583: Jason Fried - Growing Without Goals, Earning An Investment From Jeff Bezos, Making Tough Decisions, Keys To A Great Partnership, Hosting Leadership Retreats, and Creating A Writing Practice
Entrepreneur and author, Jason Fried discusses decision-making without goals, the importance of partnerships, and the art of running a business. Emphasizes making decisions that consider the future, working in short sprints, and the value of a great partnership. Shares insights on leadership, communication, and the impact of authentic writing. Highlights the significance of in-person gatherings for remote teams and navigating communication challenges.
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Quick takeaways
Make decisions based on long-term feelings rather than immediate gratification for confident choices.
Prioritize intrinsic motivation and pride in work over external goal-setting for better results and productivity.
Embrace authentic communication through personal writing to build trust and connection with employees and audiences.
Deep dives
Approach to Decision-Making
When making decisions, Jason emphasizes the importance of focusing on how the decision will feel in the long term rather than getting caught up in right or wrong choices. He believes in placing bets based on probabilities rather than striving for absolute correctness. By reducing the seriousness of the decision-making process, he aims to prevent paralysis and facilitate more confident choices.
Value of Setting Directions over Goals
Jason discusses his preference for setting directions instead of specific goals, emphasizing the importance of doing the best work possible without fixating on predefined targets. He believes that intrinsic motivation, pride in one's work, and a focus on quality drive better results than external goal-setting. By prioritizing the feeling of accomplishment and enjoyment in work, he advocates for a more holistic approach to productivity and success.
Creating Authentic Leadership Through Writing
Jason stresses the significance of writing in a leadership role, highlighting how it enhances clarity of thought and authentic communication. He emphasizes the value of writing in one's own voice to maintain transparency and convey genuine thoughts to the audience. Rejecting the idea of filtered or ghostwritten content, Jason believes that leaders should personally craft their messages to foster trust and connection with their employees.
Maintaining Authenticity in Communication
In line with his belief in authentic communication, Jason avoids intermediaries or filtered messaging, ensuring that his written content reflects his true thoughts and voice. He encourages leaders to express themselves directly rather than relying on impersonal or edited communications. By staying true to his own writing style and voice, Jason aims to establish a deeper and more meaningful connection with his readers and employees.
Zuckerberg's Communication Style and Evolution
Zuckerberg's transformation in the public eye is attributed to his unfiltered communication style, where he speaks directly to the audience without scripts. His candid approach to product reviews and public appearances has garnered respect and engagement, contrasting with scripted presentations that appear less authentic. This shift towards honesty and direct communication has generated a strong connection with the audience and portrayed Zuckerberg as a more relatable figure.
Company Culture and Unique Offsite Experiences
Company culture is viewed as a moving average, shaped by consistent behaviors within the organization. The podcast delves into the importance of fostering an intentional and positive company culture by focusing on transparency, honesty, and genuine interaction among team members. Additionally, the discussion highlights the value of in-person offsite gatherings for remote teams, emphasizing the significance of shared experiences and personal connections in strengthening team cohesion and morale.
Making decisions – Decisions aren't hard — it's the moments after that are. Whenever I make decisions, I don't think about now, I think about eventually. How will this feel then, maybe a year from now. When it's real, not raw. When the complications around the concern have cleared, and distance has done its job.
Goal setting - 37 Signals does not set long-term goals. Jason (as the CEO) helps set the direction and they work in six-week sprints.
Think, "What am I optimizing for?"
37 Signals does not have a board of directors or advisors.
Is it more helpful to have a chip on your shoulder to prove someone wrong or to be motivated to prove your supporters right?
Both can be useful.
Keys to a great partnership? Jason works with his co-founder, David Heinemeier Hansson (a previous guest on The Learning Leader Show).
Mutual admiration
Have complementary skills (Jason is design, DHH is engineering)
A company is essentially two things: a group of people and a collection of decisions. How those people make these decisions is the art of running a business.
Maxims:
Decide what you’re going to do this week, not this year.
Whenever you can, swap “Let’s think about it” for “Let’s decide on it.”
Momentum fuels motivation.
Just ship it. You'll figure out what needs to be fixed as you go.
Mark Zuckerberg is coming into his own... There are lots of reasons for it. One of them (maybe)? He's working out, in great shape, fighting MMA style, and surrounding himself around others who are doing the same.
All leaders should have a writing practice. Hopefully, you don’t feel the need to send it to a lawyer or a comms team before publishing it or sharing it with the people you’re leading. Write like you talk. Write what’s in your head. Think about what you want to say, and say it.
You never know who is watching: Jeff Bezos sat in the front row for one of Jason’s keynotes and was so impressed that he asked to invest in his company. When you have the guts to put your thoughts and beliefs out into the world, it can work as a magnetic effect to attract people to you. It's refreshing to hear Jason talk about one of the core qualities he loves most about Jeff: he is overwhelmingly optimistic. The world is built by optimists.
You don’t create culture. It happens. A company's culture is a 50-day moving average. It's what you've been collectively doing as a company over the last 50 days. How do you treat people? Who have you hired (or fired) and why?
Company off-site events:
They do two per year (one in the United States, and one abroad).
Members of Jason's team meticulously design them.
One day of business followed by time for the team to hang out, do activities together, eat together, and bond.
Does Jason have plans to sell 37 Signals? "No, that would be the demise of the company."
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