It Doesn't Have to Be Crazy at Work

Synopsis

Jason Fried and David Heinemeier Hansson, the authors of the New York Times bestseller Rework, are back with a manifesto to combat all your modern workplace worries and fears.

It Doesn't Have to Be Crazy at Work is a direct successor to Rework, the instant bestseller that showed readers a new path to working effectively. Now Fried and Heinemeier Hansson have returned with a new strategy for the ideal company culture - what they call "the calm company". It is a direct attack on the chaos, anxiety and stress that plagues millions of workplaces and billions of people working their day jobs.

Working to breaking point with long hours, excessive workload, and a lack of sleep have become a badge of honour for many people these days, when it should be a mark of stupidity. This isn't just a problem for large organisations; individuals, contractors and solopreneurs are burning themselves out in the very same way. As the authors reveal, the answer isn't more hours. Rather, it's less waste and fewer things that induce distraction, always-on anxiety and stress.

It is time to stop celebrating crazy and start celebrating calm.

Fried and Hansson have the proof to back up their argument. "Calm" has been the cornerstone of their company's culture since Basecamp began twenty years ago. Destined to become the management guide for the next generation, It Doesn't Have to Be Crazy at Work is a practical and inspiring distillation of their insights and experiences. It isn't a book telling you what to do. It's a book showing you what they've done-and how any manager or executive no matter the industry or size of the company, can do it too.

About the Publisher

HarperCollinsPublishers

With a heritage stretching back nearly 200 years, HarperCollins is one of the world's foremost English-language publishers, offering the best quality content right across the spectrum, from cutting-edge contemporary fiction to digital hymnbooks and pretty much everything in between. In the UK, the Glasgow-based William Collins & Sons was founded in 1819 and published a range of bibles, atlases and dictionaries, later including classic authors HG Wells, Agatha Christie, JRR Tolkien and CS Lewis. The original Harper Brothers Company was established in New York City in 1817 and over the years published the works of Mark Twain, the Bronte Sisters, Thackeray, Dickens, John F Kennedy and Martin Luther King Jr. In 1987, Harper & Row, as it had then become, was acquired by News Corporation. The worldwide group was formed following News Corp's 1990 acquisition of William Collins & Sons. Today we publish some of the world's foremost authors, from Nobel prize-winners to worldwide bestsellers recent successes including the Booker-winning Wolf Hall and Bring Up The Bodies by Hilary Mantel, and George RR Martin's blockbusting A Song of Ice and Fire series.

Summary

It Doesn't Have to Be Crazy at Work is a book written by Jason Fried and David Heinemeier Hansson, in which they analyze why so many workplaces consist of chaos and exhaustion. They explain that it is often due to unnecessary expectations, long hours, and poor leadership. The authors believe that rather than striving for a utopian workplace, companies should instead focus on minimizing the chaos, streamlining operations, and allowing employees to have more control over their work.

Chapter 1: The Curse of Busyness

In Chapter 1, Fried and Hansson discuss why the idea of being “busy” has become so commonplace in contemporary society. They emphasize that many people believe that being busy equates with being successful and important, when really it often leads to chaos, exhaustion, and lack of productivity. An example of how companies fall into this trap is when they task employees with too many projects and subsequently those projects are not completed in a timely manner or to the best of their ability.

Chapter 2: Find Your Own Path

In Chapter 2, Fried and Hansson discuss the importance of allowing employees to have more autonomy in their job. They emphasize that by allowing employees to set their own goals, deadlines, and workflows, companies can reduce burnout and increase employee satisfaction. One way that companies can do this is by implementing flexible work hours. By allowing employees to be able to go to the gym or spend time with their family at different times throughout the week, companies can ensure that employees are refreshed and relaxed and thus getting the most out of their workday.

Chapter 3: Cut the Meeting Menace

In Chapter 3, Fried and Hansson explain why it is important to limit the number of meetings held. They emphasize that meetings often do not serve a purpose and can actually distract from tasks that need to be completed. Companies should instead focus on having specific agenda items for each meeting and setting clear expectations for the meeting. For instance, if a meeting is held regarding a project, each employee should come to the meeting with an idea of what he or she can contribute towards the project in that meeting.

Chapter 4: Ban Multitasking

In Chapter 4, Fried and Hansson explain why multitasking is not effective in the workplace. They emphasize that when a person is multitasking, he or she is actually not doing any of the tasks efficiently. Rather, by focusing on one task at a time, an individual is able to dedicate more energy towards that one project, thus completing the task in a better and quicker manner. An example of this is when a worker is trying to answer emails and also complete a project at the same time. By focusing only on the project, the worker will be able to better focus on the task at hand, thus completing the task in a quicker manner.

Chapter 5: Make Room for Thinking

In Chapter 5, Fried and Hansson explain why it is important to make room for thoughtful work. They emphasize that often employees are bogged down with too many tasks and have no time to actually take a step back and think about the larger goals of the company. An example of this would be having employees attend conferences and seminars regarding their industry. This will allow them to learn more about the company’s goals and strategies, but also give them the opportunity to brainstorm and come up with better ideas for the company.

Chapter 6: Stay Lean

In Chapter 6, Fried and Hansson discuss why it is important for companies to stay lean. They emphasize that by focusing on only the essential tasks that need to be completed, companies can streamline their operations and save money. An example of this could be having a meeting once a month rather than once a week. This will help to ensure that meetings are productive and that employees are using their time effectively.

Conclusion

It Doesn't Have to Be Crazy at Work by Jason Fried and David Heinemeier Hansson is a great book for companies looking for ways to decrease chaos and increase productivity. Through minimizing the chaos, streamlining operations, and allowing employees to have more autonomy over their work, companies can ensure that they are creating a better workplace for their employees. By focusing on these key points, companies can run more successfully and productively.