ReWork

morale. The longer it takes to develop, the less likely it is to launch. Make the call, make progress, and get something out now—while you’ve got the motivation and momentum to do so.

Be a curator
    You don’t make a great museum by putting all the art in the world into a single room. That’s a warehouse. What makes a museum great is the stuff that’s
not
on the walls. Someone says no. A curator is involved, making conscious decisions about what should stay and what should go. There’s an editing process. There’s a lot more stuff
off
the walls than
on
the walls. The best is a sub-sub-subset of all the possibilities.
    It’s the stuff you leave out that matters. So constantly look for things to remove, simplify, and streamline. Be a curator. Stick to what’s truly essential. Pare things down until you’re left with only the most important stuff. Then do it again. You can always add stuff back in later if you need to.
    Zingerman’s is one of America’s best-known delis. And it got that way because its owners think of themselves as curators. They’re not just filling their shelves. They’re
curating
them.
    There’s a reason for every olive oil the team at Zingerman’s sells: They believe each one is great. Usually, they’ve known the supplier for years. They’ve visited and picked olives with them. That’s why they can vouch for each oil’s authentic, full-bodied flavor.
    For example, look how the owner of Zingerman’s describes Pasolivo Olive Oil on the company Web site:
    I tasted this oil for the first time years ago, on a random recommendation and sample. There are plenty of oils that come in nice bottles with very endearing stories to tell—this was no exception—but most simply aren’t that great. By contrast Pasolivo got my attention as soon as I tasted it. It’s powerful, full and fruity. Everything I like in an oil, without any drawbacks. It still stands as one of America’s best oils, on par with the great rustic oils of Tuscany. Strongly recommended. *
    The owner actually tried the oil and chooses to carry it based on its taste. It’s not about packaging, marketing, or price. It’s about quality. He tried it and knew his store had to carry it. That’s the approach you should take too.

Throw less at the problem
    Watch chef Gordon Ramsay’s
Kitchen Nightmares
and you’ll see a pattern. The menus at failing restaurants offer too many dishes. The owners think making every dish under the sun will broaden the appeal of the restaurant. Instead it makes for crappy food (and creates inventory headaches).
    That’s why Ramsay’s first step is nearly always to trim the menu, usually from thirty-plus dishes to around ten. Think about that. Improving the current menu doesn’t come first. Trimming it down comes first. Then he polishes what’s left.
    When things aren’t working, the natural inclination is to throw more at the problem. More people, time, and money. All that ends up doing is making the problem bigger. The right way to go is the opposite direction: Cut back.
    So do less. Your project won’t suffer nearly as much as you fear. In fact, there’s a good chance it’ll end up even better. You’ll be forced to make tough calls and sort out what truly matters.
    If you start pushing back deadlines and increasing your budget, you’ll never stop.

Focus on what won’t change
    A lot of companies focus on the next big thing. They latch on to what’s hot and new. They follow the latest trends and technology.
    That’s a fool’s path. You start focusing on fashion instead of substance. You start paying attention to things that are constantly changing instead of things that last.
    The core of your business should be built around things that won’t change. Things that people are going to want today
and
ten years from now. Those are the things you should invest in.
    Amazon.com focuses on fast (or free) shipping, great selection, friendly return policies, and affordable prices. These things will always be in high demand.
    Japanese automakers also focus on core principles that don’t change: reliability, affordability, and practicality. People wanted those things thirty years ago, they want them today, and they’ll want them thirty years from now.
    For 37signals, things like speed, simplicity, ease of use, and clarity are our focus. Those are timeless desires. People aren’t going to wake up in ten years and say, “Man, I wish software was harder to use.” They won’t say, “I