For many, moving from everyone’s-working-from-the-office to everyone’s-working-at-home isn’t so much a transition as it is a scramble. A very how the fuck? moment. That’s natural. And people need time to figure it out. So if you’re in a leadership position, bake in time. You can’t expect people to hit the ground running when everything’s different. Yes, the scheduled show must go on, but for now it’s live TV and it’s running long.
Since the beginning, Basecamp has been marketed as a project management and collaboration tool for small businesses (or small teams inside larger businesses). However, over the years we’ve also heard from thousands of people who use Basecamp outside of work. They’ve gone off-label and turned to Basecamp to help them manage all sorts of personal projects too. No surprise there – it really works!
Here’s a common question that’s coming up about Shape Up, our new book on product development: People in my book club love all the principles, but they had one question: How did they build Basecamp 3 doing this? It seems like all the practices are for adding features to an existing product. There’s a new appendix in the book now to answer this question: How to Begin to Shape Up: New versus existing products.
I’ll be shocked if you’re shocked: Building social connection in a remote team is the hardest part of managing a remote team. According to a survey we ran this past fall with 297 remote managers and employees, “fostering a sense of connection without a shared location” was seen as the #1 most difficult part of being a remote manager – and the #1 most difficult part of working remotely, in general.
The #1 piece of information you should be focused on as a leader is sharing company vision. Here’s exactly how to do it.
Back in 2006, we self-published Getting Real: The smarter, faster, easier way to build a successful web app. It was our first foray into broadly sharing how we work at book-scale. It struck a nerve, turned heads, and changed minds. It offered product people, designers, and developers a way out – an escape hatch. They could finally ditch their way of working that wasn’t working for a new way that would.
The disconnect between how many companies claim that they only hire the best and how they try to actually do that is perverse. A depressing number of job postings are barely more than a list of technology or process requirements paired with an arbitrary desire for years of irrelevance. That’s then fluffed up by a bunch of trite rah-rah bullshit about the supposed glory of hiring company. Ugh.
There’s an unfortunate pattern amongst the Silicon Valley set whenever a startup heralding from their midst is subjected to even mild scrutiny. It’s perhaps best illustrated in its archetype by this tweet from Paul Graham: In 2008, Facebook had a mere 100 million users. In 2018, they had over 2 BILLION users. The scope of a startup’s impact and influence is correlated to the amount of scrutiny it receives. This is a feature, not a bug!
I hear from people all the time who’ve been following this blog, read our books, been loving Rails, become impressed by a job post, or been inspired by a conference talk we’ve given. It’s intensely gratifying to hear how something you put into this world has had a chance to affect someone. Especially when the impact was large enough to open up a novel perspective or prompt real change. It warms.
Basecamp 3’s to-do lists keep you in the loop when you’re working closely with other members of your team. You get notified when someone assigns you a to-do and that person gets notified when you check it off. This works great when it’s clear who needs to be assigned, but that’s not always the case. Sometimes you don’t know who should do the work, other times a to-do isn’t for anyone in particular and just needs to be logged.
