REWORK

In today's fast-paced information-saturated world, advice is abundant, but it can be difficult to determine which sources are truly reliable.This week, Jason Fried and David Heinemeier Hansson, the co-founders of 37signals, join host Kimberly Rhodes to discuss the challenges of navigating the ever-growing sea of advice and how to choose the right guidance for your journey.Listen in as they share their thoughts on the expiration date of advice, the dangers of following someone else's prescribed path, and the value of trusting your own instincts.Watch the Full Episode on VideoShow Notes: [00:00] - Kimberly opens the show and introduces listeners to the topic of finding reliable business advice in today’s digital age. [00:40] - Jason shares why he wrote Advice Expires and why he and David are the wrong people to ask for advice about starting a business. [02:14] - David shares how the Internet's craving for content leads to conflicting advice and the value of trusting your own instincts.[04:16] - Ignore more advice than you take: turning the tide on the trend of collecting mentors and seeking advice from multiple sources.[05:04] - The value of being outside the Silicon Valley bubble.[05:44] - The importance of cultivating originality. [06:15] - The danger of following everyone else's formula for success. [07:38] - How the "Pinterestization" of our culture is diluting originality in favor of popularity.  [09:48] - The mystery behind success—Jason shares why you must be mindful of blindly emulating successful companies or individuals.  [10:52] - David discusses the “Halo Effect” and how success in one aspect doesn't necessarily mean excellence in all areas. [11:41] - The “awesomeness tradeoff”: how the book “Blue Ocean Strategy” puts a method to the idea that you can't be awesome at all the things all the time. [13:12] - Kimberly raises the issue of self-proclaimed experts on the Internet.[14:13] - Why "Rework" was so successful. [14:50] - The importance of a select set of core ideas or key values for more effective decision-making in a sea of options. [16:13] -Trusting your gut and the pitfalls of seeking too much advice.[17:13] - Kimberly asks Jason and David about their approach to seeking advice and executing decisions. [17:35] - Jason shares his approach to seeking advice and what his method depends upon.  [19:04] - David shares his preference for seeking guidance from "dead people." [20:03] - Reality as a mentor: the importance of contextualizing advice and learning through experimentation.[21:44] - The role of criticality when seeking advice.[22:08] - David shares why he continues to give advice and what people are really looking for.[22:34] - How the book "Maverick" by Ricardo Semler influenced the unconventional ideas and served as a benchmark for determining the level of "bat-shitness" in Jason and David’s decisions when they were starting out. [23:48] - Do you have qu

You’ve no doubt heard the 37signals team talking about leaving the cloud. Well, now the transition is complete!In this episode of Rework, 37signals co-founder David Heinemeier Hansson and Director of Operations Eron Nicholson sit down with host Kimberly Rhodes to discuss the unexpected speed of the move, the decisions, the hurdles they faced, and the behind the scenes of the meticulous process of moving their major applications, including those that had never before been run outside the cloud.  Tune in as they share the secrets behind their successful approach and the unexpected trick that allowed them to tackle individual components without risking major disruptions. Plus, they address questions from listeners, covering topics such as backups, physical resets, and the future of their infrastructure. Listen in for an eye-opening conversation that challenges the prevailing narratives of the cloud era and delves into the untapped potential of running your own infrastructure. Show Notes:  [00:00] - Kimberly sits down with 37signals co-founder and CTO David Heinemeier Hansson, and director of operations, Eron Nicholson to discuss 37signals move away from the cloud.[00:39] - David shares their surprise at the quick completion of the move and the challenges they faced in planning and technology decisions.[01:26] - Out in six months: how the team, led by Eron, tackled the various aspects such as logging, failover, and managing two data centers while resolving numerous open questions along the way.[03:06] - An opportunity to question existing principles and processes, resulting in a novel approach. It felt like a product launch! [05:04] - Eron reflects on the accelerated timeline and how the entire ops and SIP team worked towards the same goal.[06:32] - How the criticality ladder approach allowed for smoother progress to more complex applications like Basecamp Classic.[08:47] - Eron explains the logistics and the unexpected trick that helped the team tackle individual components without risking significant disruptions.[10:52] - Moving HEY, 37signals most critical and complex app, that had never before been run outside the cloud. [11:23] - Kimberly opens the floor to a few user questions from Twitter, the first one from Pedro: "Did your company buy or already own your own data centers, or are you renting space in existing data centers? Is that even an option?"[11:50] - Running your own data center requires a gargantuan scale and enormous investment, but renting space in data centers makes it easy and capital-efficient.[14:29] - Amnesia of the pre-cloud era: using data centers is more accessible than most people think. [15:38] - Eron shares how to make the data centers work for you and your company. [16:39] - Kimberly shares a question from Moshi on Twitter: "Congrats on the move. Before deciding to move, did you try negotiating with any of the large clouds?"[16:54] - David shares their unique advantage in cloud pricing negotiations.[19:46] - Why the cloud math doesn't work: the fundamental misalignment (and huge surprise costs) that led 37signals to leave the cloud and how running your own infrastructure makes those financial surprises disappear. [21:11] - Kimberly shares a telling comment made by someone on David’s Twitter account. [22:26] - How the cloud marketing campaign has successfully convinced people they're dumber than they really are. [24:49] - "If you possess the know-how and resources, it absolutely makes sense to manage your own infrastructure." Eron shares the advantage that made the transition less daunting. [25:32] - Ki

This week, Jason Fried and David Heinemeier Hansson, co-founders of 37signals, join host Kimberly Rhodes to answer listener questions from the recent episode about Two-Person Teams. They tackle topics ranging from two-person team collaboration techniques to their innovative approach to team cooldown periods and the benefits for individuals and the overall project workflow. Listen in as they discuss their journey in refining the on-call process and the power of "spring cleaning" to address unresolved issues. Tune in to this episode for valuable advice based on questions asked by listeners like you.Show Notes: [00:00] - Kimberly dives into today’s episode with more listener questions sourced from various platforms beginning with Kenneth from LinkedIn and his question about how a two-person team can be resilient to vacation, sickness, and turnover.  [00:42] - Jason shares how having multiple two-person teams and time-boxed cycles allows for handling absences. [02:52] - "Scope is this magical flexible bubble of energy that you can squeeze into different size containers."[04:24] - A viewer on YouTube responds to David's remarks about trust in teams by asking if there are any prerequisites for trustworthy individuals. [04:51] - The critical foundation of a long-term collaboration: David shares why trusting employees is a worthwhile investment and how to establish the right boundaries within your organization to build trust.[08:30] - How the concept of the "trust battery" (introduced by Toby from Shopify) helps in understanding the dynamics of trust and its impact on relationships and perceptions.[10:02] - Trust is a gradual process that allows individuals to gain confidence and demonstrate their readiness for higher levels of responsibility.[11:23] - The next question comes from a voicemail inquiring about how Quality Assurance (QA) and testing are handled at 37signals and the interaction between QA and the six-week cycles of the Shape Up paradigm.[12:16] - David reveals the priorities of 37signal's recently revamped QA approach with two QA team members and no more reliance on external vendors.[13:12] - The importance of customer data using the example of the launch of a card table feature in Basecamp.[16:27] - You are responsible for your own work; the QA team is there to find the edge cases, not the other way around.[17:18] - QA (like many things) is everyone's job: how the 37signals model helps individuals level up more quickly AND ensures that the quality is right when things ship. [18:26] - Justice, a fan of Jason and David's books and products, emailed a question about how 37signals handles bugs, smaller tasks, and standalone features that vary in time requirements.[19:10] - Clearing up the confusion about the 6-week rule. The distinction between proactive and reactive work and ensuring efficient project handling.[21:49] - The 37signals "spring cleaning" approach to tackling non-critical but lingering issues, allowing for dedicated time for focused resolution while preventing constant interruptions in delivering ambitious goals.[24:11] - Cleaning up your own s***! An explanation of 37signals two-tier code system for handling issues [25:41] - How the on-call rotation works at 37signals.[25:51] - The on-call rhythm: a chance to stretch problem-solving muscles for a period. [27:37] - The vital role of the cooldown at 37signals: empowering developers and designers to recharge and fostering a balance between ambition and reflection.[31:41] - Do you have questions for David and Jason about a better way to work and run your business? Leave your voicemails at 708-628-7850 or send an email. Remember, you can find show notes and transcripts on our website. Links

When should small business owners start paying attention to AI? Is immediate action necessary, or are we already behind? In today's episode, 37signals co-founders Jason Fried and David Heinemeier Hansson sit down with host Kimberly Rhodes to discuss the landscape of AI and its implications for businesses. From the impact on small business owners to the ever-present question of falling behind, David and Jason explore the potentials and limitations of AI and its present and future impact on how we use technology. Tune in to learn how Jason and David are currently using AI and the importance of curiosity and safety when implementing AI tools in your business.  Show Notes: [00:00] - Kimberly introduces the topic of AI and its relevance to small business owners.[00:41] - Jason emphasizes curiosity over fear and reassures listeners that they are not falling behind in the world of AI.[01:26] - David acknowledges the hype and FOMO surrounding AI but highlights how easy it is to get started.[02:00] - The incredible potential and rapid evolution of AI.[03:15] - Jump in and explore AI without feeling left behind.[04:10] - The key to using AI effectively.[05:07] - The fast rate of change means there’s a lot we don’t know. [06:00] - “If you don't understand what's being produced, you'll hit the wall relatively quickly in terms of what you can do with it.” [06:46] - How often do you get to live during a time of this much uncertainty? Embrace it, but …[07:47] - AI is a big parlor trick right now. Jason shares why his best advice is to have fun with AI and some ways he's used it. [09:14] - Will Jason and David be bringing AI into 37signals?[09:57 ] - Beyond the smartphone—A potential shift in how we interact with technology. [10:55 ] - Using three paragraphs when two lines will do…the awful business language verbose bullshit AI is currently churning out is a  hilarious critique of corporate business-speak. [13:32 ] - How can businesses safely implement AI tools right now? [13:49 ] - "It's not like just going to a genie in the cloud." Why it's essential to be mindful of your personal data when using AI. [15:48 ] - The REWORK podcast is now on YouTube. Subscribe here. “Rework” is a production of 37signals. You can find show notes and transcripts on our website at 37signals.com/podcast. If you have a question for David and Jason about running a business, leave a voicemail at 708-628-7850 or email us to have your question answered on an upcoming episode.Links and Resources:From Jason’s HEY World: Two Visions of the Future From Jason’s HEY World: You can learn AI laterThe Reword Podcast on YouTube Do you have a question for Jason and David? Leave us a voicemail at 708-628-7850 or email us.HEY World | HEY Sign up for a 30-day free trial at Basecamp.com 37signals on YouTubeThe REWORK podcast

Time is a valuable resource that often leaves us longing for more hours to conquer our ever-expanding to-do lists. The relentless stream of emails, meetings, and responsibilities can easily hijack our concentration, reminding us that while we have 24 hours at our disposal, we don't have 24 hours of attention a day.In this episode of the Rework podcast, 37signals co-founders Jason Fried and David Heinemeier Hansson sit down with Kimberly Rhodes to present the concept of "bucketing" your time to make the most of your valuable hours. Tune in as Jason and David share their personal experiences with effective time bucketing, how they've successfully applied this strategy at 37signals, and the unique features offered by HEY, that allow users to manage their email within designated time buckets.Listen in to learn about the transformative power of time bucketing and escape the chaotic distractions for more control over your schedule, enhanced productivity, and a more balanced approach to work. Show Notes: [00:00] - Time is our most precious resource, today, Jason and David sit down with Kimberly to talk about the concept of bucketing your time.[00:39] - David shares how he most effectively buckets his time using one of the best features of HEY.[01:38] - How bucketing time helps teach you about efficiency and places limits on the amount of time you spend on specific tasks while still providing value. [03:27] - Jason shares the key to bucketing your time efficiently. [04:24] - The key to staying consciously focused. [05:24] - The difference between moving projects forward and just “doing stuff.” [06:17] - Squandered time creates a recipe for dread and dissatisfaction with work. [07:19] - Jason shares why he says no to attention-splintering obligations. [08:50] - “It's not just about time. It's about the commitment that you make, that you will not change your mind during that short period of time.”[09:32] - Bucketing time is for individuals, teams, and organizations who want to avoid the whiplash of being pulled back and forth and into and out of things.[10:11] - Why committing to completing is the key to moving forward.  [10:50] - Time and attention are very different things, and while you have 24 hours a day, you don't have 24 hours of attention a day.[12:30] - Humans don’t multitask: David shares the behind-the-scenes cost of breaking the flow.[13:21] - How 37signals has only three programmers working on features for Basecamp AND they're shipping stuff every six weeks. [14:34] - It starts at the top—how to break the addiction to ASAP pills to change the culture at your organization for better productivity, as depicted in Rework.[15:07] - Redefining your relationship with what's urgent.[15:55] - The key to telling yourself a different story for more control over your time. [17:35] - Setting boundaries can make you appear more valuable. [18:16] - Rework is a production of 37signals. You can find show notes and transcripts on our website here. [18:25] - If you have a question for David and Jason about running a business, leave a voicemail at 708-628-7850 or email us with questions to have it answered on an upcoming episode.Links and Resources:

It's been more than seven months since Elon Musk purchased Twitter. Since then, a reported 80% of the company has been let go, reducing their staff from just under 8,000 employees to around 1,500. With all that turmoil, many believed that Twitter would fail completely or stop working, but Twitter's still up!Today, host Kimberly Rhodes, Jason Fried, and David Heinemeier Hansson sit down to delve into the aftermath of Elon's controversial acquisition of Twitter, the surprises and lessons learned from this transformative event, and an exploration of the question, how many people do you really need to run your company effectively?Tune in as they share insights into their own experiences at 37signals and offer valuable lessons for entrepreneurs and business owners on the impact of Twitter's restructuring.Listen in as Jason and David discuss the resilience of Twitter, their initial predictions for the company, and the evolving dynamics of company size and efficiency. Show Notes:  [00:00] - Kimberly introduces the topic of today's show, which is all things Twitter, and asks, how many employees do you need? [00:55] - Jason shares that the fundamental point of view is that companies need fewer employees than they think. [01:41] - While there were casualties in terms of job losses, the system of Twitter still works—you don't need as many employees as you might think.[02:28] - When building a company, the lesson is to avoid hiring more people than necessary. [03:03] - David shares, “Twitter was morbidly obese.” The lesson is clear: Less is more, and lighter teams can move faster.[04:11] - The Twitter downsizing experiment is a real-life revelation. [05:30] - In stagnant organizations, some individuals may have had "bullshit jobs" that did not impact the company or customers.[07:01] - "Representative of the kind of company that Twitter was, I can totally see how they had six and a half thousand too many people." Plus, a former Twitter employee's experience highlights the depth of the issue (not a single thing that person had worked on ever made it into production).[09:00] - The primary advantage of being small is speed—it’s just physics—and it's business. [09:52] - The valuable lessons to be learned from Twitter.[10:24] - One of the most controversial decisions made by Musk that sparked widespread debate and contestation.[11:21] - One of the novel case studies of the entire tech history—reminiscent of when Steve Jobs returned to Apple in 1997. [12:21] - Speaking of Mr. Jobs - how he pared Apple down to the four things he thought Apple needed to be a top-tier company (and got rid of the bloat). [13:24] - Quoting another social media tech titan on Twitter prior to Musk's takeover.[14:43] - “Imitation is the sincerest form of flattery’—spawning competition and breathing new life into an area that had become stagnant through experimentation.[15:25] - Twitter's complex challenge—there's no easy fix for creating a perfect 'town square of conversation' and the social media platform poised to unseat Twitter through its radical difference. [17:34] - Even a radical dislike of Elon can’t break the addiction to the network. [18:02] - Starting from 0 followers sucks, and building an audience is hard. [19:41] - Going from 200 to zero is still going to zero. Many networks fail to address the emotional impact of starting over—on HEY, the focus is on the pleasure of writing without analytics. [20:57] - You can find Jason on Twitter @jasonfried and David @dhh. “Rework” is a production of

In a time when many companies are disregarding profitability and spending recklessly, Jason Fried and David Heinemeier Hansson have taken a different approach at 37signals. They believe that caring about costs is a timely concern and a fundamental principle for running a successful small business.In this episode of the “Rework” podcast, they sit down with Kimberly Rhodes to discuss the critical importance of cost management in today's business landscape.From reevaluating software subscriptions to establishing fixed pricing models, listen in as Jason and David share their proactive approach to cost management. They discuss strategies for navigating the dangers of unchecked expenses and eliminating unnecessary expenditures and their detrimental effects on a company’s long-term viability. Tune in as Jason and David share their practical insights and hard-won wisdom for building a sustainable AND profitable business in any economic climate. Show Notes:  [00:00] - Kimberly introduces the episode and opens today's discussion on the importance of caring about costs in business.[00:49] - As the availability of money is decreasing, companies are starting to realize the importance of profitability.[02:22] - Jason discusses the difficulty of shifting into a cost-conscious mindset and the common first steps of cutting costs.[03:39] - How to ensure profitability. [04:41] - David shares their experience during the dot-com boom and bust, which influenced their mindset of never wanting to be financially vulnerable. [06:24] - Why smaller bootstrap businesses must cultivate cost-conscious habits early on.[07:16] - Money buys independence (options, time, and flexibility). [08:07] - Redefining what makes financial sense and prioritizing cost-effectiveness—even if it's not your money.[08:50] - Companies are facing the harsh reality of survival. It’s time to focus on maintainable practices before it all comes crashing down. [09:40] - An opportunity to rein in wasteful spending for a more sustainable future.[10:37] - Without occasional controlled burns, the forest of technology becomes a ticking time bomb. [11:21] - A startup in Denmark is facing the end of their runway in just nine months—how they could extend their runway twofold.[12:19] - Kimberly shares about the caution-to-carelessness cycle that happens as small businesses begin to thrive. [12:43] - Jason shares how hard it is to break free from the spend-centric growth-chasing culture, especially when fueled by other people’s money. [14:13] - The "spend it all" mentality that creates a Monopoly-style illusion masking financial responsibility.[14:48] - The habit of spending is easily acquired, but making more than you spend is the real challenge, and in the next 18 months, companies lacking a profitable formula will face the music.[15:44] -Categorizing and Value Assessment: monitoring expenses depends on the stage of your business. [16:30] - David shares that if you evaluate costs beyond the immediate month or year, numbers that seem small become meaningful.[18:46] - Some costs can evoke disgust when examined closely—like our $3 million annual cloud bill—revealing their true magnitude[19:34] - A company should be a well-run, efficient system like a perfectly prepared hotdog.[20:42] - Kimberly shares that staffing and subscriptions are crucial to evaluate. Subscriptions, in particular, can accumulate and should be assessed for their value.[21:47] - David shares how 37signals prices their products and how overlooking unnecessary subscriptions can significantly impact your bottom line.[22:30] - Would you pay for multiple tools when one comprehensive so

If you've been following along with the podcast, you've heard the mention of two-person teams and how 37signals makes the most of its software features and productivity with just two people working together—one programmer and one designer. In this episode of the Rework podcast, 37signals co-founders Jason Fried and David Heinemeier Hansson sit down with Kimberly Rhodes to dive deeper into the concept of two-person teams and share valuable insights on the benefits, challenges, and strategies behind their unique approach.Listen in as Jason and David share the importance of short-term cycles, the significance of building their own tools for maximum efficiency, and how these principles shape their company's operations. They also discuss the expansion of two-person teams into other areas of the organization and the limitations of working as a team of one. Tune in to discover how the power of two can revolutionize teamwork and productivity.Show Notes:  [00:00] - Today, Jason Fried and David Heinemeier Hansson are here to discuss the concept of smaller teams and how two-person teams are effective at 37signals. [00:48] - Jason shares that initially, teams at 37signals had three people, including two programmers and one designer, and why they changed to two people on each six-week cycle project. [01:33] - The constraint of having two people is not a resource issue but rather an opportunity to tighten project scopes and prioritize ideas. Direct communication between the programmer and designer eliminates translation layers and allows for efficient progress.[02:14] - How the direct collaboration of two-person teams sharing the same workspace enables rapid progress.[02:53] - David shares how working with web technologies improves two-person teams' efficiency and helps avoid delays caused by platform approvals or updates.[03:49] - The significant advantage for 37signals is that it eliminates the need for conversions.[04:44] - Enhancing the bandwidth between the two team members by removing obstacles and maximizing direct communication—how 37signals realized that having five programmers for Basecamp was too many.[05:40] - Blowing the minds of startups who think they need an army of programmers—the secrets of 37signals' productivity. [06:31] - New members easily integrate into the productive system, proving that anyone can embrace this approach.[06:45] - Two-person team pairings at 37signals are flexible—some stay together, some don't. [09:06] - Embracing the freedom of the two-person team approach by setting aside daily stand-ups and rigid check-ins in favor of a balance of oversight and support without unnecessary bureaucracy.[10:19] - The secret behind 37signals' unique management approach—how management, driven by processes rather than people, creates a more efficient work environment.[11:10] - How a simple set of questions and a six-week feature cycle can provide clarity while evaluating progress and fostering trust within the team.[12:48] - A drop of product management is all you need to drive success.[14:31] - How traditional software development approaches and large teams lead to excessive long-term planning, misguided processes, and massive hirings and firings.[16:02] - Challenging the status quo with smaller, nimble projects for greater success.[17:07] - Unlike industry giants, 37signals is focused on speed and efficiency.[19:05] - David shares the difference between producing something final instead of “a long conveyor belt of partial feature implementations that get put behind feature flags, and you have the proliferation of half-done work that has never moved off the plate.”[21:07] - Jason shares one of the biggest mistakes in business—what promises really get you (hint: it’s not to your t

On the previous episode of the Rework podcast, Jason Fried and David Heinemeier Hansson, co-founders of 37signals, joined host Kimberly Rhodes to answer listener questions and share their insights on various topics such as project ownership, attracting talent, and building a successful team. This week, they return to address one question that deserved its own episode.Tune in as they reflect on a significant reset that occurred at 37signals in 2021 when many people left the company simultaneously due to a "no politics on work forums" stance. They discuss how they dealt with the high turnover rate and how that pivotal moment became the catalyst that caused them to reassess and make necessary changes to their company culture.  Plus, what they learned about the importance of making bold moves to drive progress and overcome stagnation.Show Notes:  [00:15] - Kimberly shares a listener question from a cardiac surgeon, Jeffrey Gibson, about the employee resignations at 37signals in 2021 when they implemented a "no politics on work forums" policy and asks for an update about how the policy is working.[01:24] - David discusses the importance of time in evaluating a decision and his pride in the decision. He highlights the positive outcomes that have resulted from it.[03:27] - David talks about renegotiating the separation between work and home and how this decision has helped to clarify the company's focus and values. [05:51] - The media gets involved: David shares his experience with media reports and how it has changed his perspective on them.[06:31] - "My personal sense is that the media, in general, has been covering itself in glory for a bit now, not just on that point, but on a lot of points." - David Heinemeier Hansson [07:23] - One of the most important and difficult decisions they have made as a company (and the positive outcomes for their workplace culture).[10:06] - A few regrets: Jason shares that the decision-making process during that time taught him to be careful about making other decisions in a fog and encourages others to project ahead and look back before making a decision.[11:38] - Kimberly asks if turnover allowed them a fresh start with changing the company culture.[12:00] - A mass exodus and a major reset.[13:22] - An opportunity to consider what matters—David explains how going through something challenging offers the chance to reassess your life, what you stand for, and where you're going.[14:53] - David discusses how difficult it is to ask big questions in daily life and how companies go through a similar process of reassessing what they want to be, what they stand for, and where they want to go.[15:38] - David reflects on the fruits of the company's efforts.[16:11] - Do you have questions for David and Jason about a better way to work and run your business? Leave your voicemails at 708-628-7850 or send an email. You can find show notes and transcripts on our website. You can also find us on Twitter.Links and Resources:Listener Questions / AMA | REWORK Listener Questions Part 2 | REWORK Changes at Basecamp by Jason Fried (April 2021)Basecamp's new etiquette regarding societal politics at work by David Heinemeier H

On last week's Rework podcast, Jason Fried and David Heinemeier Hansson, co-founders of 37signals, joined host Kimberly Rhodes to answer listener questions about their approach to design, decision-making, and more.Today, they return to tackle more listener questions, covering a diverse range of topics such as delegating projects, hiring, and remote work.Listen in as they discuss their strategies for helping team members take ownership of their work and their tips on deploying projects. They also offer advice on attracting and retaining the right talent and discuss the role of communication and culture in building a successful team.Show Notes:  [00:26] - Sarah McKenzie asks for tips on delegating projects rather than tasks and helping team members take ownership of their work areas as she wants to move in this direction with her small team.[01:23] - Jason explains how Basecamp delegates projects instead of tasks. In contrast, team members are given a rough general idea of the project and some ideas for the interface design, and they figure out how to get it done in their own time.[02:57] - David adds that even new employees and junior programmers can handle owning a whole project.[04:38] - David shares that Shape Up's idea of a fixed time frame and flexible scope interlocks with delegating projects.[05:32] - Let people live up to high expectations and see who does it quickly and best. Delegating a project means evaluating work based on outcomes, not effort, allowing team members to make decisions and run autonomously within the project's scope. [06:28] - Julio Caesar from Sao Paulo, Brazil, asks DHH about the day-to-day work in a team of two, specifically about code review, pull requests, and dev to production deployments. He's concerned about the time wasted in long change management meetings and how to avoid having someone who doesn't know anything about the project approve a deploy.[07:11] - 37signals has teams of two working on different aspects of a product, with any given feature having a designer and a programmer working on it.[08:24] - David shares that the company has a process where someone is responsible for the quality of the work that goes out the door. There is a mentorship process for new hires. Programmers and designers review each other's work.[08:40] - In the Seven Shipping Principles, there is a notion that if the person is confident that the deploy is low-risk, they are not obligated to get a review. Even CTOs and senior employees sometimes request a review to increase their confidence. The team encourages individuals to have a strong sense of confidence and delegate the responsibility of reviews to themselves.[09:22] - The review process is asynchronous and shouldn't be a blocker.[10:29] - Jason shares that although anyone can deploy work, the company has never had a catastrophic deploy in its history. And rollbacks are very rare.[12:38] - A mystery caller asks David and Jason if they have any rules, constraints, or systems in place to help them decide when to grow and when not to grow, specifically around headcount and staffing.[13:02] - Jason explains that their hiring is department-based and based on specific needs rather than global goals. They follow the principle of "hire when it hurts" and aim to alleviate actual pain rather than future pain. [15:16] - Having two people is better than one—David shares an example where they had only one person in a role, and it was difficult for them to take a vacation or sabbatical without affecting the company. He also s