How We Work
We’ve got two simple problems that need to be fixed.
We’ve got two simple problems that need to be fixed. Beginning May 10 th , we’re shifting the way we work.
We’ve got two simple problems that need to be fixed. Beginning May 10 th , we’re shifting the way we work. Let’s start wit...
Our open space makes it easier to: * collaborate
Our open space makes it easier to: * collaborate * learn by osmosis
Our open space makes it easier to: * collaborate * learn by osmosis * stay in the loop
Our open space makes it easier to: * collaborate * learn by osmosis * stay in the loop * interrupt
Our open space makes it easier to: * collaborate * learn by osmosis * stay in the loop *  interrupt this is a problem
interruptions are no good...and they’re especially brutal for programmers
interruptions are no good...and they’re especially brutal for programmers that’s easy to fix, right?
interruptions are no good...and they’re especially brutal for programmers that’s easy to fix, right?  just stop interrupti...
interruptions don’t just come from other people in the office…
interruptions don’t just come from other people in the office… * email
interruptions don’t just come from other people in the office… * email * phone calls
interruptions don’t just come from other people in the office… * email * phone calls * THE &!%#@ SERVER IS DOWN!
the average American office worker does 2 hours and 12 minutes of actual work per day
the average American office worker does 2 hours and 12 minutes of actual work per day we do better than that, but…
the average American office worker does 2 hours and 12 minutes of actual work per day we do better than that, but… we’re s...
problem #1
problem #1 we have no control over our most valuable asset
problem #1 we have no control over our most valuable asset our time
problem #2 individuals and teams don’t have well-defined roles
the early days: we were all Swiss Army knives who could take on any task and produce quick results
the early days: we were all Swiss Army knives who could take on any task and produce quick results  competitive advantage ...
the early days: we were all Swiss Army knives who could take on any task and produce quick results  competitive advantage ...
Swiss Army knives get overwhelmed when a small project…
Swiss Army knives get overwhelmed when a small project…gets bigger
For our business to scale properly, we need to define how we handle certain events
For our business to scale properly, we need to define how we handle certain events * website errors
For our business to scale properly, we need to define how we handle certain events * website errors * broken phone lines
For our business to scale properly, we need to define how we handle certain events * website errors * broken phone lines *...
For our business to scale properly, we need to define how we handle certain events * website errors * broken phone lines *...
each team will decide on procedures and processes to manage day-to-day operations
each team will decide on procedures and processes to manage day-to-day operations we also need to define our individual ro...
consider three distinct roles
consider three distinct roles 1. builder a builder writes new code, creates new applications, acquires new customers, prov...
consider three distinct roles 1. builder 2. inspector an inspector monitors what has been built and preemptively fixes any...
consider three distinct roles 1. builder 2. inspector 3. fire fighter fire fighters are there to handle unexpected emergen...
consider three distinct roles 1. builder 2. inspector 3. fire fighter all of us spend time in each role.  what percentage ...
currently 1. builder  10% 2. inspector  0% 3. fire fighter  90% all of us spend time in each role.  what percentage of you...
currently  ideal scenario 1. builder  10%  75% 2. inspector  0%  15% 3. fire fighter  90%  10% all of us spend time in eac...
recap:  two main problems
I don’t own my time recap:  two main problems
I don’t own my time I don’t know exactly what I need to be doing on a daily basis recap:  two main problems
good news: these are organizational issues that can be addressed and solved
good news: these are organizational issues that can be addressed and solved Let’s first celebrate some bigger issues that ...
* our customers appreciate us
* our customers appreciate us * we’ve got a cool product
* our customers appreciate us * we’ve got a cool product * we’re financially stable
* our customers appreciate us * we’ve got a cool product * we’re financially stable * our team is amazing
* our customers appreciate us * we’ve got a cool product * we’re financially stable * our team is amazing * tons of opport...
how do we get over the hump and become a  great  company?
I don’t own my time I don’t know exactly what I need to be doing on a daily basis back to our two main problems:
I don’t own my time I don’t know exactly what I need to be doing on a daily basis back to our two main problems: let’s mee...
Dr. Cyril Northcote Parkinson
Parkinson’s Law work expands so as to fill the time available for its completion
what happens when you’re working on something that doesn’t have an immediate deadline and clear action steps?
what happens when you’re working on something that doesn’t have an immediate deadline and clear action steps? you float th...
quick poll: raise your hand if the following applies to your typical work day
quick poll: raise your hand if the following applies to your typical work day *** When I arrive at the office, the first t...
quick poll: raise your hand if the following applies to your typical work day *** I meet with the rest of my team to stay ...
quick poll: raise your hand if the following applies to your typical work day *** I leave my email open all day. When a ne...
quick poll: raise your hand if the following applies to your typical work day *** I rarely get a chance to focus on a sing...
quick poll: raise your hand if the following applies to your typical work day *** When I leave at the end of the day, it w...
if it makes you feel any better, I had to leave my hand up for all of those scenarios
if it makes you feel any better, I had to leave my hand up for all of those scenarios now pause for a second and think abo...
For me, positive or negative feelings about a work day are directly related to how much I actually got done that day.
For me, positive or negative feelings about a work day are directly related to how much I actually got done that day. Prod...
what are the common characteristics of a truly productive day?
what are the common characteristics of a truly productive day? I know exactly what I need to accomplish
what are the common characteristics of a truly productive day? I know exactly what I need to accomplish I have an organize...
what are the common characteristics of a truly productive day? I know exactly what I need to accomplish I have an organize...
if I want to own my time, first I have to  organize  my time
solution #1 we will begin using internally developed software to organize our work day
solution #1 we will begin using internally developed software to organize our work day until someone comes up with a bette...
solution #1 we will begin using internally developed software to organize our work day Think of CI Work as a stripped down...
CI Work 1. Gather Each team and every individual will have specific processes in place for taking in requests, projects, a...
CI Work 1. Gather Our brains weren’t designed to store a lot of stuff in short term memory. You’ll now have a single place...
CI Work 1. Gather Why does this matter? Your brain will be freed up to concentrate on the task at hand, since it no longer...
CI Work 1. Gather 2. Plan Rather than just reacting to whatever comes in, you’ll be evaluating everything you’ve gathered ...
CI Work 1. Gather 2. Plan By intentionally planning your actions, you’re in control of how your time gets spent. You’ll no...
CI Work 1. Gather 2. Plan 3. Execute No more floating! Now that you’ve established what you need to do, it’s time to take ...
CI Work 1. Gather 2. Plan 3. Execute While you’re executing and getting things done, don’t allow yourself to be interrupte...
CI Work 1. Gather 2. Plan 3. Execute At the conclusion of each work period, you’ll summarize what has actually been accomp...
okay, this will help us focus on being builders rather than reactive drones…
okay, this will help us focus on being builders rather than reactive drones… but we still haven’t overcome Parkinson’s Law!
okay, this will help us focus on being builders rather than reactive drones… but we still haven’t overcome Parkinson’s Law...
CI Work 1. Gather 2. Plan 3. Execute
CI Work 1. Gather 2. Plan 3. Execute we need something else…
CI Work 1. Gather 2. Plan 3.  Squeeze 4. Execute
3.   Squeeze Why do we do our best work under the tightest deadlines?
an approaching deadline forces you to remove any parts of a project that aren’t absolutely essential
an approaching deadline forces you to remove any parts of a project that aren’t absolutely essential if something doesn’t ...
you’re going to have to  squeeze , because on May 10 th  your work day is getting chopped
current approach: show up at the office and work about 8 hours
current approach: show up at the office and work about 8 hours most of us actually work more than 8 hours per day
solution #2 new approach:
solution #2 new approach: * 2 work segments per day
solution #2 new approach: * 2 work segments per day * a segment may not exceed 3 hours
solution #2 new approach: * 2 work segments per day * a segment may not exceed 3 hours * log each segment in CI Work
“ there’s no way I can get everything done in 6 hours”
“ there’s no way I can get everything done in 6 hours” * trim the fat
“ there’s no way I can get everything done in 6 hours” * trim the fat * delegate
“ there’s no way I can get everything done in 6 hours” * trim the fat * delegate * prioritize
“ there’s no way I can get everything done in 6 hours” * trim the fat * delegate * prioritize * become more efficient
“ I’m supposed to reduce my workload to fit into a 6 hour day?”
“ I’m supposed to reduce my workload to fit into a 6 hour day?” Nope, just the opposite… the expectation is that you’ll be...
“ can meetings fall within the 3 hour segments?”
“ can meetings fall within the 3 hour segments?” No
“ can meetings fall within the 3 hour segments?” No Figure out a way to eliminate internal meetings. Send email updates in...
“ This approach sounds good for a programmer, but it will be impossible to implement for the customer support team.”
“ This approach sounds good for a programmer, but it will be impossible to implement for the customer support team.” You’r...
“ Will my salary decrease?”
“ Will my salary decrease?” No.
“ Will my salary decrease?” No.  You’re being paid for the value you bring to the company. Compensation shouldn’t be tied ...
“ What am I supposed to do with all of the new free time this will create?”
“ What am I supposed to do with all of the new free time this will create?” Get a life.
“ What am I supposed to do with all of the new free time this will create?” Get a life. I’m serious. Spend more time readi...
“ What am I supposed to do with all of the new free time this will create?” Get a life. I’m serious. Spend more time readi...
“ What am I supposed to do with all of the new free time this will create?” Get a life. I’m serious. Spend more time readi...
CI Work 1. Gather 2. Plan 3. Squeeze 4. Execute ignore anything that isn’t critical
CI Work 1. Gather 2. Plan 3. Squeeze 4. Execute ignore anything that isn’t critical let’s explore this a little bit more…
why is the standard work day constructed the way it is?
why is the standard work day constructed the way it is?
why is the standard work day constructed the way it is? everyone shows up at the same place and works at the same time
if the middle guy doesn’t show up on time…
Chaos! A scene from I Love Lucy breaks out if the middle guy doesn’t show up on time…
the standardized work day made sense for factories back in the 1940s…
we’re not running a factory…
… so why do we still follow this routine today?
“ because that’s just the way it’s always been done.”
“ because that’s just the way it’s always been done.” Yikes…that’s the worst possible reason for doing anything.
Remember… we’re fanatically stripping away anything that doesn’t directly add value
does a 45 minute commute truly add value?
do you produce better work just because you have the privilege of looking at my face all day long?
* we all have cell phones
* we all have cell phones * we work on laptops
* we all have cell phones * we work on laptops * we communicate through CI Work
* we all have cell phones * we work on laptops * we communicate through CI Work is it really necessary for us to all show ...
* we all have cell phones * we work on laptops * we communicate through CI Work do we all need to be working at the same p...
probably not
during this 10 week trial, your only commitment is to put yourself in the optimal work environment
during this 10 week trial, your only commitment is to put yourself in the optimal work environment the office will still b...
* coffee shop for a morning segment * home office for the afternoon * by the lake for a few days
* coffee shop for a morning segment * home office for the afternoon * by the lake for a few days You own your time, so it ...
face time is meaningless.
just staying busy no longer counts.
production is all that matters.
production is all that matters. 1. focus on meaningful tasks
production is all that matters. 1. focus on meaningful tasks 2. get them done
whew…
I’ve thrown a lot at you.
I’ve thrown a lot at you. Here’s a recap:
We will efficiently organize all tasks and projects that need to be done. summary
Rather than reactively floating through the day, we will all have a specific and measurable plan of attack for everything ...
Each team will develop specific processes for handling new tasks. summary
CI Work is a simple program we will use to organize our days and track productivity. summary
Our days will consist of 2 segments with a mandatory break in-between. Each segment lasts a maximum of three hours. Outsid...
Work from anywhere you choose - office appearances are optional - no mandatory meetings summary
We’ll fully commit to this approach for 10 weeks. Then we’ll evaluate what works and what doesn’t work. summary
ATTACK.
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How We Work

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work experiment from early 2010

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How We Work

  1. 1. How We Work
  2. 2. We’ve got two simple problems that need to be fixed.
  3. 3. We’ve got two simple problems that need to be fixed. Beginning May 10 th , we’re shifting the way we work.
  4. 4. We’ve got two simple problems that need to be fixed. Beginning May 10 th , we’re shifting the way we work. Let’s start with our work environment…
  5. 5. Our open space makes it easier to: * collaborate
  6. 6. Our open space makes it easier to: * collaborate * learn by osmosis
  7. 7. Our open space makes it easier to: * collaborate * learn by osmosis * stay in the loop
  8. 8. Our open space makes it easier to: * collaborate * learn by osmosis * stay in the loop * interrupt
  9. 9. Our open space makes it easier to: * collaborate * learn by osmosis * stay in the loop * interrupt this is a problem
  10. 10. interruptions are no good...and they’re especially brutal for programmers
  11. 11. interruptions are no good...and they’re especially brutal for programmers that’s easy to fix, right?
  12. 12. interruptions are no good...and they’re especially brutal for programmers that’s easy to fix, right? just stop interrupting each other!
  13. 13. interruptions don’t just come from other people in the office…
  14. 14. interruptions don’t just come from other people in the office… * email
  15. 15. interruptions don’t just come from other people in the office… * email * phone calls
  16. 16. interruptions don’t just come from other people in the office… * email * phone calls * THE &!%#@ SERVER IS DOWN!
  17. 17. the average American office worker does 2 hours and 12 minutes of actual work per day
  18. 18. the average American office worker does 2 hours and 12 minutes of actual work per day we do better than that, but…
  19. 19. the average American office worker does 2 hours and 12 minutes of actual work per day we do better than that, but… we’re still not even close to performing at our highest levels as individuals or as a company
  20. 20. problem #1
  21. 21. problem #1 we have no control over our most valuable asset
  22. 22. problem #1 we have no control over our most valuable asset our time
  23. 23. problem #2 individuals and teams don’t have well-defined roles
  24. 24. the early days: we were all Swiss Army knives who could take on any task and produce quick results
  25. 25. the early days: we were all Swiss Army knives who could take on any task and produce quick results competitive advantage for CI
  26. 26. the early days: we were all Swiss Army knives who could take on any task and produce quick results competitive advantage for CI Unfortunately…
  27. 27. Swiss Army knives get overwhelmed when a small project…
  28. 28. Swiss Army knives get overwhelmed when a small project…gets bigger
  29. 29. For our business to scale properly, we need to define how we handle certain events
  30. 30. For our business to scale properly, we need to define how we handle certain events * website errors
  31. 31. For our business to scale properly, we need to define how we handle certain events * website errors * broken phone lines
  32. 32. For our business to scale properly, we need to define how we handle certain events * website errors * broken phone lines * customization requests
  33. 33. For our business to scale properly, we need to define how we handle certain events * website errors * broken phone lines * customization requests * new business referrals
  34. 34. each team will decide on procedures and processes to manage day-to-day operations
  35. 35. each team will decide on procedures and processes to manage day-to-day operations we also need to define our individual roles and figure out who does what around here
  36. 36. consider three distinct roles
  37. 37. consider three distinct roles 1. builder a builder writes new code, creates new applications, acquires new customers, provisions new lines
  38. 38. consider three distinct roles 1. builder 2. inspector an inspector monitors what has been built and preemptively fixes any potential problems
  39. 39. consider three distinct roles 1. builder 2. inspector 3. fire fighter fire fighters are there to handle unexpected emergencies and restore order as quickly as possible
  40. 40. consider three distinct roles 1. builder 2. inspector 3. fire fighter all of us spend time in each role. what percentage of your day gets allocated to each role?
  41. 41. currently 1. builder 10% 2. inspector 0% 3. fire fighter 90% all of us spend time in each role. what percentage of your day gets allocated to each role?
  42. 42. currently ideal scenario 1. builder 10% 75% 2. inspector 0% 15% 3. fire fighter 90% 10% all of us spend time in each role. what percentage of your day gets allocated to each role?
  43. 43. recap: two main problems
  44. 44. I don’t own my time recap: two main problems
  45. 45. I don’t own my time I don’t know exactly what I need to be doing on a daily basis recap: two main problems
  46. 46. good news: these are organizational issues that can be addressed and solved
  47. 47. good news: these are organizational issues that can be addressed and solved Let’s first celebrate some bigger issues that we already have under control. Our hard work is paying off…
  48. 48. * our customers appreciate us
  49. 49. * our customers appreciate us * we’ve got a cool product
  50. 50. * our customers appreciate us * we’ve got a cool product * we’re financially stable
  51. 51. * our customers appreciate us * we’ve got a cool product * we’re financially stable * our team is amazing
  52. 52. * our customers appreciate us * we’ve got a cool product * we’re financially stable * our team is amazing * tons of opportunity ahead
  53. 53. how do we get over the hump and become a great company?
  54. 54. I don’t own my time I don’t know exactly what I need to be doing on a daily basis back to our two main problems:
  55. 55. I don’t own my time I don’t know exactly what I need to be doing on a daily basis back to our two main problems: let’s meet the man who can help
  56. 56. Dr. Cyril Northcote Parkinson
  57. 57. Parkinson’s Law work expands so as to fill the time available for its completion
  58. 58. what happens when you’re working on something that doesn’t have an immediate deadline and clear action steps?
  59. 59. what happens when you’re working on something that doesn’t have an immediate deadline and clear action steps? you float through the day and simply fill a seat at the office
  60. 60. quick poll: raise your hand if the following applies to your typical work day
  61. 61. quick poll: raise your hand if the following applies to your typical work day *** When I arrive at the office, the first thing I do is open my email. This dictates my first activity for the day.
  62. 62. quick poll: raise your hand if the following applies to your typical work day *** I meet with the rest of my team to stay in the loop on what’s going on
  63. 63. quick poll: raise your hand if the following applies to your typical work day *** I leave my email open all day. When a new message comes in, I immediately open it up and react.
  64. 64. quick poll: raise your hand if the following applies to your typical work day *** I rarely get a chance to focus on a single task for more than 20 minutes at a time.
  65. 65. quick poll: raise your hand if the following applies to your typical work day *** When I leave at the end of the day, it would be difficult to provide a concise summary of what I actually accomplished that day.
  66. 66. if it makes you feel any better, I had to leave my hand up for all of those scenarios
  67. 67. if it makes you feel any better, I had to leave my hand up for all of those scenarios now pause for a second and think about the last time you had a really good work day
  68. 68. For me, positive or negative feelings about a work day are directly related to how much I actually got done that day.
  69. 69. For me, positive or negative feelings about a work day are directly related to how much I actually got done that day. Productive days are more fun.
  70. 70. what are the common characteristics of a truly productive day?
  71. 71. what are the common characteristics of a truly productive day? I know exactly what I need to accomplish
  72. 72. what are the common characteristics of a truly productive day? I know exactly what I need to accomplish I have an organized plan on how I’m going to accomplish the task
  73. 73. what are the common characteristics of a truly productive day? I know exactly what I need to accomplish I have an organized plan on how I’m going to accomplish the task I block out the typical interruptions and distractions
  74. 74. if I want to own my time, first I have to organize my time
  75. 75. solution #1 we will begin using internally developed software to organize our work day
  76. 76. solution #1 we will begin using internally developed software to organize our work day until someone comes up with a better name, I’ll refer to this program as CI Work
  77. 77. solution #1 we will begin using internally developed software to organize our work day Think of CI Work as a stripped down version of a CRM program. It will force us to conscientiously focus on a three step process for every action…
  78. 78. CI Work 1. Gather Each team and every individual will have specific processes in place for taking in requests, projects, and actions. These will all be gathered in one place.
  79. 79. CI Work 1. Gather Our brains weren’t designed to store a lot of stuff in short term memory. You’ll now have a single place to hold all of the data pieces you collect via email, phone, co-worker requests and your own fresh ideas.
  80. 80. CI Work 1. Gather Why does this matter? Your brain will be freed up to concentrate on the task at hand, since it no longer needs to waste any storage space on your to-do lists.
  81. 81. CI Work 1. Gather 2. Plan Rather than just reacting to whatever comes in, you’ll be evaluating everything you’ve gathered and then making a specific plan on how you’re going to spend your day. This is what I’m going to accomplish right now: _________
  82. 82. CI Work 1. Gather 2. Plan By intentionally planning your actions, you’re in control of how your time gets spent. You’ll no longer be relying on your email inbox to give you the next item to pay attention to.
  83. 83. CI Work 1. Gather 2. Plan 3. Execute No more floating! Now that you’ve established what you need to do, it’s time to take action.
  84. 84. CI Work 1. Gather 2. Plan 3. Execute While you’re executing and getting things done, don’t allow yourself to be interrupted or mentally drift to a different task. Trust that any new information will be properly gathered and planned at a later time.
  85. 85. CI Work 1. Gather 2. Plan 3. Execute At the conclusion of each work period, you’ll summarize what has actually been accomplished in your CI Work account.
  86. 86. okay, this will help us focus on being builders rather than reactive drones…
  87. 87. okay, this will help us focus on being builders rather than reactive drones… but we still haven’t overcome Parkinson’s Law!
  88. 88. okay, this will help us focus on being builders rather than reactive drones… but we still haven’t overcome Parkinson’s Law! How will we keep projects and tasks from stretching out? How will we create a sense of urgency?
  89. 89. CI Work 1. Gather 2. Plan 3. Execute
  90. 90. CI Work 1. Gather 2. Plan 3. Execute we need something else…
  91. 91. CI Work 1. Gather 2. Plan 3. Squeeze 4. Execute
  92. 92. 3. Squeeze Why do we do our best work under the tightest deadlines?
  93. 93. an approaching deadline forces you to remove any parts of a project that aren’t absolutely essential
  94. 94. an approaching deadline forces you to remove any parts of a project that aren’t absolutely essential if something doesn’t hold critical value, it just gets ignored
  95. 95. you’re going to have to squeeze , because on May 10 th your work day is getting chopped
  96. 96. current approach: show up at the office and work about 8 hours
  97. 97. current approach: show up at the office and work about 8 hours most of us actually work more than 8 hours per day
  98. 98. solution #2 new approach:
  99. 99. solution #2 new approach: * 2 work segments per day
  100. 100. solution #2 new approach: * 2 work segments per day * a segment may not exceed 3 hours
  101. 101. solution #2 new approach: * 2 work segments per day * a segment may not exceed 3 hours * log each segment in CI Work
  102. 102. “ there’s no way I can get everything done in 6 hours”
  103. 103. “ there’s no way I can get everything done in 6 hours” * trim the fat
  104. 104. “ there’s no way I can get everything done in 6 hours” * trim the fat * delegate
  105. 105. “ there’s no way I can get everything done in 6 hours” * trim the fat * delegate * prioritize
  106. 106. “ there’s no way I can get everything done in 6 hours” * trim the fat * delegate * prioritize * become more efficient
  107. 107. “ I’m supposed to reduce my workload to fit into a 6 hour day?”
  108. 108. “ I’m supposed to reduce my workload to fit into a 6 hour day?” Nope, just the opposite… the expectation is that you’ll be producing more than ever before. You just have less time to do it.
  109. 109. “ can meetings fall within the 3 hour segments?”
  110. 110. “ can meetings fall within the 3 hour segments?” No
  111. 111. “ can meetings fall within the 3 hour segments?” No Figure out a way to eliminate internal meetings. Send email updates instead.
  112. 112. “ This approach sounds good for a programmer, but it will be impossible to implement for the customer support team.”
  113. 113. “ This approach sounds good for a programmer, but it will be impossible to implement for the customer support team.” You’re right, real fire fighters don’t get to choose their schedules. Between now and May 10 th , we need to figure out how we can balance this new schedule with our commitment to customer support. It’s do-able.
  114. 114. “ Will my salary decrease?”
  115. 115. “ Will my salary decrease?” No.
  116. 116. “ Will my salary decrease?” No. You’re being paid for the value you bring to the company. Compensation shouldn’t be tied to the number of hours that you sit in a chair.
  117. 117. “ What am I supposed to do with all of the new free time this will create?”
  118. 118. “ What am I supposed to do with all of the new free time this will create?” Get a life.
  119. 119. “ What am I supposed to do with all of the new free time this will create?” Get a life. I’m serious. Spend more time reading, hanging out with friends, sleeping, exercising… whatever you want to do.
  120. 120. “ What am I supposed to do with all of the new free time this will create?” Get a life. I’m serious. Spend more time reading, hanging out with friends, sleeping, exercising… whatever you want to do. Healthy employees are more productive.
  121. 121. “ What am I supposed to do with all of the new free time this will create?” Get a life. I’m serious. Spend more time reading, hanging out with friends, sleeping, exercising… whatever you want to do. Happy employees are more productive.
  122. 122. CI Work 1. Gather 2. Plan 3. Squeeze 4. Execute ignore anything that isn’t critical
  123. 123. CI Work 1. Gather 2. Plan 3. Squeeze 4. Execute ignore anything that isn’t critical let’s explore this a little bit more…
  124. 124. why is the standard work day constructed the way it is?
  125. 125. why is the standard work day constructed the way it is?
  126. 126. why is the standard work day constructed the way it is? everyone shows up at the same place and works at the same time
  127. 127. if the middle guy doesn’t show up on time…
  128. 128. Chaos! A scene from I Love Lucy breaks out if the middle guy doesn’t show up on time…
  129. 129. the standardized work day made sense for factories back in the 1940s…
  130. 130. we’re not running a factory…
  131. 131. … so why do we still follow this routine today?
  132. 132. “ because that’s just the way it’s always been done.”
  133. 133. “ because that’s just the way it’s always been done.” Yikes…that’s the worst possible reason for doing anything.
  134. 134. Remember… we’re fanatically stripping away anything that doesn’t directly add value
  135. 135. does a 45 minute commute truly add value?
  136. 136. do you produce better work just because you have the privilege of looking at my face all day long?
  137. 137. * we all have cell phones
  138. 138. * we all have cell phones * we work on laptops
  139. 139. * we all have cell phones * we work on laptops * we communicate through CI Work
  140. 140. * we all have cell phones * we work on laptops * we communicate through CI Work is it really necessary for us to all show up in the same place each day?
  141. 141. * we all have cell phones * we work on laptops * we communicate through CI Work do we all need to be working at the same prescribed time?
  142. 142. probably not
  143. 143. during this 10 week trial, your only commitment is to put yourself in the optimal work environment
  144. 144. during this 10 week trial, your only commitment is to put yourself in the optimal work environment the office will still be open and available, but figure out what works best for you.
  145. 145. * coffee shop for a morning segment * home office for the afternoon * by the lake for a few days
  146. 146. * coffee shop for a morning segment * home office for the afternoon * by the lake for a few days You own your time, so it makes sense to also own your environment
  147. 147. face time is meaningless.
  148. 148. just staying busy no longer counts.
  149. 149. production is all that matters.
  150. 150. production is all that matters. 1. focus on meaningful tasks
  151. 151. production is all that matters. 1. focus on meaningful tasks 2. get them done
  152. 152. whew…
  153. 153. I’ve thrown a lot at you.
  154. 154. I’ve thrown a lot at you. Here’s a recap:
  155. 155. We will efficiently organize all tasks and projects that need to be done. summary
  156. 156. Rather than reactively floating through the day, we will all have a specific and measurable plan of attack for everything we do. summary
  157. 157. Each team will develop specific processes for handling new tasks. summary
  158. 158. CI Work is a simple program we will use to organize our days and track productivity. summary
  159. 159. Our days will consist of 2 segments with a mandatory break in-between. Each segment lasts a maximum of three hours. Outside of gathering and planning, all of your work must be contained within these two segments. summary
  160. 160. Work from anywhere you choose - office appearances are optional - no mandatory meetings summary
  161. 161. We’ll fully commit to this approach for 10 weeks. Then we’ll evaluate what works and what doesn’t work. summary
  162. 162. ATTACK.

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