Quotes from Jason Fried

Si hubiera hecho caso a mis clientes,  les habría proporcionado un caballo más rápido. HENRY FORD

hire slowly. It's the only way to avoid winding up at a cocktail party of strangers.

great remote workers are simply great workers. They exhibit the two key qualities, as Joel Spolsky labeled them in his "Guerrilla Guide to Interviewing":fn1 Smart, and Gets Things Done.

This real world sounds like an awfully depressing place to live. It's a place where new ideas, unfamiliar approaches, and foreign concepts always lose. The only things that win are what people already know and do, even if those things are flawed and inefficient.

La clave es ésta: es preciso que todos puedan disponer de todo en todo momento.

Culture is the byproduct of consistent behavior.

In this world very few leaps of progress arrive exclusively as benefits

Don't shy away from the fact that your product or service does less. Highlight it. Be proud of it. Sell it as aggressively as competitors sell their extensive feature lists.

Cuando estás inspirado eres capaz de hacer en veinticuatro horas el trabajo de dos semanas. La inspiración es como una máquina del tiempo.

Have you heard about those companies whose benefits include game-console rooms, cereal snack bars, top-chef lunches and dinners, nap rooms, laundry service, and free beer on Fridays? It seems so generous, but there's also a catch: You can't leave the office.

Too much time in academia can actually do you harm. Take writing, for example. When you get out of school, you have to unlearn so much of the way they teach you to write there. Some of the misguided lessons you learn in academia: The longer a document is, the more it matters. Stiff, formal tone is better than being conversational. Using big words is impressive. You need to write a certain number of words or pages to make a point.

Do we look at Harvard or Oxford and say, "If they'd only expand and branch out and hire thousands more professors and go global and open other campuses all over the world … then they'd be great schools." Of course not. That's not how we measure the value of these institutions. So why is it the way we measure businesses?

There's surprisingly little difference between a candidate with six months of experience and one with six years. The real difference comes from the individual's dedication, personality, and intelligence.

Find a judo solution, one that delivers maximum efficiency with minimum effort.

It's no wonder so much business writing winds up dry, wordy, and dripping with nonsense. People are just continuing the bad habits they picked up in school. It's not just academic writing, either. There are a lot of skills that are useful in academia that aren't worth much outside of it.

Si quieres hacer algo, tienes que hacerlo ahora. No puedes aparcarlo durante un par de meses y luego volver. Sencillamente, no te puedes permitir decir que lo harás más tarde. Más tarde ya no estarás entusiasmado.

Así que espera a que tu última gran idea se enfríe un poco. Por supuesto, no dejes de tener grandes ideas. Ni de entusiasmarte con ellas. Sencillamente no reacciones al calentón. Apúntalas y déjalas reposar unos días. Y entonces, determina cuál es su verdadera importancia con la mente más clara.

When you treat people like children, you get children's work. Yet that's exactly how a lot of companies and managers treat their employees.

To keep your momentum and motivation up, get in the habit of accomplishing small victories along the way.

NEVER HIRE ANYONE to do a job until you've tried to do it yourself first.

Teach and you'll form a bond you just don't get from traditional marketing tactics.

No one knows who you are right now. And that's just fine. Being obscure is a great position to be in. Be happy you're in the shadows. Use this time to make mistakes without the whole world hearing about them. Keep tweaking. Work out the kinks. Test random ideas. Try new things. No one knows you, so it's no big deal if you mess up. Obscurity helps protect your ego and preserve your confidence.

It's common in the software industry to blame the users. It's the user's fault. They don't know how to use it. They're using it wrong. They need to do this or do that. But the reality is that specific designs encourage specific behaviors. If the design leads to stress, it's a bad design.

When you put off decisions, they pile up. And piles end up ignored, dealt with in haste, or thrown out. As a result, the individual problems in those piles stay unresolved. Whenever you can, swap "Let's think about it" for "Let's decide on it." Commit to making decisions. Don't wait for the perfect solution. Decide and move forward.