11–20 of 236 posts
No cut in output? You gotta be kidding me. I would challenge anyone in the same role to compete against me with only 4 working days per week at their disposal vs. mine 6. I don't think I'd be laid off before them.
At Mobile Jazz (7 years old now) and Bugfender (4-5 years old now) we always had the rule, that people could choose to work as much as they want and when they went. As long as the output and quality was there. Obviously to achieve high quality output you need to be there at certain times (overlap with other team members) and you need to do a certain amount of hours. The problems we had because of this are almost no-e…
At Mobile Jazz (7 years old now) and Bugfender (4-5 years old now) we always had the rule, that people could choose to work as much as they want and when they went. As long as the output and quality was there. Obviously to achieve high quality output you need to be there at certain times (overlap with other team members) and you need to do a certain amount of hours. The problems we had because of this are almost no-e…
At Mobile Jazz (7 years old now) and Bugfender (4-5 years old now) we always had the rule, that people could choose to work as much as they want and when they went. As long as the output and quality was there. Obviously to achieve high quality output you need to be there at certain times (overlap with other team members) and you need to do a certain amount of hours. The problems we had because of this are almost no-e…
As you are saying that, as the business owner/manager you do the same, I think it shows a great example and helps people feel they actually can do this.
The opposite might also be very true, where if the manager is working harder than what is expected/accepted, people will follow and do the same too. Do you think that is true?
All they do is invent more things for everyone to be miserable and for them to get a larger piece of the pie.
Business degrees are shit, get your act together, looking at you Harvard, Yale et. al.
At Mobile Jazz (7 years old now) and Bugfender (4-5 years old now) we always had the rule, that people could choose to work as much as they want and when they went. As long as the output and quality was there. Obviously to achieve high quality output you need to be there at certain times (overlap with other team members) and you need to do a certain amount of hours. The problems we had because of this are almost no-e…
Your handbook says you track work daily in Asana and have two stand ups. Along with an expectation to immediately respond to pings and vacation pre-approval is required. How does that fit into “work when you want”?
The two weekly stand-ups, one is actually work related (the team meeting) and people are encouraged to be there and not go surfing just during that specific hour and the other one is the MJ Weekly, where we just exchange personal and professional learnings for about 1 hour, which is a great way to get to know other people being a remote company.
That said, making those things "required" is not that bad compared to requiring people sitting 8 hours in an office. Again, my personal opinion.
At Mobile Jazz (7 years old now) and Bugfender (4-5 years old now) we always had the rule, that people could choose to work as much as they want and when they went. As long as the output and quality was there. Obviously to achieve high quality output you need to be there at certain times (overlap with other team members) and you need to do a certain amount of hours. The problems we had because of this are almost no-e…
How do employees know when good is good enough? When things get stressful and overwhelming at work, I look to my contractual hours per week and remind myself not to overdo it.
At Mobile Jazz (7 years old now) and Bugfender (4-5 years old now) we always had the rule, that people could choose to work as much as they want and when they went. As long as the output and quality was there. Obviously to achieve high quality output you need to be there at certain times (overlap with other team members) and you need to do a certain amount of hours. The problems we had because of this are almost no-e…
Your handbook says you track work daily in Asana and have two stand ups. Along with an expectation to immediately respond to pings and vacation pre-approval is required. How does that fit into “work when you want”?
Morning slack message (which isn't the same thing as a standup): "Hey, I'm going to do X,Y,Z today but I'm also going to run a few errands after lunch so I'll be MIA from 12-2 CET but available after until 6 CET".
"Work when you want" doesn't have to mean "I have no idea when you'll be available today".
At Mobile Jazz (7 years old now) and Bugfender (4-5 years old now) we always had the rule, that people could choose to work as much as they want and when they went. As long as the output and quality was there. Obviously to achieve high quality output you need to be there at certain times (overlap with other team members) and you need to do a certain amount of hours. The problems we had because of this are almost no-e…
Yes this sounds good. Have you noticed a risk of people over-working because of the lack of hours? Or feeling bad about taking vacations? (Something I've felt while having unlimited vacations). As you are saying that, as the business owner/manager you do the same, I think it shows a great example and helps people feel they actually can do this. The opposite might also be very true, where if the manager is working har…
Regarding owners/managers working less, I see it the same as you: leading by example. And generally I don't see a problem with that, as everyone is mostly working very responsibly (in our case). However, what we've noticed over the years is that it still needs some people with a global company vision and also visionary mindset to push the company to new frontiers and help people to look beyond what they're currently working on and to think outside the box.