One way we push back against this at Basecamp is by writing monthly “Heartbeats.” Summaries of the work and progress that’s been done and had by a team, written by the team lead, to the entire company. All the minutiae boiled down to the essential points others would care to know. Just enough to keep someone in the loop without having to

There are lots of ways to slice 60 minutes. 1 × 60 = 60 2 × 30 = 60 4 × 15 = 60 25 + 10 + 5 + 15 + 5 = 60 All of the above equal 60, but they’re different kinds of hours entirely. The number might be the same, but the quality isn’t. The quality hour we’re after is 1 × 60. A fractured hour isn’t really an hour—it’s a mess of minutes. It’s really

It’s become fashionable to blame distractions at work on things like Facebook, Twitter, and YouTube. But these things aren’t the problem, any more than old-fashioned smoke breaks were the problem 30 years ago. Were cigarettes the problem with work back then? The major distractions at work aren’t from the outside, they’re from the inside. The

Furthermore, long-term planning instills a false sense of security. The sooner you admit you have no idea what the world will look like in five years, three years, or even one year, the sooner you’ll be able to move forward without the fear of making the wrong big decision years in advance. Nothing looms when you don’t make predictions.

What’s our market share? Don’t know, don’t care. It’s irrelevant. Do we have enough customers paying us enough money to cover our costs and generate a profit? Yes. Is that number increasing every year? Yes. That’s good enough for us.

or a dozen questions in a single day, who knows. What’s worse, they don’t know when these questions might come up. You can’t plan your own day if everyone else is using it up randomly. So we borrowed an idea from academia: office hours. All subject-matter experts at Basecamp now publish office hours. For some that means an open afternoon every

Short-term planning has gotten a bum rap, but we think it’s undeserved. Every six weeks or so, we decide what we’ll be working on next. And that’s the only plan we have. Anything further out is considered a “maybe, we’ll see.”

It begins with this idea: Your company is a product.

If you’ve only got three hours of work to do on a given day, then stop. Don’t fill your day with five more just to stay busy or feel productive. Not doing something that isn’t worth doing is a wonderful way to spend your time.