ReWork

something real. Anything else is just a distraction.

Reasons to quit
    It’s easy to put your head down and just work on what you
think
needs to be done. It’s a lot harder to pull your head up and ask why. Here are some important questions to ask yourself to ensure you’re doing work that matters:
    Why are you doing this? Ever find yourself working on something without knowing exactly why? Someone just told you to do it. It’s pretty common, actually. That’s why it’s important to ask why you’reworking on______. What is this for? Who benefits? What’s the motivation behind it? Knowing the answers to these questions will help you better understand the work itself.
    What problem are you solving? What’s the problem? Are customers confused? Are you confused? Is something not clear enough? Was something not possible before that should be possible now? Sometimes when you ask these questions, you’ll find you’re solving an
imaginary
problem. That’s when it’s time to stop and reevaluate what the hell you’re doing.
    Is this actually useful? Are you making something useful or just making something? It’s easy to confuseenthusiasm with usefulness. Sometimes it’s fine to play a bit and build something cool. But eventually you’ve got to stop and ask yourself if it’s useful, too. Cool wears off. Useful never does.
    Are you adding value? Adding something is easy; adding
value
is hard. Is this thing you’re working on actually making your product more valuable for customers? Can they get more out of it than they did before? Sometimes things you think are adding value actually subtract from it. Too much ketchup can ruin the fries. Value is about balance.
    Will this change behavior? Is what you’re working on really going to change anything? Don’t add something unless it has a real impact on how people use your product.
    Is there an easier way? Whenever you’re working on something, ask, “Is there an easier way?” You’ll often find this easy way is more than good enough for now. Problems are usually pretty simple. We just imagine that they require hard solutions.
    What could you be doing instead? What can’t you do because you’re doing this? This is especially important for small teams with constrained resources.That’s when prioritization is even more important. If you work on A, can you still do B and C before April? If not, would you rather have B and C instead of A? If you’re stuck on something for a long period of time, that means there are other things you’re not getting done.
    Is it really worth it? Is what you’re doing really worth it? Is this meeting worth pulling six people off their work for an hour? Is it worth pulling an all-nighter tonight, or could you just finish it up tomorrow? Is it worth getting all stressed out over a press release from a competitor? Is it worth spending your money on advertising? Determine the real value of what you’re about to do before taking the plunge.
    Keep asking yourself (and others) the questions listed above. You don’t need to make it a formal process, but don’t let it slide, either.
    Also, don’t be timid about your conclusions. Sometimes abandoning what you’re working on is the right move, even if you’ve already put in a lot of effort. Don’t throw good time after bad work.

     
Interruption is the enemy
of productivity
    If you’re constantly staying late and working weekends, it’s not because there’s too much work to be done. It’s because you’re not getting enough done at work. And the reason is interruptions.
    Think about it: When do you get most of your work done? If you’re like most people, it’s at night or early in the morning. It’s no coincidence that these are the times when nobody else is around.
    At 2 p.m., people are usually in a meeting or answering e-mail or chatting with colleagues. Those taps on the shoulder and little impromptu get-togethers may seem harmless, but they’re actually corrosive to productivity. Interruption is not collaboration, it’s just interruption. And when you’re interrupted, you’re not getting work done.
    Interruptions break your workday into a series of work moments. Forty-five minutes and then you have a call. Fifteen minutes and then you have lunch. An hour later, you have an afternoon meeting. Before you know it, it’s five o’clock, and you’ve only had a couple uninterrupted hours to get your work done. You can’t get meaningful things done when you’re