Pre-ordered for next month. This is something that I’ve been engaging with for 10 years. At one hand I’d like colleagues/staff to speed things up, but it also always increases your needs. Having employees is a relentless responsibility. Networked working prevents those additional needs, but usually also has less effect in increasing speed and versatility, as the connections create more overhead than in the case of employees. I’ve seen peers find themselves with dozens of staff, and no longer doing the stuff they love. I’ve seen individuals struggle to keep moving for lack of impulses that a ‘normal’ company would provide. Now, the blurb and preface of this book reads as someone able to ditch a lot of hassle because of privilege, and trying to turn an individual experience into a theory and ascribe outcomes to one’s own individual ability to act. (And then there’s the awful, red flag like, up-sell to ‘take my course’ after you order the book) Whereas context and your starting position matter a lot. Not all of us can afford a move to beautiful Vancouver Island. But the trajectory is very familiar. My friend Robert Paterson left the banking world for PEI and working from home, and found that it greatly also reduced the cost of living as many expected behaviours or symbols of status in a city and in the banking world no longer applied to him. Reducing the level that is ‘enough’ to somewhere much more manageable. There are many more like that in my peer network as well. So I am at least curious.
"The real key to richer and more fulfilling work could be to not create and scale something into a massive corporation, but rather, to work for yourself, determine your own hours, and become a (highly profitable) and sustainable company of one."