It Doesn't Have to Be Crazy at Work

I've only read it once so far, but I found myself rereading chapters regularly because 1) the main point of the chapter wasn't neatly condensed into a one-liner (which is neither good nor bad) and 2) the chapters moved so quickly that I felt like I missed something. There's a lot of good ideas in here, but whether you can actually make them happen at your company is a whole other matter. I feel like the advice in this book has several audiences and your use of this book largely depends on whether you're an employee, a manager, or an entrepreneur.

An entrepreneur would get the most out of this book, though they have to be willing to hear its advice and try it—it certainly goes against typical practices.

An employee will long for some of the ideas, but will only have so much power to make them happen. Some of the employee-applicable content will feel like common sense, but some of it runs counter to prevailing ideas, in particular the idea of not being constantly available.

A manager is somewhere in between the entrepreneur and the employee depending on their ability to change current practices, but they can be the champions for sane deadlines, trimming down scope, and protecting their employees' time. They can also be a good example for their team(s).

Overall, I enjoyed the book, but I feel like I need to read it again, or at least read over my highlights, in order to get everything out of it. The short chapters lead to the idea moving quickly through my head and I want to better hold some of those ideas because they're worth holding onto.