Jason Fried

The attack on the US Capitol, and subsequent threats of violence surrounding the inauguration of the new US administration, has moved us to reflect and reacquaint ourselves with the reality that however good the maker’s intentions, technology can amplify the ability to cause great harm.

This includes us and our products at Basecamp. Therefore, we feel an ethical obligation to counter such harm. Both in terms of dealing with instances where Basecamp is used (and abused) to further such harm, and to state unequivocally that Basecamp is not a safe haven for people who wish to commit such harm.

Our full Use Restriction Policy outlines several forms of use that are not permitted, including, but not limited to:

• Violence, or threats thereof: If an activity qualifies as violent crime in the United States or where you live, you may not use Basecamp products to plan, perpetrate, incite, or threaten that activity.
• Doxing: If you are using Basecamp products to share other peoples’ private personal information for the purposes of harassment, we don’t want anything to do with you.
• Child exploitation, sexualization, or abuse: We don’t tolerate any activities that create, disseminate, or otherwise cause child abuse.
• Malware or spyware: Code for good, not evil. If you are using our products to make or distribute anything that qualifies as malware or spyware — including remote user surveillance — begone.
• Phishing or otherwise attempting fraud: It is not okay to lie about who you are or who you affiliate with to steal from, extort, or otherwise harm others.

Any reports of violations of these highlighted restrictions, or any of the other restrictions present in our terms, will result in an investigation. This investigation will have:

• Human oversight: Our internal abuse oversight committee includes our executives, David and Jason, and representatives from multiple departments across the company. On rare occasions for particularly sensitive situations, or if legally required, we may also seek counsel from external experts.
• Balanced responsibilities: We have an obligation to protect the privacy and safety of both our customers, and the people reporting issues to us. We do our best to balance those responsibilities throughout the process.
• Focus on evidence: We base our decisions on the evidence available to us: what we see and hear account users say and do. We document what we observe, and ask whether that evidence points to a restricted use.

While some violations are flatly obvious, others are subjective, nuanced, and difficult to adjudicate. We give each case adequate time and attention, commensurate with the violation, criticality, and severity of the charge.

If you’re aware of any Basecamp product (Basecamp, HEY, Backpack, Highrise, Ta-da List, Campfire) being used for something that would violate our Use Restrictions Policy, please let us know by emailing [email protected] and we will investigate. If you’re not 100% sure, report it anyway.

Someone on our team will respond within one business day to let you know we’ve begun our investigation. We will also let you know the outcome of our investigation (unless you ask us not to, or we’re not allowed to under law).

While our use restrictions are comprehensive, they can’t be exhaustive — it’s possible an offense could defy categorization, present for the first time, or illuminate a moral quandary we hadn’t yet considered. That said, we hope the overarching spirit is clear: Basecamp is not to be harnessed for harm, whether mental, physical, personal or civic. Different points of view — philosophical, religious, and political — are welcome, but ideologies like white nationalism, or hate-fueled movements anchored by oppression, violence, abuse, extermination, or domination of one group over another, will not be accepted here.

If you, or the activity in your account, is ultimately found in violation of these restrictions, your account may be closed. A permanent ban from our services may also result. Further, as a small, privately owned independent business that puts our values and conscience ahead of growth at all costs, we reserve the right to deny service to anyone we ultimately feel uncomfortable doing business with.

Thank you.

For further reference, our full list of terms are available here: https://basecamp.com/about/policies

Spend enough time talking with entrepreneurs, product people, designers, and anyone charged with proving something, and you’ll bump into questions about validation.

“How do you validate if it’s going to work?”
“How do you know if people will buy it to not?”
“How do you validate product market fit?”
“How do you validate if a feature is worth building?”
“How do you validate a design?”

You can’t.
You can’t.
You can’t.
You can’t.
You can’t.

I mean you can, but not in spirit of the questions being asked.

What people are asking about is certainty ahead of time. But time doesn’t start when you start working on something, or when you have a piece of the whole ready. It starts when the whole thing hits the market.

How do you know if what you’re doing is right while you’re doing it? You can’t be. You can only have a hunch, a feeling, a belief. And if the only way to tell if you’ve completely missed the mark is to ask other people and wait for them to tell you, then you’re likely too far lost from the start. If you make products, you better have a sense of where you’re heading without having to ask for directions.

There’s really only one real way to get as close to certain as possible. That’s to build the actual thing and make it actually available for anyone to try, use, and buy. Real usage on real things on real days during the course of real work is the only way to validate anything. And even then, it’s barely validation since there are so many other variables at play. Timing, marketing, pricing, messaging, etc.

Truth is, you don’t know, you won’t know, you’ll never know until you know and reflect back on something real. And the best way to find out, is to believe in it, make it, and put it out there. You do your best, you promote it the best you can, you prepare yourself the best way you know how. And then you literally cross your fingers. I’m not kidding.

You can’t validate something that doesn’t exist. You can’t validate an idea. You can’t validate someone’s guess. You can’t validate an abstraction. You can’t validate a sketch, or a wireframe, or an MVP that isn’t the actual product.

When I hear MVP, I don’t think Minimum Viable Product. I think Minimum Viable Pie. The food kind.

A slice of pie is all you need to evaluate the whole pie. It’s homogenous. But that’s not how products work. Products are a collection of interwoven parts, one dependent on another, one leading to another, one integrating with another. You can’t take a slice a product, ask people how they like it, and deduce they’ll like the rest of the product once you’ve completed it. All you learn is that they like or don’t like the slice you gave them.

If you want to see if something works, make it. The whole thing. The simplest version of the whole thing – that’s what version 1.0 is supposed to be. But make that, put it out there, and learn. If you want answers, you have to ask the question, and the question is: Market, what do you think of this completed version 1.0 of our product?

Don’t mistake an impression of a piece of your product as a proxy for the whole truth. When you give someone a slice of something that isn’t homogenous, you’re asking them to guess. You can’t base certainty on that.

That said, there’s one common way to uncertainty: That’s to ask one more person their opinion. It’s easy to think the more opinions you have, the more certain you’ll be, but in practice it’s quite the opposite. If you ever want to be less sure of yourself, less confident in the outcome, just ask someone else what they think. It works every time.

A few weeks ago, we needed some hardware fast. After some back and forth with the vendor, they promised “expedited delivery”. That sounded like a good thing, but it meant nothing.

To us, expedited delivery meant overnight delivery. That’s what we had in our head. Our experiences elsewhere equated expedited as overnight, but expedited isn’t overnight – it just means faster, prioritized, enhanced, sooner. But it doesn’t mean overnight. Expedited is relative, not absolute. If standard shipping takes 7 days, expedited could mean 5.

Of course, as you’ve probably guessed, the stuff we thought would come overnight didn’t come overnight. A harsh call the next day to the vendor ultimately got us the hardware overnight the next day, but we lost a day in the exchange.

What we had in front of us was an illusion of agreement. We thought a word meant one thing, the other side thought it meant something else, and neither of us assumed mismatched alignment on the definition. Of course we agreed on what expedited meant, because it was so obvious to each of us. Obviously wrong.

This happens all the time in product development. Someone explains something, you think it means one thing, the other person thinks it means something else, but the disagreement isn’t caught – or even suspected – so all goes as planned. Until it goes wrong and both sides look at each other unable to understand how the other side didn’t get it. “But I thought you…” “Oh? I thought you…” “No I meant this…” “Oh, I thought you meant that…”. That’s an illusion of agreement. We covered the topic in the “There’s Nothing Functional about a Functional Spec” essay in Getting Real.

We knew better, but we didn’t do better.

Next time you’re discussing something with someone — inside or outside your organization — and you find the outcome contingent upon a relative term or phrase, be sure to clarify it.

If they say expedited, you say “we need it tomorrow morning, October 3. Will we have it tomorrow, October 3?”. That forces them into a clear answer too. “Yes, you’ll have it tomorrow, October 3” or “No, we can’t do that” or whatever, but at least you’re funneling towards clarity. If they say “Yes, we’ll expedite it” you repeat “Will we have it tomorrow, October 3?” Set them up to give you a definitive, unambiguous answer.

And remember, while we now know that “expedited” is relative, “overnight” can be too depending on where someone’s shipping something from, what time zone they’re in, their own internal cutoffs for overnight shipping, etc. Get concrete, get it in writing, and get complete clarity. Slam the door shut on interpretation. Get definitive.

Bob Moesta is a dear friend, mentor, and all around original thinker. He’s helped me see around corners, shine lights on things I didn’t know were there, and approach product development from unusual angles. Every time we talk, I come away inspired and full of optimism.

So when he asked me to help him with something, I jumped at the chance. In this case, it was writing a foreword for his new book Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress. Bob and I have talked sales for years, and I’m so pleased his ideas are finally collected in one place, in a form anyone can absorb. I highly recommend buying the book, reading the book, absorbing the book, and putting some new ideas in your head.

To get you started, here’s my foreword in its full form:

—

I learned sales at fifteen.

I was working at a small shoe store in Deerfield, Illinois, where I grew up. I loved sneakers. I was a sneakerhead before that phrase was coined.

I literally studied shoes. The designs, the designers, the brands, the technologies, the subtle improvements in this year’s model over last year’s.

I knew it all, but there was one thing I didn’t know: nothing I knew mattered. Sure it mattered to me, but my job was to sell shoes. I wasn’t selling shoes to sneakerfreaks like me, I was selling shoes to everyday customers. Shoes weren’t the center of their universe.

And I wasn’t alone. The companies that made the shoes didn’t have a clue how to sell shoes either.

Companies would send in reps to teach the salespeople all about the new models. They’d rattle off technical advancements. They’d talk about new breakthroughs in ethylene-vinyl acetate (EVA) which made the shoes more comfortable.

They’d talk about flex grooves and heel counters and Texon boards. Insoles, outsoles, midsoles.

And I’d be pumped. Now I knew everything I needed to know to sell the hell out of these things.

But when customers came in, and I demonstrated my mastery of the subject, they’d leave without buying anything. I could show off, but I couldn’t sell.

It wasn’t until my manager encouraged me to shut up, watch, and listen. Give people space, observe what they’re interested in, keep an eye on their behavior, and be genuinely curious about what they wanted for themselves, not what I wanted for them. Essentially, stop selling and start listening.

I noticed that when people browsed shoes on a wall, they’d pick a few up and bounce them around in their hand to get a sense of the heft and feel. Shoes go on your feet, but people picked the shoe with their hands. If it didn’t feel good in the hand, it never made it to their foot.

I noticed that if someone liked a shoe, they put it on the ground next to their foot. They didn’t want to try it on yet, they simply wanted to see what it looked like from above. Companies spend all this time making the side of the shoe look great, but from the wearer’s perspective, it’s the top of the shoe against their pants (or socks or legs) that seem to have an outsized influence on the buying decision.

I noticed that when people finally got around to trying on a shoe, they’d lightly jump up and down on it, or move side-to- side, simulating some sort of pseudo physical activity. They were trying to see if the shoe “felt right.” They didn’t care what the cushioning technology was, only that it was comfortable. It wasn’t about if it “fit right,” it was about if it “rubbed wrong” or “hurt” or felt “too hard.”

And hardly anyone picked a shoe for what it was intended for. Runners picked running shoes, sure, but lots of people picked running shoes to wear all day. They have the most cushion, they’re generally the most comfortable. And lots of people picked shoes purely based on color. “I like green” was enough to turn someone away from a blue shoe that fit them better.

Turns out, people had different reasons for picking shoes. Different reasons than my reasons, and far different reasons than the brand’s reasons. Hardly anyone cared about this foam vs. that foam, or this kind of rubber vs. that kind. They didn’t care about the precise weight, or that this brand shaved 0.5oz off the model this year compared to last. They didn’t care what the color was called, only that they liked it (or didn’t). The tech- nical qualities weren’t important – in fact, they were irrelevant.

I was selling all wrong.

And that’s really what this book is about. The revelation that sales isn’t about selling what you want to sell, or even what you, as a salesperson, would want to buy. Selling isn’t about you. Great sales requires a complete devotion to being curious about other people. Their reasons, not your reasons. And it’s surely not about your commission, it’s about their progress.

Fast forward twenty-five years.

Today I don’t sell shoes, I sell software. Or do I?

It’s true that I run a software company that makes project management software called Basecamp. And so, you’d think we sell software. I sure did! But once you meet Bob Moesta and Greg Engle, you realize you probably don’t sell what you think you sell. And your customers probably don’t think of you the way you think of yourself. And you almost certainly don’t know who your competition really is.

Over the years, Bob’s become a mentor to me. He’s taught us to see with new eyes and hear with new ears. To go deeper. To not just take surface answers as truth. But to dig for the how and the why—the causation. To understand what really moves someone to want to make a move. To understand the events that drive the purchase process, and to listen intently to the language customers use when they describe their struggles. To detect their energy and feel its influence on their decisions.

Everyone’s struggling with something, and that’s where the opportunity lies to help people make progress. Sure, people have projects, and software can help people manage those projects, but people don’t have a “project management problem.” That’s too broad. Bob taught us to dig until we hit a seam of true understanding. Project management is a label, it’s not a struggle.

People struggle to know where a project stands. People struggle to maintain accountability across teams. People struggle to know who’s working on what, and when those things will be done. People struggle with presenting a professional appearance with clients. People struggle to keep everything organized in one place so people know where things are. People struggle to communicate clearly so they don’t have to repeat themselves. People struggle to cover their ass and document decisions, so they aren’t held liable if a client says something wasn’t delivered as promised. That’s the deep down stuff, the real struggles.

Bob taught us how to think differently about how we talk, market, and listen. And Basecamp is significantly better off for it. We’ve not only changed how we present Basecamp, but we’ve changed how we build Basecamp. We approach design and development differently now that we know how to dig. It’s amazing how things can change once you see the world through a new lens.

Sales is everything. It’s survival. From selling a product, to selling a potential hire on the opportunity to join your company, to selling an idea internally, to selling your partner on this restaurant vs. that one, sales touches everything. If you want to be good at everything else, you better get good at this. Bob and Greg will show you how.

Back in the mid-90s, just as Netscape Navigator was giving us our first look at what the visual internet could be, web design came in two flavors.

There was the ultra basic stuff. Text on a page, maybe a masthead graphic of some sort. Nothing sophisticated. It often looked like traditional letterhead, or a printed newsletter, but now on the screen. Interactions were few, if any, but perhaps a couple links tied a nascent site together.

And there was the other extreme. Highly stylized, lots of textures, 3D-style buttons, page curls, aggressive shadows, monolithic graphics cut up with image maps to allow you to click on different parts of a single graphic, etc. This style was aped from interactive CD/DVD interfaces that came before it.

Both of these styles — the masthead with text, and the heavily graphical — were ports. Not adaptations, but ports. Designs ported from one medium to another. No one knew what to make of the web at that time, so we pulled over things we were familiar with and sunk them in place. At that time, Web design wasn’t web design – it was print design, multimedia/interactive design, and graphic design. It took years for native web design to come into its own.

The web became great when designers started designing for the web, not bringing other designs to the web.

Porting things between platforms is common, especially when the new thing is truly brand new (or trying to gain traction). As the Mac gained steam in the late 80s and early 90s, and Windows 3 came out in 1990, a large numbers of Windows/PC developers began to port their software to the Mac. They didn’t write Mac software, they ported Windows software. And you could tell – it was pretty shit. It was nice to have at a time when the Mac wasn’t widely developed, but, it was clearly ported.

When something’s ported, it’s obvious.

Stuff that’s ported lacks the native sensibilities of the receiving platform. It doesn’t celebrate the advantages, it only meets the lowest possible bar. Everyone knows it. Sometimes we’re simply glad to have it because it’s either that or nothing, but there’s rarely a ringing endorsement of something that’s so obviously moved from A to B without consideration for what makes B, B.

What we’re seeing today is history repeat itself. This time we’re not talking about porting software or technology, we’re talking about porting a way to work.

In-person office work is a platform. It has its own advantages and disadvantages. Some things are easier in person (meetings, if you’re into those), and some things are harder (getting a few hours to yourself so you can focus, if you’re into that).

Remote work is another platform. It has its own unique flavor, advantages, and disadvantages. Its own efficiencies, its own quirks, its own interface. Upsides, downsides, insides, and outsides. It’s as different from in-office work as the Mac is from Windows. Yes, they’re both operating systems, and methods of computing, but they’re miles apart where it matters. The same is true for the difference between in-office work and remote work. Yup, it’s all still the same work, but it’s a different way to work.

In-office and remote work are different platforms of work. And right now, what we’re seeing a lot of companies attempt to port local work methods to working remotely. Normally have four meetings a day in person? Then let’s have those same four meetings, with those same participants, over Zoom instead. It’s a way, but it’s the wrong way.

Simulating in-person office work remotely does both approaches a disservice.

This is often what happens when change is abrupt. We bring what we know from one to the other. We apply what we’re familiar with to the unfamiliar. But, in time, we recognize that doesn’t work.

The enlightened companies coming out of this pandemic will be the ones that figured out the right way to work remotely. They’ll have stopped trying to make remote look like local. They’ll have discovered that remote work means more autonomy, more trust, more uninterrupted stretches of time, smaller teams, more independent, concurrent work (and less dependent, sequenced work).

They won’t be the ones that just have their waste-of-time meetings online, they’ll be the ones that lay waste to the meetings. They won’t be the ones that depend on checking in on people constantly throughout the day, they’ll be the ones that give their employees time and space to do their best work. They won’t be the ones that can’t wait to pull everyone back to the office, they’ll be the ones that spot the advantages of optionality, and recognize a wonderful resilience in being able to work from anywhere.

And they’ll be the ones that finally realize that there’s nothing magical about the office. It’s just a space where work can happen, but not where it must happen. Anytime a myth is busted is a good time.

Work remotely, don’t port the office.

Heard about HEY, but haven’t had a chance to check it out yet? In this 37-minute video, I walk through the big ideas, the philosophical underpinnings, and the specific features that make HEY a truly new take on email.

It’s easy to say what a year, what a week.

But that’s a shortsighted, privileged point of view. I’m guilty of holding that occasional perspective. It’s moments like these that jolt me into recognizing the deeper reality.

What we’re seeing is the culmination of years – decades, generations, and centuries – of unjust treatment against black people, minorities, and other marginalized communities.

This country’s racist history is shameful, and so is its present.

Deep systemic racism + the militarization of police (both physically in terms of gear, and mentally in terms of mindset) is a powder keg. We’ve seen sparks before, now we’re seeing the explosion.

If you’re surprised, you’re not paying attention.

I don’t like the violence, but I get it. This is what happens when people are squeezed, compressed, and backed into a corner with no way out. For years, for generations. We’re all humans – if your lot in life was different you just might do the same.

I support peaceful protests, I support the fight against racism, against oppression, and against injustice – wherever it hides.

There’s exceptionally hard work ahead. I recognize this work has been happening for years, often ignored or unappreciated by many people, including me. How frustrating it must be to work so hard, and see such little progress, on something so elemental.

Change will require a massive, sustained effort by millions over many years. A change in perspective, mindset, and approach. And that work will certainly be met with future setbacks, which is why change requires optimism, too (which is in short supply in moments like these). I hope we can find it, and support those who need it.

I’ll be working to educate myself, and break my own patterns of ignorance. This sense of urgency is, embarrassingly, new to me, so I have a lot to learn – which organizations to support, what books to read, what history to absorb, and who to listen to. I’m starting on that today. If you’re like me, I hope you’ll do the same.

-Jason Fried, CEO, Basecamp

For many, moving from everyone’s-working-from-the-office to everyone’s-working-at-home isn’t so much a transition as it is a scramble. A very how the fuck? moment.

That’s natural. And people need time to figure it out. So if you’re in a leadership position, bake in time. You can’t expect people to hit the ground running when everything’s different. Yes, the scheduled show must go on, but for now it’s live TV and it’s running long. Everything else is bumped out.

This also isn’t a time to try to simulate the office. Working from home is not working from the office. Working remotely is not working locally. Don’t try to make one the other. If you have meetings all day at the office, don’t simply simulate those meetings via video. This is an opportunity not to have those meetings. Write it up instead, disseminate the information that way. Let people absorb it on their own time. Protect their time and attention. Improve the way you communicate.

Ultimately this major upheaval is an opportunity. This is a chance for your company, your teams, and individuals to learn a new skill. Working remotely is a skill. When this is all over, everyone should have a new skill.

Being able to do the same work in a different way is a skill. Being able to take two paths instead of one builds resiliency. Resiliency is a super power. Being more adaptable is valuable.

This is a chance for companies to become more resilient. To build freedom from worry. Freedom from worry that without an office, without those daily meetings, without all that face-to-face that the show can’t go on. Or that it can’t work as well. Get remote right, build this new resiliency, and not only can remote work work, it’ll prove to work better than the way you worked before.

In this livesteam, David and I answer audience questions about how to work remotely. At Basecamp we’ve been working remotely for nearly 20 years, so we have a lot of experience to share. This nearly 2-hour video goes into great detail on a wide variety of topics. Highly recommended if you’re trying to figure out how to work remotely.

David and I spent nearly 2-hours giving a livestream tour of our very own Basecamp account. We wanted to show you how Basecamp uses Basecamp to run projects, communicate internally, share announcements, know what everyone’s working on, build software, keep up socially, and a whole bunch more. Our entire company runs on Basecamp, and this video shows you how.