, but it doesn’t mean you have to live in it.
We know because our company fails the real-world test in all kinds of ways. In the real world, you can’t have more than a dozen employees spread out in eight different cities on two continents. In the real world, you can’t attract millions of customers without any salespeople or advertising. In the real world, you can’t reveal your formula for success to the rest of the world. But we’ve done all those things and prospered.
The real world isn’t a place, it’s an excuse. It’s a justification for not trying. It has nothing to do with you.
Learning from mistakes is overrated
In the business world, failure has become an expected rite of passage. You hear all the time how nine out of ten new businesses fail. You hear that your business’s chances are slim to none. You hear that failure builds character. People advise, “Fail early and fail often.”
With so much failure in the air, you can’t help but breathe it in. Don’t inhale. Don’t get fooled by the stats. Other people’s failures are just that: other people’s failures. Rework by Jason Fried PDF
If other people can’t market their product, it has nothing to do with you. If other people can’t build a team, it has nothing to do with you. If other people can’t price their services properly, it has nothing to do with you. If other people can’t earn more than they spend?.?.?.?well, you get it.
Another common misconception: You need to learn from your mistakes. What do you really learn from mistakes? You might learn what not to do again, but how valuable is that? You still don’t know what you should do next.
Contrast that with learning from your successes. Success gives you real ammunition. When something succeeds, you know what worked—and you can do it again. And the next time, you’ll probably do it even better.
Failure is not a prerequisite for success. A Harvard Business School study found already-successful entrepreneurs are far more likely to succeed again (the success rate for their future companies is 34 percent). But entrepreneurs whose companies failed the first time had almost the same follow-on success rate as people starting a company for the first time: just 23 percent. People who failed before have the same amount of success as people who have never tried at all.* Success is the experience that actually counts.
That shouldn’t be a surprise, for it’s exactly how nature works. Evolution doesn’t linger on past failures, it’s always building upon what worked. So should you.
Planning is guessing
Unless you’re a fortune-teller, long-term business planning is a fantasy. There are just too many factors that are out of your hands: market conditions, competitors, customers, the economy, etc. Writing a plan makes you feel in control of things you can’t actually control.
Why don’t we just call plans what they really are: guesses. Start referring to your business plans as business guesses, your financial plans as financial guesses, and your strategic plans as strategic guesses. Now you can stop worrying about them as much. They just aren’t worth the stress.
When you turn guesses into plans, you enter a danger zone. Plans let the past drive the future. They put blinders on you. “This is where we’re going because, well, that’s where we said we were going.” And that’s the problem: Plans are inconsistent with improvisation.
And you have to be able to improvise. You have to be able to pick up opportunities that come along. Sometimes you need to say, “We’re going in a new direction because that’s what makes sense today.”
The timing of long-range plans is screwed up too. You have the most information when you’re doing something, not before you’ve done it. Yet when do you write a plan? Usually it’s before you’ve even begun. That’s the worst time to make a big decision.
Now this isn’t to say you shouldn’t think about the future or contemplate how you might attack upcoming obstacles. That’s a worthwhile exercise. Just don’t feel you need to write it down or obsess about it. If you write a big plan, you’ll most likely never look at it anyway. Plans more than a few pages long just wind up as fossils in your file cabinet.
Give up on the guesswork. Decide what you’re going to do this week, not this year. Figure out the next most important thing and do that. Make decisions right before you do something, not far in advance.
It’s OK to wing it. Just get on the plane and go. You can pick up a nicer shirt, shaving cream, and a toothbrush once you get there.
Working without a plan may seem scary. But blindly following a plan that has no relationship with reality is even scarier.
People ask, “How big is your company?” It’s small talk, but they’re not looking for a small answer. The bigger the number, the more impressive, professional, and powerful you sound. “Wow, nice!” they’ll say if you have a hundred-plus employees. If you’re small, you’ll get an “Oh?.?.?.?that’s nice.” The former is meant as a compliment; the latter is said just to be polite.
Why is that? What is it about growth and business? Why is expansion always the goal? What’s the attraction of big besides ego? (You’ll need a better answer than “economies of scale.”) What’s wrong with finding the right size and staying there? Rework by Jason Fried PDF
Do we look at Harvard or Oxford and say, “If they’d only expand and branch out and hire thousands more professors and go global and open other campuses all over the world?.?.?.?then they’d be great schools.” Of course not. That’s not how we measure the value of these institutions. So why is it the way we measure businesses?
Maybe the right size for your company is five people. Maybe it’s forty. Maybe it’s two hundred. Or maybe it’s just you and a laptop. Don’t make assumptions about how big you should be ahead of time. Grow slow and see what feels right—premature hiring is the death of many companies. And avoid huge growth spurts too—they can cause you to skip right over your appropriate size.
Small is not just a stepping-stone. Small is a great destination in itself.
Have you ever noticed that while small businesses wish they were bigger, big businesses dream about being more agile and flexible? And remember, once you get big, it’s really hard to shrink without firing people, damaging morale, and changing the entire way you do business.
Ramping up doesn’t have to be your goal. And we’re not talking just about the number of employees you have either. It’s also true for expenses, rent, IT infrastructure, furniture, etc. These things don’t just happen to you. You decide whether or not to take them on. And if you do take them on, you’ll be taking on new headaches, too. Lock in lots of expenses and you force yourself into building a complex businesss—one that’s a lot more difficult and stressful to run.
Don’t be insecure about aiming to be a small business. Anyone who runs a business that’s sustainable and profitable, whether it’s big or small, should be proud.
Our culture celebrates the idea of the workaholic. We hear about people burning the midnight oil. They pull all-nighters and sleep at the office. It’s considered a badge of honor to kill yourself over a project. No amount of work is too much work.
Not only is this workaholism unnecessary, it’s stupid. Working more doesn’t mean you care more or get more done. It just means you work more.
Workaholics wind up creating more problems than they solve. First off, working like that just isn’t sustainable over time. When the burnout crash comes—and it will—it’ll hit that much harder.
Workaholics miss the point, too. They try to fix problems by throwing sheer hours at them. They try to make up for intellectual laziness with brute force. This results in inelegant solutions.
They even create crises. They don’t look for ways to be more efficient because they actually like working overtime. They enjoy feeling like heroes. They create problems (often unwittingly) just so they can get off on working more.
Workaholics make the people who don’t stay late feel inadequate for “merely” working reasonable hours. That leads to guilt and poor morale all around. Plus, it leads to an ass-in-seat mentality—people stay late out of obligation, even if they aren’t really being productive. Rework by Jason Fried PDF
If all you do is work, you’re unlikely to have sound judgments. Your values and decision making wind up skewed. You stop being able to decide what’s worth extra effort and what’s not. And you wind up just plain tired. No one makes sharp decisions when tired.
In the end, workaholics don’t actually accomplish more than nonworkaholics. They may claim to be perfectionists, but that just means they’re wasting time fixating on inconsequential details instead of moving on to the next task.
Workaholics aren’t heroes. They don’t save the day, they just use it up. The real hero is already home because she figured out a faster way to get things done.
Enough with “entrepreneurs”
Let’s retire the term entrepreneur. It’s outdated and loaded with baggage. It smells like a members-only club. Everyone should be encouraged to start his own business, not just some rare breed that self-identifies as entrepreneurs.
There’s a new group of people out there starting businesses. They’re turning profits yet never think of themselves as entrepreneurs. A lot of them don’t even think of themselves as business owners. They are just doing what they love on their own terms and getting paid for it. Rework by Jason Fried PDF
So let’s replace the fancy-sounding word with something a bit more down-to-earth. Instead of entrepreneurs, let’s just call them starters. Anyone who creates a new business is a starter. You don’t need an MBA, a certificate, a fancy suit, a briefcase, or an above-average tolerance for risk. You just need an idea, a touch of confidence, and a push to get started.
Make a dent in the universe
To do great work, you need to feel that you’re making a difference. That you’re putting a meaningful dent in the universe. That you’re part of something important.
This doesn’t mean you need to find the cure for cancer. It’s just that your efforts need to feel valuable. You want your customers to say, “This makes my life better.” You want to feel that if you stopped doing what you do, people would notice.
You should feel an urgency about this too. You don’t have forever. This is your life’s work. Do you want to build just another me-too product or do you want to shake things up? What you do is your legacy. Don’t sit around and wait for someone else to make the change you want to see. And don’t think it takes a huge team to make that difference either. Rework by Jason Fried PDF
Look at Craigslist, which demolished the traditional classified-ad business. With just a few dozen employees, the company generates tens of millions in revenue, has one of the most popular sites on the Internet, and disrupted the entire newspaper business.
The Drudge Report, run by Matt Drudge, is just one simple page on the Web run by one guy. Yet it’s had a huge impact on the news industry—television producers, radio talk show hosts and newspaper reporters routinely view it as the go-to place for new stories.*
If you’re going to do something, do something that matters. These little guys came out of nowhere and destroyed old models that had been around for decades. You can do the same in your industry.
Scratch your own itch
The easiest, most straightforward way to create a great product or service is to make something you want to use. That lets you design what you know—and you’ll figure out immediately whether or not what you’re making is any good.