Soft Skills The Software Developers Life Manual

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Soft Skills
The software developer's life manual
John Z. Sonmez
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To all developers who strive for continuous
self-improvement…
Who are not satisfied with good enough
Who always seek every opportunity to expand their horizons
and explore the unknown
Whose thirst for knowledge is never fully quenched
Who believe that software development means more than just writing code
Who know that failure is not the end, but merely a step in the journey
Who struggle at times, and sometimes fall, but always get back up again
Who have the will and determination to seek the harder path in life
And, most importantly, who are willing to help others along the way
v
Brief contents
1 Why this book is unlike any book you’ve ever read 1
SECTION 1 CAREER 7
2 Getting started with a “BANG!”: Don’t do what everyone else does 9
3 Thinking about the future: What are your goals? 13
4 People skills: You need them more than you think 18
5 Hacking the interview 23
6 Employment options: Enumerate your choices 29
7 What kind of software developer are you? 36
8 Not all companies are equal 43
9 Climbing the corporate ladder 49
10 Being a professional 55
11 Freedom: How to quit your job 61
12 Freelancing: Going out on your own 69
13 Creating your first product 77
14 Do you want to start a startup? 83
15 Working remotely survival strategies 89
16 Fake it till you make it 94
17 Resumes are BORING—Let’s fix that 98
18 Don’t get religious about technology 103
SECTION 2 MARKETING YOURSELF 107
19 Marketing basics for code monkeys 109
20 Building a brand that gets you noticed 115
21 Creating a wildly successful blog 121
22 Your primary goal: Add value to others 130
23 #UsingSocialNetworks 134
24 Speaking, presenting, and training: Speak geek 140
25 Writing books and articles that attract a following 146
26 Don’t be afraid to look like an idiot 151
SECTION 3 LEARNING 157
27 Learning how to learn: How to teach yourself 159
28 My 10-step process 163
29 Steps 1–6: Do these once 167
vi Brief contents
30 Steps 7–10: Repeat these 176
31 Looking for mentors: Finding your Yoda 182
32 Taking on an apprentice: Being Yoda 187
33 Teaching: Learn you want? Teach you must. 191
34 Do you need a degree or can you “wing it?” 196
35 Finding gaps in your knowledge 201
SECTION 4 PRODUCTIVITY 207
36 It all starts with focus 209
37 My personal productivity plan 214
38 Pomodoro Technique 221
39 My quota system: How I get way more done than I should 228
40 Holding yourself accountable 233
41 Multitasking dos and don’ts 238
42 Burnout: I’ve got the cure! 243
43 How you’re wasting your time 249
44 The importance of having a routine 255
45 Developing habits: Brushing your code 260
46 Breaking things down: How to eat an elephant 266
47 The value of hard work and why you keep avoiding it 272
48 Any action is better than no action 277
SECTION 5 FINANCIAL 283
49 What are you going to do with your paycheck? 285
50 How to negotiate your salary 292
51 Options: Where all the fun is 301
52 Bits and bytes of real estate investing 309
53 Do you really understand your retirement plan? 317
54 The danger of debt: SSDs are expensive 326
55 Bonus: How I retired at 33 332
SECTION 6 FITNESS 347
56 Why you need to hack your health 349
57 Setting your fitness criteria 354
58 Thermodynamics, calories, and you 359
59 Motivation: Getting your butt out of the chair 364
60 How to gain muscle: Nerds can have bulging biceps 369
61 How to get hash-table abs 377
62 Starting RunningProgram.exe 381
63 Standing desks and other hacks 385
64 Tech gear for fitness: Geeking out 390
SECTION 7 SPIRIT 395
65 How the mind influences the body 397
66 Having the right mental attitude: Rebooting 402
67 Building a positive self-image: Programming your brain 408
68 Love and relationships: Computers can’t hold your hand 414
69 My personal success book list 419
70 Facing failure head-on 424
71 Parting words 430
vii
Contents
Foreword xxi
Foreword xxiii
Preface xxvi
Acknowledgments xxviii
About This Book xxxi
About the Author xxxiv
1 Why this book is unlike any book you’ve ever read 1
SECTION 1 CAREER 7
2 Getting started with a “BANG!”: Don’t do what everyone
else does 9
Having a business mindset 9
How to think like a business 10
3 Thinking about the future: What are your goals? 13
How to set goals 14
Tracking your goals 16
4 People skills: You need them more than you think 18
Leave me alone, I just want to write code! 18
Learning how to deal with people 19
Everyone wants to feel important 19 ❍ Never criticize 20
Think about what the other person wants 20 ❍ Avoiding
arguments 21
viii Contents
5 Hacking the interview 23
The quickest way to “pass” an interview 23
How I got my last job 24
Thinking outside of the box and building rapport 25
But what about the actual interview itself? 27
What can you do right now? 27
6 Employment options: Enumerate your choices 29
Option 1: The employee 29
Option 2: The independent consultant 31
Option 3: The entrepreneur 32
Which should you pick? 34
7 What kind of software developer are you? 36
Specialization is important 36
Getting specific about specialties 37
Kinds of specialties for software developers 39
Picking your specialty 40
What about the Polyglot programmer? 41
8 Not all companies are equal 43
Small companies and startups 43
Medium-size companies 45
Large companies 45
Software development companies versus companies
with software developers 47
Choose carefully 48
9 Climbing the corporate ladder 49
Taking responsibility 49
Becoming visible 50
Educate yourself 52
Be the problem solver 53
What about politics? 53
Contents ix
10 Being a professional 55
What is a professional? 56
Being a professional (forming good habits) 57
Doing what is right 58
Seeking quality and self-improvement 59
11 Freedom: How to quit your job 61
Going about things the smart way 61
Preparing to work for yourself 63
How much do you really work? 64
Cutting the cord 67
12 Freelancing: Going out on your own 69
Getting started 69
Ask someone you know 70
Best way to get clients 71
Setting your rate 72
13 Creating your first product 77
Finding an audience 77
Testing the market 80
Start small 81
Getting started 82
14 Do you want to start a startup? 83
Startup basics 83
Go big or go home 84
A typical startup lifecycle 85
Accelerators 86
Getting funded 86
15 Working remotely survival strategies 89
The challenges of being a hermit 89
Challenge 1: Time management 89 ❍ Challenge 2: Self-
motivation 90 ❍ Challenge 3: Loneliness 92
xContents
16 Fake it till you make it 94
What it means to fake it until you make it 94
Putting it into practice 95
17 Resumes are BORING—Let’s fix that 98
You aren’t a professional resume writer 99
Hiring a resume writer 99
Going the extra mile 101
What if you don’t want to hire a professional? 102
18 Don’t get religious about technology 103
We are all religious about technology 103
Everything is good 104
My conversion 105
Don’t limit your options 106
SECTION 2 MARKETING YOURSELF 107
19 Marketing basics for code monkeys 109
What marketing yourself means 109
Why marketing yourself is important 110
How to market yourself 112
20 Building a brand that gets you noticed 115
What is a brand? 115
What makes up a brand? 116
Creating your own brand 118
21 Creating a wildly successful blog 121
Why are blogs so important? 121
Creating a blog 123
Keys to success 125
Getting more traffic 127
I can’t guarantee you success 128
Contents xi
22 Your primary goal: Add value to others 130
Give people what they want 130
Give away 90% of what you do for free 131
The fast track to success 132
Offering more of yourself 133
23 #UsingSocialNetworks 134
Growing your network 134
Using social media effectively 135
Staying active 136
Networks and accounts 137
24 Speaking, presenting, and training: Speak geek 140
Why speaking live is so impactful 141
Getting started speaking 142
What about training? 143
25 Writing books and articles that attract a following 146
Why books and articles are important 146
Books and magazines don’t pay 147
Getting published 148
Self-publishing 149
26 Don’t be afraid to look like an idiot 151
Everything is uncomfortable at first 151
It’s okay to look like an idiot 152
Take small steps (or dive right in) 153
SECTION 3 LEARNING 157
27 Learning how to learn: How to teach yourself 159
Dissecting the learning process 159
Teaching yourself 160
xii Contents
28 My 10-step process 163
The idea behind the system 163
The 10-step system 165
29 Steps 1–6: Do these once 167
Step 1: Get the big picture 167
Step 2: Determine scope 168
Step 3: Define success 170
Step 4: Find resources 171
Step 5: Create a learning plan 172
Step 6: Filter resources 174
30 Steps 7–10: Repeat these 176
Step 7: Learn enough to get started 176
Step 8: Play around 177
Step 9: Learn enough to do something useful 178
Step 10: Teach 180
Final thoughts 181
31 Looking for mentors: Finding your Yoda 182
Mentor qualities 182
Where to find a mentor 184
Virtual mentors 185
Recruiting a mentor 186
32 Taking on an apprentice: Being Yoda 187
Being a mentor 187
The benefits of mentorship 188
Picking a “worthy” apprentice 189
33 Teaching: Learn you want? Teach you must. 191
I’m not a teacher 191
What happens when you teach? 192
Getting started 193
Contents xiii
34 Do you need a degree or can you “wing it?” 196
Do you need a degree to succeed? 196
Advantages to having a degree 198
What if you don’t have a degree? 199
35 Finding gaps in your knowledge 201
Why we leave the gaps 201
Finding your gaps 202
Filling the gaps 204
SECTION 4 PRODUCTIVITY 207
36 It all starts with focus 209
What is focus? 209
The magic of focus 210
Getting more focus 211
It’s not as easy as it sounds 212
37 My personal productivity plan 214
Overview 214
Quarterly planning 215
Monthly planning 215
Weekly planning 215
Daily planning and execution 218
Dealing with interruptions 218
Breaks and vacations 219
38 Pomodoro Technique 221
Pomodoro Technique overview 221
Using the Pomodoro Technique effectively 222
The mental game 224
How much work can you get done? 226
xiv Contents
39 My quota system: How I get way more done than I
should 228
The problem 228
Enter quotas 229
How the quota system works 230
Why the quota system works 231
40 Holding yourself accountable 233
Accountability 233
Becoming accountable to yourself 234
External accountability 236
41 Multitasking dos and don’ts 238
Why multitasking is generally bad 238
Batching is much more productive 239
What about true multitasking? 240
42 Burnout: I’ve got the cure! 243
How you burn out 243
In reality, you’re just hitting a wall 244
On the other side of the wall 245
Pushing past the wall 246
43 How you’re wasting your time 249
The biggest time waster of all 249
Giving up the TV 250
Other time wasters 251
Tracking your time 253
44 The importance of having a routine 255
Routines make you 255
Creating a routine 256
Getting more detailed 257
Contents xv
45 Developing habits: Brushing your code 260
Understanding habits 260
Recognizing bad habits and altering them 262
Forming new habits 264
46 Breaking down things: How to eat an elephant 266
Why bigger isn’t always better 266
Breaking down things 268
How to break down things 269
Breaking down problems 271
47 The value of hard work and why you keep
avoiding it 272
Why is hard work so darn…hard? 272
I’ll just work “smarter” 273
Hard work is boring 274
The reality 274
Working hard: How to do it 275
48 Any action is better than no action 277
Why we refuse to take action 277
What happens when you don’t take action 278
What is the worst that could happen? 279
It’s easier to steer a moving car 280
What can you do now? 281
SECTION 5 FINANCIAL 283
49 What are you going to do with your
paycheck? 285
Stop thinking short term 285
Assets and liabilities 287
Back to your paycheck 290
xvi Contents
50 How to negotiate your salary 292
Negotiations begin before you even apply for the job 292
How you get the job is extremely important 293
First person to name a number loses 295
What about when you’re asked to name a number first? 296
What if you’re asked about your current salary? 297
When you have an offer 298
Some final advice 299
51 Options: Where all the fun is 301
Option basics 301
Digging a little deeper 303
Selling options 306
More complex options 307
52 Bits and bytes of real estate investing 309
Why real estate investment? 310
Okay, so how do I do it? 313
First step: Education 313
Taking action 315
Use property management 316
53 Do you really understand your retirement plan? 317
Retirement is all about working backwards 318
Calculating your retirement goal 319
Path 1: 401(k), IRAs, or other retirement accounts 320
Path 2: Setting up an early retirement or aiming to get
rich 322
What if I am stuck in the middle or close to retirement? 324
54 The danger of debt: SSDs are expensive 326
Why debt is generally bad 326
Some common debt follies 328
Not all debt is bad 330
Contents xvii
55 Bonus: How I retired at 33 332
What it means to be “retired” 332
How I got started 333
Rental woes 335
Gaining traction 336
Grinding it out 337
Short circuit? 338
More grinding it out 338
Turning a corner 341
The lucky break 342
Hard work mode 343
Multiple passive income streams 344
A quick analysis 344
SECTION 6 FITNESS 347
56 Why you need to hack your health 349
Confidence 350
Brain power 351
Fear 352
57 Setting your fitness criteria 354
Picking a specific goal 354
Creating milestones 355
Measuring your progress 357
Living a healthy lifestyle 357
58 Thermodynamics, calories, and you 359
What is a calorie? 359
Losing weight is simple 360
How many calories are you consuming? 361
How many calories are you burning? 361
Utilizing calories to achieve your goal 362
xviii Contents
59 Motivation: Getting your butt out of the chair 364
What motivates you? 364
Rewarding yourself too early 365
Motivation ideas 366
Just get it done! 367
60 How to gain muscle: Nerds can have bulging
biceps 369
How muscles grow 370
Weightlifting basics 370
Different goals 371
Strength 371 ❍ Size 371 ❍ Endurance 372
Getting started 372
What lifts should you do? 373
What to eat 375
61 How to get hash-table abs 377
Abs are made in the kitchen 377
Your body doesn’t want you to have abs 378
What can you do about it? 379
62 Starting RunningProgram.exe 381
Why you might want to run 381
Getting started running 382
Advice for getting started 383
63 Standing desks and other hacks 385
Standing desks and treadmills 385
Food hacks 386
Eggs in the microwave 387 ❍ Plain nonfat Greek
yogurt 388 ❍ Frozen meats 388
64 Tech gear for fitness: Geeking out 390
Step counters and pedometers 390
Wireless scales 391
Contents xix
Combo devices 392
PUSH strength 392
Headphones 393
Apps 394
SECTION 7 SPIRIT 395
65 How the mind influences the body 397
It starts with the mind 398
The mind and body connection 399
66 Having the right mental attitude: Rebooting 402
What is positivity? 402
The positive effects of positivity 405
How to reboot your attitude 405
Change your thoughts 406 ❍ Meditation 406 ❍ Play
more 407 ❍ Books 407
67 Building a positive self-image: Programming your
brain 408
What is self-image? 408
Your self-image is difficult to change 410
Reprogramming your brain 411
68 Love and relationships: Computers can’t hold
your hand 414
Why software developers sometimes have a hard time
finding love 414
Understanding the game 415
So, all I have to do is be confident, right? 417
It’s a numbers game 417
69 My personal success book list 419
Self-help and inspirational books 419
The War of Art 419 ❍ How to Win Friends and
Influence People 420 ❍ Think and Grow Rich 420
xx Contents
Psycho-Cybernetics 421 ❍ The Power of Positive
Thinking 421 ❍ Atlas Shrugged 421
Software development books 422
Code Complete 422 ❍ Clean Code: A Handbook of Agile
Software Craftmanship 422 ❍ Head First Design
Patterns 422
Investing 423
The Millionaire Real Estate Investor 423 ❍ Rich Dad, Poor
Dad 423 ❍ No-Hype Options Trading: Myths, Realities, and
Strategies That Really Work 423
70 Facing failure head-on 424
Why are we so afraid of failure, anyway? 424
Failure isn’t defeat 426
Failure is the road to success 426
Learn to embrace failure 427
71 Parting words 430
Appendix A If you can write code, you can understand finances 433
Appendix B How the stock market works: Rules of the system 441
Appendix C Garbage in, garbage out: Diet and nutrition basics 448
Appendix D How to eat healthy: Pizza is not a food group 453
Index 459
xxi
I’ve long been an advocate for soft skills. Coding is so harsh and cold.
Everything is so easily measured in the hard world of code. How many
lines of code can you write? How productive can you be? Did those tests
pass? It’s easy to get caught up in the measurement of it all and lose sight
of the human aspect of technology.
Are you liked? Are you appreciated? Are you kind and welcoming? Do
you inspire with your positivity and supportive demeanor, or just with
your ruthless competence? Are you taking care of yourself, your back,
your buns, and your brain? I’ve been coding for well over 25 years and,
let me tell you, things break down if you don’t take care of them.
Perhaps you’re a consultant, as many of us are. Are you taking care of
your finances? Money doesn’t compile quite the same way as code, as
much as you’d wish it did. All of these skills and so many more make up
the so-called soft skills. What John has done for us with this book is to
compile all of the things one needs to know to form, well, a well-rounded
software professional! After many years of fail-fast, fail-often, John
speaks from vast experience about what works and what doesn’t. Soft
Skills is a near complete brain dump from a successful engineer and it
gives you useful, practical, and actionable advice on a wide array of topics.
I’d also recommend you check out my free video documentary, “Get
Involved in Tech” at http://www.getinvolvedintech.com for a video dis-
cussion of what it means to be a social developer, just like John talks
about in Section 2 of this very book! John and I think similarly about
these things which is why I’m thrilled to be writing this foreword.
Foreword
xxii Foreword
Enjoy this book. Take it a little at a time, jump around, absorb, and
return to it. Continuous integration and continuous improvement work
in wetware as well as software!
SCOTT HANSELMAN
SOFTWARE ARCHITECT, ENGINEER, AUTHOR, TEACHER
xxiii
Late in the evening of Friday, December 5, 2014 (my 62nd birthday), I
received an email from John Sonmez, the author of this book. He wrote,
asking me to write a foreword by Monday, December 8. In John’s email
was a zip file with several dozen Word files—I found this presentation of
the manuscript to be inconvenient and annoying, and I didn’t have time to
generate a PDF of the whole book.
I wasn’t pleased to get such a request. My wife had just had double knee
replacements and was in rehab. I had a flying lesson Saturday morning
and planned to spend the rest of the day with my wife. I was scheduled to
board a plane to London Saturday evening and teach courses Monday
through Friday. So there was no way, not by Monday. John hadn’t given
me enough time, and I told him so.
Just before driving to the airport, I found John had sent me a Christmas
package of cheeses and ham. It included a card, thanking me for consider-
ing writing the foreword. Also, I received another email from John in
which he said he had begged his publisher for another day, so he could give
me until Tuesday. He sent me several other imploring emails, but I told
him that there was no reasonable chance, and that he should expect noth-
ing from me.
I drove to the airport, boarded the plane, slept through the flight, and
took a taxi to my favorite London hotel. I was wiped out by the travel and
played Minecraft in a stupor until I finally crashed. On Monday I taught
a full day, and then had to do some work on the SMC Compiler for Epi-
sode 30 of my Clean Code video series on http://cleancoders.com.
Foreword
xxiv Foreword
Today is Tuesday, December 9. It’s the second day of my class, and I
just started the students working on a two-hour exercise. I checked my
email and found that John had sent me another message with a simple
PDF of the whole book. Okay, that would make things easier. I could
just open that file and scroll up and down the book. Nice.
Note what I’m telling you: John did what was necessary. He
thought
about what I might need and want. He followed his original request
with inducements and helpful aids. He clearly spent a lot of time and
effort working to make my job easier, on the off-chance that it would
make it possible for me to write this foreword. Even after I’d declined
and told him it was almost certainly impossible, he continued to find
ways to induce and aid me. He didn’t give up. He didn’t back down. As
long as there was a chance, he continued to search for a way.
And
that
is what this book is about. It’s about getting to success. It’s
about the habits and strategies, procedures and mindsets, and tricks
and hacks that you can use to push yourself ever closer to success.
John’s actions toward me, after his original request, are an example,
and he is an exemplar, of what he has written in this book.
So, with two hours to kill while the students did their exercise, I
cracked the PDF open and began to read. Whoa! Look at the topics!
He talks about physical fitness. He talks about options trading. He
talks about real estate. He talks about spiritual balance. He talks about
quitting your job, starting a consulting business, joining a startup,
building a product, climbing the corporate ladder, marketing yourself,
and the list goes on…
Knowing I’d never be able to read the entire book in two hours, and
that I wasn’t going to write the foreword anyway, I read and skimmed,
and read and skimmed again. But as I did, I started to get the feeling
that John had a message and that it was a good one! It was a holistic
message, one that every software developer (and everybody else, for
that matter) ought to hear.
Do you know how to write a resume? Do you know how to negotiate
your salary? Do you know how to set your rates as an independent
consultant? Do you know how to weigh the risks of quitting your job
Foreword xxv
to become a contractor? Do you understand how to get funding for a
startup? Do you understand the cost of watching TV? (Yes, you read
that right.)
These are the things this book talks about, and can teach you. They’re
things you need to know. I haven’t read the whole book, but I’ve read
in
the book and skimmed a lot of it, and that was enough, because here
I am, writing this foreword, after all. My conclusion is that if you’re a
young software developer trying to find your way in this complex
industry, then you’re holding a book that will give you a lot of insight
and good advice.
John figured out a way to get me to write this foreword, despite a
bumpy beginning, an impossible schedule, and the overall difficulty of
the situation. He applied the principles that he writes about in this
book, and, once again, gained success!
ROBERT C. MARTIN (UNCLE BOB)
UNCLE BOB CONSULTING LLC
xxvi
Preface
I’d love to be able to give you a fantastic story about how I came to write
this book. I’d like to tell you that I was meditating in the desert when an
eagle flew down, landed on my shoulder, and whispered in my ear, “You
must write a book about soft skills for software developers.” I’d like to tell
you that the book came to me in a dream; that I was awakened by a vision
of the outline of the book in the middle of the night and that I started
frantically writing chapters, trying to capture what I had seen.
But the truth is that I wrote the book because I felt that I had to.
Throughout my life as a software developer, I’ve been on many different
journeys. I’ve taken some right paths, some wrong paths, and some paths
that I’m still not sure about. Along the way, I haven’t had much help or
guidance. I’ve never felt like there was someone who had cut a trail for
me that I could follow. I’ve never felt like there was someone who could
show me how to be the most successful software developer I could be—
not just in writing code—but in life in general.
Sure, there have been plenty of people who have influenced my life, and
plenty of people who’ve taught me all kinds of things about software
development and more. I certainly owe what I’ve accomplished in life, in
part, to those people. But I’ve never found a single person or guide that
condensed all this information into one place. Things like
❂Not only how to manage my career, but how to make the right choices
about my career
Preface xxvii
❂How to learn in a better and more efficient way and how to be as
productive as possible, and what to do when I feel unmotivated and
discouraged
❂The basics of finance, physical and mental health, and how all those
things affect me in my role as a software developer and as a person
living on this planet.
I wrote this book because I wanted to provide that guide—or at least to
do the best job I could of providing it with what I’ve learned from my
personal experience and from the experiences of other successful soft-
ware developers, financial experts, fitness gurus, and motivational
speakers that I’ve had the pleasure of meeting and interacting with. I
wrote this book because I felt that it would be a waste to not share
what I have learned and what I have experienced.
I wrote this book, for you
…to make your journey a little easier
…to help you become a better version of yourself
…and, most importantly, to help you not feel so alone in your journey
through life as a software developer.
Did reading this make you feel inspired?
Good. Let’s begin the journey!
xxviii
If I have seen further than others, it is by standing upon
the shoulders of giants.
—Isaac Newton
Few books are written without the help of many people. Certainly, no
books are published and distributed without the help of a whole lot of
people. This book is no different, so I’d like to take a moment to thank the
“giants” in my life.
First, I want to thank all the people who’ve positively impacted my life
and have helped me become the person I am today—and who have
helped me realize that I still have a long way to go.
I’d like to thank my coworkers and bosses, throughout my career, who’ve
challenged me, mentored me, given me enough rope to hang myself, and
have helped me cut down the rope before something truly bad happened.
There are too many of you to name, but you know who you are.
I’d like to thank the authors of the many books I’ve read who have made
me a better person and given me new perspectives in life. Again, too
many to name, but if I was hard pressed to name a few, Robert C. Martin
(Uncle Bob), Steven Pressfield, and Dale Carnegie come to mind as some
of the most influential authors I’ve read.
So I am especially grateful and honored that Robert C. Martin found the
time in his busy schedule to contribute a foreword to my book, even
though I asked him way too late. I am also thrilled that Scott Hanselman
penned a second foreword, also at the last minute, and that he shares
Acknowledgments
Acknowledgments xxix
many of my views on the soft skills developers need. My sincere thanks
to both of them for endorsing my book.
I’d like to give a special thanks to my family—especially my wife
Heather and my daughter Sophia—who had to deal with my mood
swings, my over-commitment of time, and the overall craziness of writ-
ing a book. My wife was also my proofreader who read every chapter
and corrected it before it was sent to the editor—making me look a lot
smarter than I am.
I’d also like to thank my dad, Sahin, who taught me the value of hard
work, without which this book would have never been written in the
first place, and there’d be nothing to write about anyway!
And I can’t forget my mom, Laura, who, more than anyone else, taught
me to believe in myself, regardless of what anyone else says—an indis-
pensable quality for an entrepreneur.
I’d also like to thank Derick Bailey, Josh Earl, and Charles Max Wood,
also known as the Entreprogrammers (http://entreprogrammers.com),
who are part of my weekly mastermind group and have encouraged,
motivated, inspired, and challenged me at every step of writing this book.
Of course, I need to thank everyone at Manning Publications, without
whom this book wouldn’t have been published—or perhaps it would
have been published in some completely unrecognizable form.
First, Marjan Bace, the publisher of Manning, who had the foresight to
realize that a book of this kind was exactly what software developers
needed.
Next, I’d like to thank my editor, Robin de Jongh, who brought me
into the Manning fold, helped me come up with the concept for
Soft
Skills,
and provided support and encouragement during the process of
writing the book.
I’d like also like to thank my development editor, Cynthia Kane, who
reviewed the earliest versions of the manuscript and provided invalu-
able feedback and advice in a way that made me feel more inspired to
keep writing, rather than discouraged.
xxx Acknowledgments
Thanks to Candace Gillhoolley, who did an excellent job of marketing
the book and who taught me a few tricks about marketing that I’ll be
using in the future.
A big thanks to Jodie Allen and Mary Piergies, who had the difficult
job of coordinating everything that went along with getting this book
through production, and again to Jodie for copyediting the entire
manuscript.
Another big thanks to Rebecca Rinehart for coordinating the MEAP
(Manning Early Access Program) release of Soft Skills and for dealing
with my extreme pickiness regarding the cover of the book, although in
the end Manning conducted a survey of customers who had pre-
ordered the book and let them choose the final cover, which features
one of the historical figures typical of so many Manning books.
Thanks also to graphic artist Višeslav Radovic
'
, who perfectly illus-
trated the visuals I tried to convey in the book. And a thank you to all
the other staff at Manning who made this book possible.
Special thanks to the reviewers who read the manuscript in its early
drafts and whose comments helped to improve the book: Heather
Campbell, Ionel Condor, Luke Greenleaf, Robert Hanson, Rebecca
Jones, Anita Lugomer, Matthew Margolis, Javier Muñoz Mellid,
Edward G. Prentice, Alvin Scudder, Craig Smith, David Stanek, Lou-
rens Steyn, and Jerry Tan.
Finally, I’d like to thank the Simple Programmer audience. Many of
you have contributed by asking questions, providing feedback, and
inspiring and encouraging me in everything I do.
xxxi
Hey, I’m glad you picked up this book, but you’re probably wondering
what it’s about. What the heck is a “software developer’s life manual” any-
way? That’s an excellent question, and I’ll try to answer it here—briefly.
Think of it this way: there are a lot of good books out there that will teach
you how to write better code, learn a new technology, or do things like
work on a team or run a software project. You might even find some books
that talk about your career and how to improve it, or simply how to pass
interview questions. But have you ever found a book that told you how to
become a better version of the software developer you already are?
Have you ever found a book that told you not only how to get a better job
and make more money, but what to do with that money and how to even-
tually leave that job to become an entrepreneur—if you so desire?
Have you ever found a book that told you the steps to successfully build a
reputation for yourself in the software development industry and at the
same time taught you how to become stronger and healthier physically,
mentally, and spiritually?
I haven’t either, so that’s why I decided to write a book about all that
…and more.
Regardless of who you are, this book is written for
you
. And I don’t say
that lightly. There are chapters in this book that cover everything from
hacking the interview process and crafting a killer resume, to creating a
wildly successful blog and building your own personal brand, to being
extremely productive and learning how to deal with burnout, and even
investing in real estate and losing weight.
About This Book
xxxii About This Book
And you’ll also find an entire section dedicated to my special technique
for learning things quickly—the same one I used to create over 55
online courses in less than two years for the online training company
Pluralsight.
Seriously, no matter who you are, or where you are in your software
development career, there’s something in this book for you. There is
even a chapter devoted to meeting that special person—you know what
I mean!
Chapter 1 will tell you more about what you’ll find in the book and
how it’s organized, but before you get into it, I want to point to a few
online resources that might be helpful to you as you read the book.
You’ll find links to useful websites sprinkled throughout the chapters,
but below are a few staples you’re sure to find useful.
Online Resources
❂The Simple Programmer Blog: http://simpleprogrammer.com
Here you’ll find a huge collection of blog posts that have to do with
many of the topics in this book. It’s also the best way to get in contact
with me and find other valuable information that I post for free on a
weekly basis. (While you’re there, make sure you sign up for my email
list and you’ll get all kinds of freebies and other good stuff that I pro-
duce each week.)
❂My YouTube channel: http://youtube.com/jsonmez
Here I post videos about many of the topics you’ll find in this book—
and it’s all for free. If you’re interested in learning about a topic I cover
in this book, try doing a search on my YouTube channel—there’s a
good chance you’ll find a video I did on it.
❂How to Market Yourself as a Software Developer Course: http://
devcareerboost.com/m
If you’re interested in the section in this book on marketing yourself, go
to this site to buy the full course that goes into detail about building a
personal brand and making a name for yourself in the software develop-
ment industry. This is the most popular thing I’ve ever produced, by far.
About This Book xxxiii
I’ll even give you a special discount because you purchased this book.
Use the code SOFTSKILLS to get $100 off the complete package.
❂10 Steps to Learn Anything Quickly Course: http://simpleprogrammer
.com/ss-10steps
This is another in-depth course that goes into detail about what I teach
you in the Learning section of this book. If you enjoy that section and
want a little more in-depth treatment of the subject, check out the
course to find out more.
❂Entreprogrammers: http://entreprogrammers.com
If you’re interested in becoming an entrepreneur or starting your own
business, check out this free, weekly podcast that I prepare with three
other developers/entrepreneurs (developerneurs).
❂Get Up and CODE: http://getupandcode.com
Finally, if the Fitness section appeals to you, you’ll probably enjoy this
free podcast I produced about fitness for software developers and IT
professionals.
Author Online
Purchase of Soft
Skills includes free access to a private web forum run
by Manning Publications where you can make comments about the
book, ask questions, and receive help and feedback from the author
and other users. To access the forum and subscribe to it, point your
web browser to www.manning.com/SoftSkills.
This page provides information on how to get on the forum once you’re
registered, what kind of help is available, and the rules of conduct on
the forum. The Author Online forum and the archives of previous dis-
cussions will be accessible from the publisher’s website as long as the
book is in print.
xxxiv
John Sonmez is the founder of Simple Programmer
(http://simpleprogrammer.com), where he tirelessly
pursues his vision of transforming complex issues into
simple solutions. He has published over 50 courses on
topics such as iOS, Android, .NET, Java, and game
development for the online developer training
resource Pluralsight. He also hosts the Get Up and
CODE podcast, where he talks about fitness for pro-
grammers (http://getupandcode.com), and the Entre-
programmers podcast, where he and three other developers/entrepre-
neurs share their real stories of building their online businesses (http://
entreprogrammers.com).
John is a life coach for software developers, and helps software engi-
neers, programmers, and other technical professionals boost their careers
and live a more fulfilled life. He empowers them to accomplish their goals
by making the complex simple.
About the Author
1
1
Why this book is unlike
any book you’ve ever read
Most software development books are about…software development—
this one isn’t. There are plenty of books out there about writing good
code and using various technologies, but I’ve been hard-pressed to find a
book that told me how to be a good software developer.
When I say “good software developer,” I’m not talking about being good
at writing code, solving problems, or hacking out unit tests. Instead, I’m
talking about being a good software developer in terms of managing your
career, reaching your goals, and enjoying your life. Sure, all those other
skills are important, but I’m going to assume that you can go elsewhere to
figure out how to implement a good sorting algorithm in C++ or write the
kind of code that doesn’t make the next person who maintains it want to
run you over with their car.
This book isn’t about what you can do. This book is about…you. That’s
right. It’s about your career, your life, your body, your mind, and—if you
believe there is such a thing—your soul. Now, I don’t want you to think
I’m some kind of lunatic. I’m not a transcendentalist monk sitting on the
floor meditating while smoking Peyote leaves, trying to help you ascend
to a higher state of consciousness. On the contrary, I think you’ll find I’m
a pretty down-to-earth kind of guy who just happens to think that being a
software developer is about a whole lot more than writing code.
I embrace a holistic approach to software development. This means that I
think that if you want to be a better software developer—a better
2CHAPTER 1 Why this book is unlike any book you’ve ever read
anything, really—you need to focus on the entire person, not just one
or two areas of your life.
That’s both where this book came from and what it’s designed to do.
Now, obviously I can’t cover everything there is to cover about life in
this short book—nor would I have the experience or wisdom to tackle
such a broad subject—but what I can do with this book is focus on the
main areas of a software developer’s life that I have some experience
and expertise in and that will probably benefit you the most.
In the pages of this book you’ll find quite a few seemingly unrelated
topics strung together, but there is some semblance of reasoning behind
this madness. This book is divided into seven sections, each focusing on
a different aspect of your life as a software developer. If you wanted to
categorize and group these sections it would be easiest to look at them
as career, mind, body, and spirit.
We’ll start off by talking about your career, because I feel that this is
one of the most important areas to focus on for most software develop-
ers. I’ve found that very few software developers really give much
thought to actively managing their career. In section 1, “Career,” I’m
going to help remedy that problem—at least in your case—as I teach
you exactly how you can actively manage your career to reach the out-
come you’re looking for, whether that may be climbing the corporate
ladder, starting your own consulting business, or even becoming an
entrepreneur and creating your own product. I’ve done all three, and
I’ve interviewed countless software developers who have as well, so
you’ll learn from our collective mistakes and avoiding some of the black
eyes we got along the way. I’ll also cover some important skills you
need to have regardless of your career goal, like creating an eye-
catching resume, mastering interviews, working remotely, and getting
those good ol’ people skills everyone is talking about these days.
In section 2, “Marketing yourself”, we’ll touch on a topic that’s near
and dear to my own heart—selling yourself. “Marketing”—how does
that word make you feel? Most software developers get uncomfortable
and possibly a bit queasy when I mention the word, but by the end of
this section, you’ll get a whole new appreciation for the word and
3
understand why it’s so important. Everyone is a salesperson; some of
us just do a lousy job of selling. In this section, I’ll help you learn how
to become a better salesperson and to know exactly what it is you’re
selling. This won’t involve any slimy tactic or sending spam mail offer-
ing get-rich-quick schemes. Instead, it will contain practical advice
about how to build a personal brand, how to create a successful blog,
and how to get your name out there by speaking, teaching, writing,
and a whole bunch of other ways you’ve probably never even consid-
ered. With these skills in place, you’ll be able to take what you learned
from section 1 and multiply it to achieve an even greater result.
With the career stuff out of the way, it will be time to transition into the
realm of your mind, when we get to section 3, “Learning.” Learning is a
critical part of any software developer’s life. I probably don’t need to
tell you that one of the most common things a software developer or
any IT professional does is learn. Learning how to learn, or rather how
to teach yourself, is one of the most valuable skills you can acquire,
because the skill of self-teaching is a skill that literally enables you to
do just about anything you can imagine. Unfortunately, most of the
educational systems we’ve had forced upon us while growing up are
broken, because they rely on a false premise that says you must have a
teacher to learn and that learning only flows in one direction. I’m not
saying teachers or mentors aren’t important, but in this section, I’ll
show you how to first rely on your own abilities and common sense
mixed with a little courage and curiosity to achieve a greater result
than you can by listening to a boring lecture and furiously scribbling
down notes. I’ll take you through the 10-step self-learning process I
developed over my career and the same process that helped me learn
everything I needed to know in record time to produce over 50 com-
plete online developer training courses in just over two years for an
online training company, Pluralsight. I’ll also cover some critical topics
like finding a good mentor, being a mentor, and whether or not you
need a traditional education and degree to be successful.
Continuing with the theme of mind, section 4, “Productivity,” is all
about—you guessed it—being more productive. This section is designed
to kick you in the behind and put your butt in gear. Productivity is a
4CHAPTER 1 Why this book is unlike any book you’ve ever read
great struggle for many software developers and it’s one of the single
biggest things that hold you back from being as successful as you can
be. You can have everything else fine-tuned in your life, but if you don’t
know how to overcome the hurdles of procrastination, disorganization,
and just plain laziness, you’ll have a hard time getting out of first gear.
I’ve done my fair share of gear-grinding, but I eventually figured out a
system that has me cruising down the highway at top speed. In this sec-
tion, I’ll share that system with you. I’ll also tackle some difficult topics
like burnout, watching too much TV, and finding motivation to dig in
and do some plain old-fashioned hard work.
In section 5, “Financial,” we’ll handle one more mental topic that often
gets completely ignored, personal finance. You can be the most suc-
cessful software developer in the world, but if you can’t effectively
manage all that money you’re making, some day you might end up on a
street corner holding up a sign that says “Will code for food.” In this
section, I’ll take you on a wild ride through the world of economics and
personal finance and give you the basics you need to know to be able to
make smart financial decisions and actually start planning out your
financial future. I’m not a financial planner or professional stock trader,
but in addition to being a software developer, I’ve been a professional
real estate investor since I was 18, so I have a pretty good idea of what
I’m talking about. We won’t go too far into this topic, because the topic
is deep enough to fill volumes of books, but I’ll teach you the basics of
managing your income, how the stock market really works, how to do
real estate investing, and avoiding debt. As an additional bonus, I’ll
share with you my story and how I used these principles to effectively
retire at the age of 33 without hitting it big selling a startup. (It’s really
not that hard and just about anyone can do it.)
Now we get to the fun part and work on your body. Are you ready for
boot camp? In section 6, “Fitness,” I’ll teach you everything you need
to know about how to lose fat, gain muscle, and get in shape. Most soft-
ware developers I know are overweight, have poor health, and feel
powerless to do anything about it. Well, knowledge is power, and as a
software developer who has competed in bodybuilding competitions
and hosted a podcast about fitness for programmers, I’m excited to
5
share what I’ve learned to equip you with the knowledge you need to
finally take control of your life. In this section, I’ll take you through the
basics of diet and nutrition and explain how what you eat affects your
body. I’ll also show you how to set up a successful fitness plan and diet
to lose weight, gain muscle, or do both. I’ll even cover some tech-spe-
cific topics like standing desks and fitness gear for geeks.
Finally, in section 7, “Spirit,” we’ll head into the metaphysical world
and look for the illusive “ghost in the machine.” Even though the title is
“Spirit,” don’t let this section fool you; I’ll give you some real, practical
advice about topics that affect your emotional state and attitude. I sup-
pose you could call this the self-help section of the book—although I’m
not particularly fond of that phrase. In this section, I’ll focus mainly on
helping you rewire your brain to create the positive attitude necessary
for success. We’ll also briefly cover love and relationships, because this
area is a difficult one for many of those who excel in technology. I’ll
also give you my personal success book list: a list of books I’ve com-
piled over the years by simply asking every famous or hypersuccessful
person I’ve ever met to tell me the one book they’d recommend every-
one read.
So go ahead and make yourself comfortable, give your analytical mind
the day off for a change, and get ready to dive into a quite different
book about software development.
6CHAPTER 1 Why this book is unlike any book you’ve ever read
Section 1
Career
The biggest mistake that you can make is to believe that
you are working for somebody else. Job security is
gone. The driving force of a career must come from the
individual. Remember: Jobs are owned by the company,
you own your career!
—Earl Nightingale
ew software developers actively manage their careers. But the most
successful developers don’t arrive at success by chance. They have a
goal in mind and they create a solid and well-thought-out plan to
achieve that goal. If you really want to succeed in the competitive
world of software development, you need to do more than just polish
your resume and take whatever job you happen to get. You need to
think things through and decide what actions you should take, when
you should take them, and how you should go forward with them.
In this section, I’ll take you through the process of deciding what you
want to get out of your software development career and out how to
get it.
8CHAPTER
9
2
Getting started with a
“BANG!”: Don’t do what
everyone else does
Imagine sitting in a field in the middle of summer enjoying a nice fire-
works show. All around you screaming rockets burst into explosions of
blue, red, purple, and yellow. You watch as one particular rocket soars
high up into the sky and then…nothing. No bang, no explosion, just a fiz-
zle. Which firework do you want your software development career to be
like? The one that explodes high in the air with a loud bang, or the one
that reaches altitude and then quietly falls back to the ground?
Having a business mindset
Most software developers starting out in their careers make a few huge
mistakes. The biggest of those mistakes, by far, is not treating their soft-
ware development career as a business. Don’t be fooled; when you set out
into the world to write code for a living, you’re no different than the black-
smith of old times setting up shop in a medieval town. Times may have
changed, and most of us work for a company, but our skills and our trade
belong to us and we can always choose to set up shop somewhere else.
This kind of mindset is crucial to managing your career, because when you
start to think of yourself as a business, you start to make good business
decisions. When you’re used to getting a regular paycheck that isn’t really
dependent on your performance, it can be easy to develop a mindset that
10 CHAPTER 2 Getting started with a “BANG!”: Don’t do what everyone else does
you’re just an employee of a company. While it’s true that you may be
an employee of a particular company at any given time in your career,
it’s important to not let that particular role define you and your career.
It’s better to think of an employer as a customer for your business of
developing software. Sure, you might only have a single customer, and
all of your revenue may be coming from that single customer, but view-
ing the relationship this way moves you from a position of powerless-
ness and dependency to one of autonomy and self-direction. (In fact,
many “real” companies have one big client that makes up a majority of
their revenue.)
TIP This is the first thing you must do in your career: switch your
mindset from that of an indentured servant to a business person who
is running their own business. Just having this mindset at the start
will change the way you think about your career and cause you to be
mindful and present in the active management of it.
How to think like a business
Now, just thinking of yourself as a business doesn’t really do you much
good. You have to understand what it is to think in this fashion if you
want to get any benefit from it. Let’s talk about how to think about
yourself as a business and what exactly that means.
We can start off by thinking about what makes up a business. Most
businesses need a few things to be successful. First, you need to have a
product or a service. A business without something to offer doesn’t
have a way to make money, because they have nothing to sell. What do
you have to sell? What is your product or service?
You may very well have an actual digital product to sell as a software
developer—we’ll talk about that in chapter 13—but most software
developers are selling the service of developing software. Developing
software is a wide term that can cover a variety of different activities
and individual services, but in general, software developers are selling
their ability to take an idea and make it into a digitized reality.
NOTE The service you provide is to create software.
How to think like a business 11
Just thinking about what you offer as a business in this way has a pro-
found impact on how you view your career. Businesses are constantly
revising their products and improving them. You should too. The ser-
vice you provide as a software developer has a tangible value, and it’s
your job to communicate not only what that value is, but what makes it
different than the offerings of thousands of other software developers
out there.
That brings us to marketing, which we’ll cover more extensively in the
next section. It’s important to at least realize that having a product or
service by itself is not enough. You’ve actually got to be able to let
potential customers know about that product or service if you want to
make any money. Companies all over the world realize this key truth
about business and that’s why they spend so much money and effort on
marketing. As a software developer offering your service, you also
have to be concerned with marketing. The better you market your
offerings, the higher price you’ll be able to charge for your services and
the more customers you’ll potentially be able to attract.
You can imagine that most software developers starting out don’t think
about their careers in this way. Instead of starting out with a bang, they
enter the scene with a barely audible pop. So don’t do what they do.
Instead
❂Focus on what service you’re providing and how to market that
service.
❂Think about ways you can improve your offering.
❂Think about how you can specialize the service you’re providing to
serve the needs of a particular type of client or industry.
❂Focus on being a specialist who provides a very specialized set of
services to a very particular type of client. (Remember, as a software
developer looking for a good job, you only really need to land one
client.)
Also think about how best to spread the word about your service and
find your customers. Most software developers create a resume and
12 CHAPTER 2 Getting started with a “BANG!”: Don’t do what everyone else does
blast it out to companies and recruiters. But, when you think about
your career as a business, do you really think that is the best and only
way to prospect potential clients? Of course not. Most successful com-
panies figure out how to get customers to come to them to buy their
products or services; they don’t go out chasing customers one by one.
You can do the same thing by making yourself a more marketable soft-
ware developer through many of the techniques we’ll discuss in
section 2 of this book. Even without getting into the specifics, the
point is to think outside of the box and start thinking like a business.
What is the best way you can attract customers and how can you tell
them about the service you have to offer? If you can answer this sim-
ple question, you’ll start off your career with a bang.
Taking action
❂Think about a business that has a product or service they offer. How do they dif-
ferentiate and advertise that product or service?
❂If you had to describe the specific service you can provide a perspective
employer or client in a single sentence, what would it be?
❂How does treating your career like a business affect the way you
❂Do your work
❂Handle finances
❂Look for a job or new clients
13
3
Thinking about the future:
What are your goals?
Now that you’re thinking about your software development career as a
business, it’s time to start defining the goals you have for this business.
Not everyone is alike. You might have a very different set of goals for
your career than I do, but if you’re ever going to achieve any of those
goals, you have to know what they are. This is, of course, easier said than
done. I’ve found that most people, software developers included, drift
through life without really having a concrete realization of what their
goals are or what they’re trying to accomplish in life. This is the natural
state of most human beings. We don’t tend to give enough thought to
what to focus on and as a result our steps lack purpose or direction.
Think about sailing a ship across the ocean. You can get into a ship and
raise your sails, like most people do. But if you don’t have a clear destina-
tion picked out and you don’t take steps to steer the ship in that direction,
you’ll just drift aimlessly at sea. Perhaps you’ll end up sailing your ship by
chance to an island or other land mass, but you’ll never really make any
solid progress until you define where you want to go. Once you know
your destination, you can use all of the tools at your disposal to actively
steer the ship in the direction that will take you there.
It seems pretty obvious, yet so few software developers ever define goals
for their career—why? I can only guess, but I’d say that most software
developers are afraid of committing to a long-term vision for their career.
They want to leave all options open to them because they’re afraid of
14 CHAPTER 3 Thinking about the future: What are your goals?
choosing one path and going down that path. What if it’s the wrong path?
What if I don’t like where it takes me? These are scary questions indeed.
Some developers haven’t even given it much thought at all. Left to our
own devices, we tend to follow the path that’s laid out for us. It’s a much
more difficult job to create our own path, so we just don’t do it. Instead,
we take the first job we get an offer for and stay at that job until a better
opportunity comes along or we get fired—I mean “laid off.”
Whatever your reason may be for not defining goals for your career,
now is the time to do it. Not tomorrow, not next week, but right now.
Every step you take without a clear direction is a wasted step. Don’t
randomly walk through life without a purpose for your career.
How to set goals
Okay, so now that I’ve convinced you that you need to set goals, how
do you do it? It’s easiest to start out with a big goal in mind and then
create smaller goals along the way that will help you get to the bigger
goal. A big goal is usually not very specific, because it’s hard to clearly
define something that’s potentially very far off. But, that’s okay. You
don’t have to be specific when you define a big, far-off goal. Your big
goal has to be specific enough to give you a clear direction in which to
travel. Going back to the ship analogy, if I want to sail to China, I don’t
have to know the exact latitude and longitude of the port I want to get
to right away. I can get in my ship and start heading in the direction of
China, and when I get closer, I can always get more specific. All I need
to know to get started out is whether I’m getting closer to China or fur-
ther from it.
Your big goal should be something not too specific, but clear enough
that you can know if you’re steering toward it or not. Think about what
you want to ultimately do with your career. Do you want to become a
manager or executive at a company? Do you want to go out and start
your own software development business some day? Do you want to
become an entrepreneur creating your own product and bringing it to
market? For me, my goal was always to eventually be able to get out on
my own and work for myself.
How to set goals 15
It’s really up to you to define what your big goal is. What do you want
to get out of your career? Where would you like to see yourself in 5 or
10 years? Go ahead and spend some time thinking about this—it’s
really important.
Once you’ve figured out what your big, far-off goal is, the next step is to
chart a course to get there by making smaller goals along the way. Some-
times it helps to think backwards from your big goal to your present sit-
uation. If you had already achieved your big goal, what would have been
some of the milestones along the way? What path could you imagine
tracing backwards from your big goal to your present situation?
At one time, I had a big goal of losing
about 100 pounds of weight. I had let
myself get out of shape and I wanted
to get back on track. I set for myself
smaller goals of losing 5 pounds
every two weeks. Every two weeks
that I was able to reach my smaller
goal, it moved me forward toward my
big goal.
If you can make small goals that gradually
move you forward in the direction toward your bigger
goals, you’ll eventually reach your destination. It’s
important to have various sizes of goals that lead
you in the direction of your big goal. For example,
you might have a yearly goal of reading so many
technical books or learning a new programming lan-
guage. That yearly goal might be a smaller goal that
will lead you toward your bigger goal of becoming
a senior-level developer. But that yearly goal might
be broken up into smaller goals of reading a single book each month or
making some defined amount of progress each day.
The smaller goals keep you on track and motivated so that you keep
heading in the direction of your bigger goals. If you set out to
Steps for
setting goals
16 CHAPTER 3 Thinking about the future: What are your goals?
accomplish a big goal and don’t have smaller goals along the way, you
don’t end up having time to course-correct when you’re off track.
Smaller goals also give you frequent rewards that help motivate you.
Small victories each day and each week help us feel like we’re making
progress and accomplishing things, which makes us feel good about
ourselves and helps us keep moving forward. Smaller goals also don’t
seem as daunting as a big goal.
Consider writing this book. Right now I have a goal for writing so
much of this book each day and each week. I’m not trying to tackle the
huge goal of writing the entire book, but instead I’m looking at it from
the perspective of what my goal is for each day, knowing that by doing
what I need to do each day, I’ll eventually reach my big goal of com-
pleting the entire book.
If you haven’t given much time to think about your future and you
don’t have at least one clear and definite goal you’re aiming toward, put
down this book and define some goals for yourself. It’s not easy, but
you’ll be glad you did it. Don’t be a ship floating aimlessly in the ocean.
Chart a course before you set sail.
Tracking your goals
Periodically, you should track and update the goals you have set for
yourself—and adjust them if necessary. You don’t want to travel miles
off course before you discover your mistake, and you probably don’t
want to travel far down a path that turns out to be the wrong one, either.
I’d recommend setting regular intervals for checking up on your goals.
This will help you to make adjustments when needed and keep you
accountable. You might want to review the goals you set for each week
at the end of that week before you plan out the next week. The same
goes for every month, quarter, and year.
It can be helpful to reflect on what you accomplished during small and
large time periods so that you can figure out if you’re making the right
amount of progress or you need to make some kind of adjustment.
Tracking your goals 17
Taking action
❂Sit down and write out at least one major goal for your career.
❂Break down that major goal into smaller goals that correspond to
❂Months
❂Weeks
❂Days
❂Write down your major goal where you can see it each day to remind you of what
you’re striving for.
18
4
People skills: You need them
more than you think
To some degree this book is all about people skills or “soft skills.” As
someone reading this book, you’re probably at least somewhat aware of
their importance in your life and your career. But in this chapter, I want
to dive in a little deeper and talk about why people skills are so important
and some of the things you can do to acquire them.
Leave me alone, I just want to write code!
I used to be under the impression that the job of a software developer was
just to write code. I know I’m not alone in having been guilty of thinking
that way.
The fact is that a majority of our time in the software development field is
spent dealing with people, not with computers. Even the code we write is
written first for human consumption and only secondarily for the com-
puter to understand. If that were not the case, we’d all be directly writing
our code as machine language—1s and 0s. If you want to be a good soft-
ware developer, you have to learn to deal effectively with people (even if
writing code is the part of your job you enjoy the most).
Think about how much of your time at your job is actually spent interact-
ing with people and you immediately begin to see the value of improving
your interactions with them. When you sit down to do you work in the
morning, what is one of the first things you do? That’s right, check email.
And who sends you email? Is it computers? Does your code send you an
email asking you to finish it or to make it better? No. People do.
Learning how to deal with people 19
Do you go to meetings during the day? Do you converse with cowork-
ers about problems you’re working on and strategize on how to solve
them? When you do finally sit down to code, what do you code?
Where do the requirements come from?
If you think your job is to write code, you had better think again. Your
job as a software developer, and in just about any profession, is to deal
with people.
Learning how to deal with people
Many excellent books have been written on the subject of dealing with
people, and I’ll give you my personal list of what I think are the best
ones in section 7, so I’m not going to attempt to cover everything there
is to know on the subject in this short chapter. But I do want to cover
some of the basic concepts you should know that will perhaps give you
the best bang for your buck. I’ll borrow heavily from one of my all-time
favorite books on the subject, How to Win Friends and Influence People by
Dale Carnegie (Gallery Books, Reprint, 1998).
Everyone wants to feel important
Perhaps one of the most important concepts you should know when
dealing with people is that, at their core, every single person wants to
feel important. It’s one of the deepest and most desperate desires of the
human race and the primary motivation for most great achievements in
society and life.
Every time you interact with another person, you should remember
and be aware of how you’re affecting this basic human need. If you
belittle or make a person and their accomplishments feel diminished in
some way, fully expect them to react with the ferocity and desperation
of a person whose oxygen supply has been cut off.
It’s very easy to make the mistake of quickly dismissing a coworker’s
idea so that you can present your own, but when you commit this
grievous error in judgment, you’ll often find them deaf to your own
ideas because you’ve made them feel unimportant. If you want people
to accept your ideas and think them valuable, you have to extend the
20 CHAPTER 4 People skills: You need them more than you think
same courtesy first. You can never win a person’s heart if you do not
leave their pride intact.
Never criticize
By token of this first concept, you should immediately be able to realize
that criticism will rarely be a tool that will achieve your intended result.
I used to be a big criticizer. I used to think that punishment was a much
more effective motivator than rewards, but I was completely wrong.
Time and time again, studies have shown that rewarding a positive
behavior is much more effective than punishing a negative behavior. If
you’re in a position of leadership or management, this is an especially
important principle to observe. You have to learn to bite your tongue
and only speak words of encouragement if you want to inspire people
to perform their best or you want to effect change.
Perhaps you’re currently working for a boss or have worked for a boss
who lacks the understanding of this principle and responds to all faults
with outright and harsh criticism. How does it make you feel? Does it
make you feel motivated to do a better job? Do not expect others to
react in a much different way. If you want to motivate and inspire, use
praise instead of criticism.
Think about what the other person wants
The key to successfully dealing with people is to stop thinking in terms
of you and what you want and start thinking in terms of what is impor-
tant to the other person and what she wants. By shifting your mindset
in this way, you’ll avoid making another person feel less important and
you’ll be less likely to criticize her. A person who is handled in this
manner is much more likely to deal with you in a favorable way and see
your ideas as valuable.
When you first enter a dialog with a coworker or boss, try to shift your
focus from you to them. Try thinking about things from their perspec-
tive. What is it you think they’re trying to get out of this conversation?
What is it that’s important to them? Listen attentively and then when
it’s your time to talk, phrase your dialog in ways that appeal to the
desires of the other person. (In fact, rehearse this scenario in advance.
Be prepared ahead of time for how the conversation will go.)
Learning how to deal with people 21
It does no good telling your boss why you would like to implement a
feature a certain way. It’s much better to phrase the suggestion from
the frame of mind of why implementing a feature the way you suggest
will be useful to your boss. Perhaps it will cause the software to be
more stable or more likely to be shipped on time.
Avoiding arguments
As software developers, we sometimes tend to think that all people
think about things from a logical perspective. It’s easy to fall into the
trap of falsely believing that solid reasoning is enough to compel
another person to accept your way of thinking.
The truth of the matter is that even though we like to pride ourselves
on our intellectual prowess, we’re all very emotional creatures. We’re
like little babies who are walking around wearing suits and ties and
pretending to be all grown up. A slight or injury is just as likely to
cause us to cry or throw a tantrum, but we’ve learned to control and
hide those emotions out of sight.
For this reason, it’s imperative to avoid arguments at all costs. Logic
and pure reason do little to convince a screaming toddler that it indeed
makes sense for him to go to sleep so that he’ll be well rested for the
day ahead, and it will do just about as much good in convincing a
slighted coworker that your way of doing things is best.
I have come to the conclusion that there is only one way
under high heaven to get the best of an argument—and
that is to avoid it. Avoid it as you would avoid
rattlesnakes and earthquakes.
Dale Carnegie, How to Win Friends and Influence People
If you have a disagreement about how something should be done, in
many cases your best course of action is to first determine whether or
not that particular point is a hill that’s worth dying on—especially if you
know it is for the other person involved. Any opportunity that you can
find to give up your side and admit that you’re wrong on a small matter
that doesn’t mean much to you, but perhaps a great deal to the other
22 CHAPTER 4 People skills: You need them more than you think
person, will win you unmeasurable respect with them and store up for
you future credit that can be redeemed when the tables are turned.
If you’ve never taken the time to work on your people skills, there’s no
better time than now to start. You’ll find your life much more enjoyable
when you learn how to interact and deal with others in a pleasant way,
and the benefits you’ll accrue from learning those skills now will be
lifelong and difficult to put a price on.
Landmine: Dealing with “poisonous” people
Sometimes, you’ll find that there are people who you just can’t get along with no mat-
ter what. Some people are just looking for opportunities to bring others down and
generally have a negative view of everything in life. I call these kinds of people caus-
tic, and you would do well to avoid them.
If you recognize someone as being caustic, don’t try to change them, and don’t try
to deal with them; just stay out of their way and limit your interactions as much as
possible. You can recognize the signs of a caustic person by the trail of destruction
they leave behind them. Some people seem to always be involved in some kind of
drama and have bad things happen to them. They often try to play themselves off as
the victim. If you recognize this pattern, run—run away as fast as you can.
But what can you do if this kind of person is your boss or a coworker you have to
interact with? Not much. You might either have to suck it up or you might have to
look into moving to a new department or even a new job. Whatever you do, don’t get
sucked into their trap. If you have to interact with them, do it in a minimal, nonemo-
tionally invested way.
Taking action
❂In a single day at your work, keep track of every encounter you have with another
human being. At the end of the day, count up how many interactions you had dur-
ing that day, including answering emails or phone calls.
❂Get a copy of the book How to Win Friends and Influence People by Dale Carne-
gie. The book is in public domain, so you can find it very cheap. Read it—more
than once.
❂The next time you’re being sucked into an argument, think about ways you can
turn it around. For an interesting test, try just giving in. In fact, don’t just give in,
but emphatically take your opponent’s side. The outcome of doing this may sur-
prise you.
23
5
Hacking the interview
Although resume writing is a skill you can delegate to someone else, inter-
viewing is something only you can do, so it’s a critical skill to master. It
can also be one of the most intimidating things you do when looking for a
new job. Interviews are somewhat unpredictable. You can’t know for sure
what questions you’re going to be asked and you might be asked to write
code on the spot—a scary proposition for many. But what if there was a
way to “hack” the interview so that it was basically a formality?
You might expect for me to go in-depth into the strategy for passing a
technical interview in this chapter, but instead I’m going to focus on
something much more important. I’m going to help you gain an advan-
tage that will make it so the cards are in your favor before you even get
into the interview. Skeptical? Read on.
The quickest way to “pass” an interview
Imagine this scenario: you walk into a job interview, shake the inter-
viewer’s hand, and as he looks at you, his face lights up with a moment of
recognition. “Hey, I know you. I recognize your picture from your blog.
I’ve read a lot of your blog posts.”
If that happens during an interview, what do you think your chances of
getting offered the job are? Now, I know what you’re probably thinking:
“Well, that’s great, but I don’t have a super popular blog, so it’s unlikely
any interviewer will have ever heard of me.” The key point is that con-
trary to popular belief, most interviewers decide to hire people based on
24 CHAPTER 5 Hacking the interview
all kinds of nontechnical factors. (I’ll actually show you how to make it
so you do have a popular blog in section 2, when I tell you about how
to market yourself, but for now, that isn’t the point.)
NOTE I’ve seen the most technically competent, yet arrogant and
unfriendly people lose out on a job to a much less skilled but likable
person.
Now, don’t get me wrong, I’m not saying you can get hired for a job by
representing skills you don’t have and just being famous or friendly,
but what I am saying is that there are many technically competent
developers applying for a single job, and the biggest factor that deter-
mines which one of them gets it isn’t technical aptitude.
To put it simply, the quickest way to pass an interview is to get the
interviewer to like you. There are many ways to go about doing this,
most of which can be done before the interview even starts.
How I got my last job
For the job I held before going out on my own, I determined ahead of
time that I wanted to work for this particular company because they
seemed like a very good company and they allowed their developers to
work from home. I spent some time researching the company and
found that some of the developers for that company maintained blogs. I
started following all of the blogs of the developers who worked for that
company and began putting thoughtful and relevant comments on
many of their blog posts.
Over time, many of the developers working at that company began to
recognize my name and started to know who I was based on my com-
ments on their blog. Some of them even started reading my blog.
The next time that company was hiring for a developer and I applied,
how hard do you think it was for me to get the job? I still did an inter-
view, but as long as I didn’t completely blow it, I was pretty much a
shoe-in for getting an offer (and a much higher one than I would have
gotten if I had not gone about applying for the job in the way I did).
Thinking outside of the box and building rapport 25
Thinking outside of the box and building rapport
The key to “hacking” the interview
is to start thinking about a strategy
for the interview before the inter-
view starts. Sure, it’s possible to be
absolutely charming during an
interview and sweep your inter-
viewer off their feet. But, I’m
going to assume that most of us
don’t have that kind of charisma. If
you do, you probably don’t need to
read this chapter at all.
A majority of job hires come from
personal referrals. You should try
to make sure that any job you apply
for is applied for through a referral.
When you go into an interview as a
referral, the interviewer automati-
cally is in a position to think more
highly of you, because you’re bor-
rowing the social credibility of the
person referring you. The reputa-
tion and rapport the person refer-
ring you has with the interviewer is
partially extended to you as the
interviewee. You’re walking into
the interview with the interviewer
having a partial bias toward liking you already because you were
referred by someone they like and trust.
But what if you don’t know anyone at the company you’re applying to?
How do you get a referral? In my example, I found the blogs of devel-
opers who were already working for the company and built a relation-
ship with them. When a position opened up, it was easy to get a
personal referral.
Interview
Get personal
referral for
job
Build rapport
with contact
Find contact
at company
Interview
Get
interview
Send out a
bunch of
resumes
Better wayOld way of getting a job
Traditional way of getting a job versus
the better way
26 CHAPTER 5 Hacking the interview
You have to be willing to think out of the box a little bit and come up
with ways that you can build relationships with contacts within the
company. I know one developer who looked up the hiring manager for
a job and found out that the hiring manager belonged to a particular
local club in the area that met weekly. This smart developer joined that
club and became friends with the hiring manager. I’m pretty sure he
didn’t even have a formal interview when he was offered a position at
the company.
With the advent of social media and the internet, it’s easy to find infor-
mation about any company and to make connections with employees
already working for that company. You just have to be willing to do a
little legwork ahead of time.
If you want to build a bunch of relationships at one time, try joining a
local user group. There are many user groups for developers that meet
on a weekly or monthly basis. If you become a regular attendee—and
especially if you give a few presentations—you’ll quickly build relation-
ships with developers and hiring managers from many local companies.
Landmine: What if you need a job now?
Perhaps you agree with everything I’m saying, but you only have one problem—it’s
too late. You just got laid off and now you need to find a new job, but you don’t have
time to build a network or reputation online or even “stalk” a potential employer.
What can you do in this case?
Your best bet in this situation is to try to make contact with the interviewer ahead of
time if possible and do as much following up as possible. See if you can get a pre-
interview before you interview by asking to meet to talk about the company or ask a
few questions before you sit down for the real interview. Ask for five minutes of a
person’s time for a quick call to touch base. Come up with as many excuses as pos-
sible to put yourself in front of as many people who have some influence on the hiring
decision.
I know this technique sounds crazy—and you’re better off taking the longer road—
but in a pinch, this works. A good friend of mine who runs a startup company called
Health Hero used this exact approach to get the company accepted to three different
startup accelerator programs, which are notoriously difficult to get into. He simply set
up pre-interviews with all the key decisions makers, and by the time he went to the
real interview, everyone knew who he was and liked him.
What can you do right now? 27
But what about the actual interview itself?
Hopefully, by the time you walk into the interview, the interviewer
already knows who you are, but either way, you need to know what to
do in the interview. Now, obviously, you need to be technically compe-
tent to pass a technical interview. But assuming you have the skills to
pay the bills, so to speak, the next thing to focus on is demonstrating
confidence in your ability to know what needs to get done and do it.
Think about it from an employer’s perspective. Hiring an employee is
an investment. It costs money and time to hire an employee, and you
want to see a good return on that investment. Employees who are
autonomous and can do what needs to be done without asking them to
do it are employees who almost always add to the bottom line—plus,
they are a lot less of a headache, because they require very little of your
own resources to manage.
I’d rather hire a developer who knows a little less but knows how to
figure out what needs to be done and how to do it, than someone highly
skilled who requires constant hand-holding to be productive. When
you’re in an interview—to the extent that it’s in your control—focus on
demonstrating why you’re the kind of employee who gets things done
without being asked to do them.
You’ll still have to prove that you’re actually technically competent, but
if you can convince the interviewer that you are a go-getter who
doesn’t let any obstacle stop you, not only will they probably like you,
but there is a good chance they’ll hire you as well.
What can you do right now?
Whether you’re actively looking for a job right now or just trying to
keep your options open, there’s no better time than now to start prepar-
ing for your next job interview.
The first thing you should do is make sure you’re keeping up on your
technical skills. All the interview tricks in the world won’t help you get
a job you aren’t qualified for. Make sure you’re reading technical books
and blog articles and putting time into developing your skills.
28 CHAPTER 5 Hacking the interview
You can also start developing your network before you need it. Start
reaching out to employees at different companies in your area and
making connections that can help you later. Read and comment on
blogs and get to know other developers and even recruiters in your
area. Try to figure out ways to expand your circle.
And don’t forget to practice. You might want to interview for jobs just
to get practice doing interviews—even if you have no interest in a new
job right now. The more practice you get, the more comfortable you’ll
be in an interview that counts.
You’ll also benefit greatly from focusing on marketing yourself, but
we’ll cover that in the next section.
Taking action
❂Even if you aren’t actively looking for a job right now, make a list of companies
that you’d potentially like to work for and who you know at those companies.
❂If there are companies on your list that you’d like to work for, but you don’t know
anyone at those companies, come up with a plan to meet at least one person
working at one of those companies and build a relationship with them.
❂Find at least one local user group in your area and attend a meeting. Introduce
yourself to as many people as possible.
29
6
Employment options:
Enumerate your choices
It’s easy to fall into the trap of just doing what everyone else does and fol-
low the path laid out for you. While it’s true that most software develop-
ers will work as an employee for most of their careers, it isn’t your only
option. There are many profitable ways to put your programming skills to
good use.
You might not even be aware that there are other options besides tradi-
tional employment—I know I wasn’t. In this chapter, I’ll lay out your
options so you can better decide what you want for your future. Later in
this section, we’ll look at each one of these options and learn what it takes
to succeed down each employment path.
Option 1: The employee
This is the default and obvious employment choice that a majority of soft-
ware developers pursue. I was an employee for most of my software
development career, partially because I didn’t know there were any other
options and partially because it’s the easiest route to take. I probably
don’t need to define for you what exactly being an employee is, but it’s
worth taking a look at some of the benefits and detriments to choosing
this employment option.
By far the biggest benefit to being an employee is stability. I don’t mean
stability in one particular job or working for one particular employer;
instead, I’m referring to stability in terms of having a predefined way to
30 CHAPTER 6 Employment options: Enumerate your choices
make a living that you know will succeed. As an employee, as long as
you have a job, you will get a paycheck. You may lose that job in the
future and have to look for new work, but you at least have some
period of relative stability where you can depend on a set level of
income each month.
Being an employee also is an easier road to pursue than other choices
because you have a limited scope of responsibility and that path is
pretty clear. There is a well-defined process for finding and applying
for jobs. It isn’t up to you to figure out what you need to do to get paid.
As an employee, you also usually have paid vacation and—in the
United States at least—some help with medical insurance.
The negative side to being an employee mainly involves your freedom.
As an employee, you’ll spend a majority of your time doing work for
your employer. You don’t have much of a choice in the kind of work
that you do, and you might not always get to do the kind of work that
you enjoy. You’re also usually expected to conform to some kind of
schedule defining how many hours per week and what days you need
to work.
And while being an employee means that your income is defined ahead
of time, it also means that is it “capped” to some degree. As an employee,
you’ll eventually hit what is known as the “glass ceiling” in terms of your
income and advancement opportunities. You’ll eventually reach a point
where you can’t make significantly more income and you can’t advance
up the ranks any further without switching career paths.
Table 6.1 outlines the benefits and drawbacks of being an employee.
Table 6.1 Benefits and drawbacks of being an employee
Benefits Drawbacks
Stability Lack of freedom
Easier road to pursue Income capped
Paid vacation
Possible medical insurance assistance
Option 2: The independent consultant 31
Option 2: The independent consultant
Many software developers make their living by being an independent
consultant. An independent consultant is just a software developer who
doesn’t work for one particular employer, but instead does work for
one or more clients. If you’ve ever had a side job where you did some
programming work for a client who either paid you an hourly rate or a
fixed price for that work, you know what consulting is.
I consider an independent consultant to be a software developer who
makes a majority of his or her income doing this kind of work. This is
very different from being a contractor who works for a single client
and is paid hourly to do only their work. A contractor is more of an
employee relationship. An independent consultant usually has his own
company that he contracts out to do work for clients, but isn’t bound to
any one single client.
I spent a few years in my career as an independent consultant and I still
do some independent consulting work today. I always had the dream of
getting out on my own and working for myself, and I imagined being
an independent consultant would be the fulfillment of that dream. I
thought about how nice it would be to be my own boss instead of work-
ing for someone else, but I had no idea that being an independent con-
sultant really meant trading one boss for many bosses.
Not to say that being an independent consultant is all bad. There are
some definite perks to not having a single employer whom you have to
report to. As an independent consultant you can set your own hours,
for the most part, and you have the freedom to choose what jobs you
want to work on—assuming you have enough work to be picky. You
can come and go as you please and have a flexible schedule, but clients
will expect to be able to get ahold of you and to have their work com-
pleted in a timely fashion.
The biggest benefit, by far, is probably earning potential. As an inde-
pendent consultant, you can make a much higher hourly wage than you
can working for someone else. I currently bill clients $300 per hour for
work I do for them, and I know some independent consultants whose
bill rates are even higher.
32 CHAPTER 6 Employment options: Enumerate your choices
That doesn’t mean you’ll necessarily make a fortune just by becoming
an independent consultant. You won’t start off at a $300-per-hour bill
rate—although in section 2 on marketing, I’ll give you some practical
ways to boost your bill rate. You also won’t typically book out 40
hours’ worth of work per week, each and every week. Even though it
can seem like you’re making a ridiculous amount of money as an inde-
pendent consultant, a large amount of that time will be spent looking
for clients and on other overhead related to running a business. When
you’re an independent consultant, you’re literally a business (not just in
mindset). You’re responsible for your taxes, legal counsel, sales, health-
care, and everything else associated with running a business.
Table 6.2 outlines the benefits and drawbacks of being an independent
consultant.
Option 3: The entrepreneur
The entrepreneur route is probably the most difficult, most undefined,
yet potentially most rewarding route you could go with your career.
That’s a lot of adjectives to describe a single career choice, and for good
reason. I equate being an entrepreneur to being a professional gambler.
There is very little, if any, stability in being an entrepreneur, but if you
hit it big, you could hit it really big.
So what exactly does it mean to be an entrepreneur? Your guess is as
good as mine. It’s a pretty vague definition and can mean many differ-
ent things. For the most part, though, I consider a software developer
entrepreneur to be someone who develops their own business or prod-
uct using their software skills. While an employee and an independent
Table 6.2 Benefits and drawbacks of being an independent consultant
Benefits Drawbacks
More freedom (set your own hours) Have to find your own work
Constantly new projects to work on Overhead of running a business
Potential to make more money Trading one boss for many bosses
Option 3: The entrepreneur 33
consultant trade dollars for hours, an entrepreneur trades their time for
no pay up front, but a chance at a much bigger future payoff.
I’d consider myself in the entrepreneur category right now. I spend
most of my time developing training and other products that I sell,
either directly or indirectly through partners, to make my living. I still
write code, but I don’t usually write code for any particular client. I’m
either writing code for a particular product or service I’m creating or
developing training materials to teach others what I know.
In fact, this very book is an example of an entrepreneurial effort. I’m
taking a pretty big gamble, spending a large number of hours writing
this book. I’ll get a small advance from the publisher, but it won’t pay
for the time that I’ll spend working on the book. I’m hoping to either
sell enough copies of the book and get paid royalties to compensate me
for the effort, or to use it as promotional material that will help me
draw customers in others areas of my business. It’s quite possible that
this entire book could fail and it will have been a wasted effort
(although slightly less likely considering you’re reading the book now).
Other software developer entrepreneurs operate in completely differ-
ent ways than I do. Some of them form startup companies and look for
large funding from outside investors called VCs, or venture capitalists.
Others build small software-as-a-service (SaaS) companies and make
their money by selling subscriptions to their services. For example, the
founders of the popular developer training company Pluralsight started
out with classroom training. But later, they found that they could do
much better by providing a totally online service and then moved into a
SaaS model when they started offering a subscription-based service.
I’m sure you can guess by now what the two biggest advantages of
being an entrepreneur are: complete freedom and completely uncapped
earning potential. As an entrepreneur, you don’t have any boss, besides
yourself—although you can be the harshest one. You can come and go
completely as you please and you’re entirely responsible for your own
future. You could also make millions of dollars or more if you build
something that’s extremely successful. You’re able to apply leverage to
your time to make the returns from it grow in potentially exponential
ways.
34 CHAPTER 6 Employment options: Enumerate your choices
But being an entrepreneur isn’t all limousines and parties. It’s probably
the toughest and riskiest career choice you can embark upon. There is
no guarantee of any income at all, and you could go deep into debt
chasing your brilliant ideas. The life of an entrepreneur is filled with
rollercoasters. One day customers are buying your product and you’re
on top of the world; the next day your project falls flat and you wonder
how you’re going to afford to pay your rent.
Being an entrepreneur also requires you to invest heavily in other skills
that you might not need to worry about as a software developer work-
ing for someone else or doing client work. Entrepreneurs have to learn
both sales and marketing as well as many other aspects of business and
finance that are critical to being successful. (I’ll cover some of these
topics later in the book. In section 2 we’ll discuss marketing yourself,
which is a similar concept to marketing a product, and in section 5 we’ll
get into some finance topics you’ll find useful even if you aren’t plan-
ning on becoming an entrepreneur.)
Table 6.3 outlines the benefits and drawbacks of being an entrepreneur.
Which should you pick?
For most software developers, especially when starting out, it makes
sense to be an employee. That option has the least risk and doesn’t
require you to already have a large amount of experience under your
belt. I tend to view being an employee like being an apprentice. Even if
you have aspirations of making it out on your own, it’s a good place to
start to learn the craft and hone your skills.
Table 6.3 Benefits and drawbacks of being an entrepreneur
Benefits Drawbacks
Complete freedom Very risky
Huge earning potential Completely on your own
Work on what you want Requires many other skills
No boss Might end up working very long days
Which should you pick? 35
With that said, if you’re just starting out and have the opportunity to be
an independent consultant or entrepreneur and you can tolerate the
risk involved, you can get all of the inevitable failings and mistakes out
of the way early and set yourself up for a nice career later on.
The choice is really up to you and you can always switch paths later. In
fact, in chapter 11 I’ll show you how to make the transition from
employee to self-employed. It’s not an easy road, but it’s possible.
Taking action
❂Try to come up with a list of software developers you know or have heard of who
fit each of the three categories.
❂If you’re interested in becoming an independent consultant or entrepreneur, set
up a meeting with someone you know who is already on that career path and ask
him or her what it’s like. (Too many developers jump in without knowing what
they’re getting themselves into.)
36
7
What kind of software
developer are you?
Have you ever had to hire a lawyer? What was the first thing you did? If
you’ve never hired a lawyer, what do you think would be the first thing
you’d do?
If you guessed that you’d need to figure out what kind of lawyer you
needed, then you’re correct. You don’t want to just call any lawyer; you
want to call a specific lawyer who deals in the area in which you have a
problem. Lawyers have expertise and they usually make that expertise
known from the start. There are criminal lawyers, accident lawyers, real
estate lawyers, and so on.
You wouldn’t want to have a divorce lawyer represent you for a tax or
real estate problem, so specialization is important. A lawyer doesn’t come
out of law school and decide they just want to be a “lawyer,” but unfortu-
nately that’s exactly what most software developers do when it comes to
their profession.
Specialization is important
There are plenty of software developers out there who don’t have a spe-
cific specialization. In fact, most software developers will completely
define their specialization by what programming language they program
in. You’ll commonly hear “I’m a C# developer,” or “I’m a Java developer.”
This kind of specialization is too broad. It doesn’t really say enough about
the kind of software development work you can do. A programming
Getting specific about specialties 37
language doesn’t tell me anything about what kind of developer you are
and what you can actually do. It only tells me one tool that you use to
do your job.
You might be scared to specialize in one area of software development
because you’re afraid that you’ll become pigeon-holed into one specialty
and that will exclude you from many jobs and opportunities. While it’s
true that specialization will close you off from some opportunities, it will
open many more for you that you wouldn’t have otherwise had.
Think about the lawyer situation again. If you became a lawyer and had
no specialization, technically every person seeking a lawyer could be
your client. But the problem is that very few people would want to hire
a generalist lawyer. Most potential clients would seek to hire a specialist.
Even though it would appear that you had a bigger pool of potential
clients, the reality would be that by being a generalist, you’d have
greatly reduced your pool of clients to only those who weren’t savvy
enough to realize they needed a specialist.
By being a specialist you have a smaller pool of potential employers
and clients, but you become a much more attractive prospect to them.
As long as your specialty is big enough and it’s not overcrowded, you’ll
have a much easier time finding a job or getting a client than you would
if you just called yourself a software developer.
Getting specific about specialties
If calling yourself a C# developer or Java developer isn’t specific
enough, what is? This isn’t an easy question to answer, because the real
answer is “It depends.” It depends on what you’re trying to achieve and
how big the market is in that area.
Let me give you an example. Earlier in my career I billed myself as a
software developer who specialized in printers and printer languages.
This was a pretty specific specialty. I only had a handful of major
employers that I could look for employment with. But can you imagine
how difficult it is for a printer manufacturer to find a software devel-
oper who specializes in printers and printer languages?
38 CHAPTER 7 What kind of software developer are you?
My specific specialty made me very valuable to a small number of
potential employers. These employers didn’t have a presence in most
cities, so if my market was the entire world or even the United States, I
had a pretty big market where my specialty would be very useful. But,
if I didn’t want to move out of the place I was currently living, my mar-
ket would have been too small for that specialty. (How many local
companies need a software developer who specializes in printers?)
Fortunately, at the time, I was willing to work just about anywhere in
the United States, so the specialty worked out well for me.
NOTE The rule of specialization is that the deeper you specialize, the
fewer potential opportunities you’ll have, but the more likely you’ll
be to get those opportunities.
Let’s go back to your situation. Suppose you’re looking for a job in
your local area, and that you’re a Java developer. In most metro areas
there’s a pretty big demand for Java developers, so you’ll start out with
a nice healthy-sized pool—there are plenty of jobs you could poten-
tially get. But you don’t need to get all those jobs, you only need one.
Let’s pretend, at any given time, that there are 500 available Java
developer jobs in your area. Now suppose you decide to specialize to
narrow down your market and give you a better chance at getting one
of those jobs, so you specialize as a Java web developer. Perhaps this
500 Java jobs
250 Java web
development jobs
50 jobs for a
specific web
development
stack
Being specific narrows down
your job pool, but increases
your chances of getting hired.
Kinds of specialties for software developers 39
eliminates 250 of the jobs, but leaves you with 250 that you could
potentially get. Still plenty, right? Remember, you only need one.
Now you decide to specialize a little further, and, without getting into
the details of Java web development stacks, let’s say that you pick a
Java web development stack to specialize in. Perhaps this knocks
your job pool down to 50 jobs. Still plenty of jobs to choose from, but
now your chances of getting one of those 50 just went way up, because
you now are specifically targeting those jobs with your skills and your
message.
Kinds of specialties for software developers
There are many different kinds of specialties for software developers.
Obviously there are language specialties and platform specialties, but
there are also specialties in methodologies and specific technologies or
industries.
One of the first things you should figure out, though, is what kind of
software development it is you want to do. Do you want to work on the
frontend of applications, creating and programming user interfaces?
Do you want to work on the middleware of an application, implement-
ing business rules and logic? Do you want to work on the backend of
an application, working with databases or low-level operations? You
can even pick all three and be a full-stack developer, but in that case
you should definitely specialize in a specific stack of technologies. (For
example, a full-stack web developer might specialize in creating
ASP.NET MVC websites, using C# and SQL Server.)
You can also specialize in areas like embedded systems development
where you work close to hardware devices and write code that runs on
computers inside of a device. Embedded systems programmers have to
deal with a whole different set of problems than web developers do.
Operating systems is another area of specialty, although not very
important when dealing with web development. Many developers spe-
cialize in writing applications for a specific operating system, like
Windows, UNIX, or Mac.
40 CHAPTER 7 What kind of software developer are you?
Mobile application development or even a specific mobile operating
system is another potential area for specialization. There is a huge
demand for iOS or Android developers who specialize in writing
mobile applications for that platform.
Some developers specialize really deep and become experts in a very
specific platform or framework. These developers have few potential
clients, but they can demand a high hourly rate because of their spe-
cialty. You’ll find that low-level specialties are most common around
very expensive software suites or frameworks. Consider the giant Ger-
man software company SAP. Some very highly paid developers special-
ize in developing customer solutions to integrate with this expensive
software system.
SPECIALIZATION AREAS
❂Web development stack
❂Embedded systems
❂Specific operating system
❂Mobile development
❂Framework
❂Software system
Picking your specialty
Most software developers I tell about specializing agree with me, but
I’m often asked about how to actually pick a specialty. Picking a spe-
cialty often can seem like an overwhelming task.
Here are a few tips to help you pick your specialty:
❂What were some of the major pain points in your current or previous
company? Can you become a person who specializes in solving those
pain points?
❂Is there a particular kind of work that nobody wants to do or that
lacks skilled people? Become the person who is an expert in that
area, and you’ll have plenty of business.
❂What kind of topics most commonly come up at conferences and
user groups?
What about the Polyglot programmer? 41
❂What kind of questions do you answer the most, either for cowork-
ers or on sites like Stack Overflow (http://stackoverflow.com)?
Whatever you do, make sure you pick some kind of specialty. The size
of your market will determine how specific it is, but try to make it as
specific as possible. You’ll be in much higher demand in your specific
market if you do so. And don’t worry; you can always change your spe-
cialty later if you need to. Obviously, I’m not specializing in developing
software for printers anymore, and I know many other developers who
have had great success moving around to different specialties during
their careers. For example, a good friend of mine, John Papa, used to
specialize in Microsoft Silverlight. After Silverlight went away, he
changed his specialty to Single Page Applications (SPAs).
What about the Polyglot programmer?
Whenever I bring up the topic of specialization, I always encounter at
least some resistance. I think it’s important to clarify that even though I
recommend specializing and having a specialty, it doesn’t mean I think
you shouldn’t also have a wide variety of skills.
Although those two things may seem contradictory, they don’t have to
be. Being a well-rounded and versatile software developer is great.
Being able to use multiple technologies and programs and many differ-
ent programming languages can only help your career and can make
you a much more valuable software developer than someone who only
knows one specific technology or programming language. But it’s very
difficult to market yourself as a jack-of-all-trades.
It’s nice to have a developer who can do anything on the team, but
rarely do companies or clients set out to find that kind of person. Even
though you may be awesome at all kinds of different technologies and
know 50 different programming languages, you still will be better off
picking some specialty—even if it changes from time to time.
Learn as much as you can and become as flexible as possible, but also
have a specialty that makes you unique and stand out. If you have to
choose between the two options, start with specialization and branch
out later.
42 CHAPTER 7 What kind of software developer are you?
Taking action
❂List all the different kinds of software developer specialties you can think of. Go
from broad to specific and see how specific you can get.
❂What is your current specialty? If you don’t have one, think about what area of
software development you could specialize in.
❂Go to a popular job search website and look for jobs in your market for your spe-
cialty. Try to get an idea of whether or not further specialization would be benefi-
cial to you or limit your choices too much.
43
8
Not all companies are equal
Your experience as a software developer can be radically different
depending on what type of company you choose to work for. It’s impor-
tant to decide for yourself whether you want to work for a small company
just starting up, a large corporation with massive budgets and sharehold-
ers, or somewhere in between.
Not only does the size of the company greatly affect your experience, but
all companies have their own individual cultures that can have a dramatic
impact on your overall happiness and how much you feel that you fit in
and belong where you’re at.
It’s important to take this into consideration before accepting a job offer.
It’s easy to evaluate a potential employment opportunity based solely on
salary and benefits, but in the long run the work environment will likely
be much more important to you.
In this chapter, we’ll examine the pros and cons of each type of com-
pany—small, medium, and large—and talk about how to decide what
type of company you want to work for.
Small companies and startups
Most small companies are startups, so they have a very distinctive startup
mentality. This startup mentality is usually focused on rapid growth and
doing everything you can to get the company to a profitable situation or
reach some other pressing goal.
44 CHAPTER 8 Not all companies are equal
As a software developer working in a company like this, you’ll most
likely have to wear many hats. You won’t just be writing code. Because
there are fewer employees, roles will be less defined and you’ll have to
be more flexible. If you just want to sit at your desk and write code,
you might not like having to set up a build server or help out with test-
ing. But if you’re the kind of person who thrives on energy and excite-
ment and is always up to face a new challenge, you might find this kind
of environment very engaging.
In a small company, what you do is often much more impactful. This can
be both good and bad. If you like to blend into the crowd and just do
your job, you probably won’t like working at a small company—it’s very
hard to fly under the radar. But if you’re the kind of person who likes to
see the impact of the work you’re doing, a small company is by far the
best place for this. With a small number of employees, each person’s con-
tributions directly affect the bottom line and are noticed. This means
your great achievements are magnified, but so are your screw-ups.
Small companies also usually offer much less stability than a larger
company, but a potentially bigger reward in the long run. A small com-
pany is much more likely to go out of business or not be able to make
payroll and have to cut staff. But at the same time, if you can ride out
the storms, being one of the first employees at a small company that has
grown significantly can be very rewarding. It can be difficult to reach a
director-level position at a big company by climbing the corporate lad-
der, but at a small company, your upward mobility is much greater
because new employees tend to come in underneath you already.
Many developers work for startups taking low salaries and working
ridiculous hours hoping to get rich on the stock options if the company
goes public or gets acquired, but I consider that a pretty risky bet. I
wouldn’t recommend choosing to work for a startup just because you
might hit the lottery someday. Taking that approach, you’re likely to
burn out fast and have nothing to show for it. A better reason to work
for a small company or startup is because you like that kind of fast-
paced exciting environment and you want to be part of building some-
thing and watching it grow.
Large companies 45
Medium-size companies
Most companies are medium-size companies. So this is the most likely
place you’ll end up working, or you may be working for one now.
Medium-size companies are usually companies that have been around
for some time and have profitable business, but don’t have the momen-
tum to make it into the fortune 500 list.
In a medium-size company, roles are usually a bit more defined and
you have quite a bit more stability. I’d say that medium-size companies
often offer more stability than large companies, which often have large
workforce reductions and periodic reorganizations. If you like stability,
you’ll probably find a medium-size company suits you best.
Working at a medium-size company, you’ll probably find the pace a bit
slower, although it’s still hard to hide among the reeds. Your contribu-
tions might not cause the company to sink or swim, but they will be
noticed. In a medium-size company, slow and steady often wins the race.
The fast-paced do-or-die mentality of a startup usually drives decisions
quickly and embraces cutting-edge technologies, but most medium-size
companies are risk-adverse and move quite a bit slower. If you like
working on the bleeding edge, you’ll find it a tough sell to your boss at
a medium-size company, because it will be hard to justify the risk.
Large companies
Large companies are pretty interesting. Each large company is very
different from another. Large companies usually have very deep com-
pany cultures that permeate every aspect of the company. Many large
companies are publically held and have CEO celebrities who you aren’t
likely to ever interact with.
Perhaps the biggest thing you’ll notice when working for a large com-
pany is the amount of procedure and process that’s in place. When you
interview for a large company, you usually go through a series of inter-
views and follow a very formal process. And when you work at a large
company, you’ll probably have to conform to an established way of
doing things. Cowboys and renegades are usually not welcome in the
corporate culture. If you like process and you like structure, you’ll
probably enjoy working for a large company.
46 CHAPTER 8 Not all companies are equal
One neat thing about large companies, though, is the opportunities you
have when working for one. When I worked for a fortune 500 com-
pany, I had many different training opportunities and just about every
software product at my disposal. Many large companies offer career
guidance to help you grow and learn within their organization. You
also may get the chance to work on some cool stuff. Small and medium-
size companies don’t have the budgets for massive, world-changing
projects. But for many large companies, technological innovations are
common. You might not be able to have a noticeable impact on one of
these large-scale initiatives, but you could be part of a team that brings
something truly remarkable to the market.
For many developers, large companies are frustrating, because they
feel that their individual contributions don’t matter. You’re likely to be
working on a small piece of functionality in a large code base. If you’re
the kind of developer who likes to get your hands into all aspects of a
software system, you might not like working at a large company.
It’s very easy to go off the radar working at a large company. I’ve
worked at several large companies where some developers basically did
nothing all day long and no one really noticed until there was a major
round of company-wide layoffs. This kind of autonomy can be put to
good use, though. Sometimes it’s nice to be able to work on projects
that you think are important or interest you without having the pres-
sure of having to produce.
A final note about large companies: politics. Large companies usually
have complex political systems that can rival large governments. You
can try to avoid politics as a software developer in a large company, but
even if you do, other people’s political maneuvers are sure to affect you
in some way. And, as we’ll talk about in the next chapter, to climb the
corporate ladder, you’ll have to learn how to navigate your way
through the complex political climate of any large company you work
for. If politicking isn’t your thing and you want to avoid it completely,
look for a small company with a flat management structure.
Table 8.1 shows some pros and cons of working for small, medium, and
large companies.
Software development companies versus companies with software developers 47
Software development companies versus companies with
software developers
Another major factor you should consider when deciding what kind of
company to work for is the difference between companies that have
software developers to work on their internal software or part of some
product they’re producing versus companies that actually produce soft-
ware or do software development as their core offering.
Companies that don’t focus on software development, but instead hire
software developers to work on some aspect of their system, treat soft-
ware developers in a much different way than companies whose pri-
mary focus is software development. When a company’s focus isn’t
software, typically software developers aren’t given as much respect
and leeway. These companies are much more likely to have loose soft-
ware development practices.
On the other hand, companies whose livelihood is based on developing
software are much more likely to put a high value on the software
developers they hire. It doesn’t mean necessarily that the work envi-
ronment will be better, but it’s usually very different.
Table 8.1 Pros and cons of small, medium, and large companies
Company size Pros Cons
Small Get to wear lots of hats; flexible roles Might not get to just sit down
and code
Higher impact work Can’t hide under the radar
High potential for rewards Low stability
Medium Stability Slow pace for change
Less crazy hours Might not get to work on cutting-
edge technology
Large Established processes and procedures Lots of red tape
Training opportunities Probably will work in a very
small area of codebase
Large impactful projects Difficult to get noticed
48 CHAPTER 8 Not all companies are equal
You’ll also probably find that software development companies are a
bit more cutting-edge when it comes to technologies and tools than
companies that have a different focus but hire software developers. If
you want to work on newer technologies, you’ll probably want to find a
company that develops software directly.
The difference between these two types of companies becomes very
apparent when dealing with Agile software development methodolo-
gies. Companies whose primary focus isn’t software tend to have much
more difficulty adopting Agile processes because Agile processes are
usually driven by the development teams. Agile processes require
adoption from the top down, so it’s often a difficult sell to make a whole
company change the way it does things just because some developers
think it’s a good idea.
Choose carefully
These are just some general guidelines about the different kinds of
companies you might work for as a software developer, but every com-
pany is different. It’s up to you to decide what kind of working envi-
ronment suits you best and what kind of company culture you best fit
in to. It’s always a good idea to talk to developers already working for a
company before accepting a job there so that you can get a more realis-
tic feel for what it would be like to work at that company.
Taking action
❂Take some time to think about what kind of environment you prefer working in.
What company size matches your ideal working environment?
❂Make a list of companies in your area or companies you have worked for and
decide which category each fits into.
49
9
Climbing the corporate ladder
I know quite a few people in the IT industry who just can’t seem to ever
move up in the world. Year after year they have the same exact job and
job title. I wonder if they ever even get a raise. Do you know someone
like that? It’s surprisingly common. If you don’t want to end up on that
dead-end path, you’ve got to do something about it. In this chapter, I’m
going to give you some advice on how to climb the corporate ladder so
that you don’t get stuck in the same position, never advancing.
Taking responsibility
The most important thing you can do to go up in the ranks at any com-
pany is to take on more responsibility.
TIP It may seem obvious, but often in your career you’ll be faced with
choices between more money and more responsibility. The right
choice—at least in the long term—is almost always more responsibility.
Money always catches up to responsibility. Any time you’re offered more
responsibility, take it.
But what if you aren’t offered more responsibility? What can you do to
gain it yourself? Sometimes you have to go out and look for opportunities
where you can take charge of an initiative or head up a project. There is
almost always some neglected area of business that you can find to con-
tribute your talents to—you just might have to dig to find it.
One of the best places to search is in areas that no one else wants to get
involved in. Perhaps there’s a legacy application that no one wants to touch
50 CHAPTER 9 Climbing the corporate ladder
or a certain module in your codebase that is particularly nasty. These are
landmasses to add to your growing empire, because no one will want
them, so you won’t be up for much of a fight. But if you can turn those
swamplands into fertile ground, you can really show your value.
Another way to indirectly take on responsibility is to become a mentor
for others on your team. Volunteer to help the new person get up to
speed. Always offer help to anyone who needs it. Not only will you
learn more by encountering and solving other people’s problems, in
addition to your own, but over time you’ll develop the reputation of
being the “go-to” person on the team. Eventually this reputation is
likely to land you a team-lead position or management position, if you
want to go that route.
HOW YOU CAN TAKE ON MORE RESPONSIBILITY
❂Is there a project that has been neglected that you could take
charge of?
❂Can you be the person who helps new team members get up to
speed?
❂Can you take the role of documenting processes and keeping
those documents up to date?
❂What job does no one else want to do that you could take on and
make easier or automate?
Becoming visible
It doesn’t matter if you’re the brightest, best, and hardest-working
developer on a team if no one knows who you are and what you’ve
achieved. All of your hard work can easily go to waste if you can’t find
a way to let your boss and upper management know what you’re doing.
One of the first things I did whenever I started a new job was to start
keeping a daily account of where I spent my time and what I accom-
plished during the day. I’d then take that information and compile a
weekly summary every Friday to send to my manager. I called this my
“weekly report,” and when I’d send out my first report at each new job,
I’d include some information to let my manager know that I under-
stand how important it is to know what your direct reports are doing,
Becoming visible 51
and so I was sending a weekly summary of my activities to make his or
her job easier.
This weekly report ensured that every single week I’d show up on my
manager’s radar and I could talk about what I accomplished that week
without outright bragging. It was a great way to gain visibility and it
often appeared that I was much more productive than my peers simply
because my manager was hearing about all the work I was doing, but
not much about the work other developers were doing.
Not only was this weekly report valuable for my visibility, but it was
also an excellent resource for myself when review time came around. I
could go back through my weekly reports and pick out my key accom-
plishments for the year. When it came time to fill out reviews, I knew
exactly what I had accomplished during the year and I had dates to
prove it.
I’d definitely recommend sending an unsolicited weekly report, but
there are also many other ways to become more visible in your organi-
zation. One of the best ways is to offer to give presentations on some
topic or problem your team is facing. Pick a topic you can present on
and offer to present that topic to your team. You can even offer to do it
as a lunch-and-learn where you present an educational topic during
lunch instead of on company time. This is a great way to gain visibility
and show how knowledgeable you are in a particular area. Plus, there’s
no better way to force yourself to learn something than to know that
you have to present it in front of other people. I’ve done my best learn-
ing under that kind of pressure.
HOW TO BE MORE VISIBLE
❂Keep a daily log of your activities—Send this log as a weekly report to
your manager.
❂Offer to give presentations or trainings—Pick a topic that would be
useful to your team.
❂Speak up—Do this at meetings and any time you get the chance.
❂Be seen—Set up regular meetings with your boss. Make sure you
are seen often.
52 CHAPTER 9 Climbing the corporate ladder
Educate yourself
Another really good way to advance is to keep increasing your skills
and knowledge. It’s hard to stagnate when you’re constantly improving
your education level. Educating yourself makes it easy to justify a raise
or promotion, because you can clearly show that you’re more valuable
now than you were before.
You can, of course, take traditional higher-education courses—espe-
cially if your company will pay you to get a degree—but there are
many alternative ways to educate yourself that can pay off in the
future. You should always be learning something new or advancing
your skills in some way. Sign up for training courses or seek out certifi-
cations that will show that you are committed to continually improving.
At one point, early in my career, I felt like my upward mobility was
somewhat limited, so I decided to start getting Microsoft certifications.
I studied hard and took all the tests I needed to get one of the top-level
Microsoft certifications. It wasn’t easy, but I quickly saw the benefits in
my career. The extra effort showed my manager that I was serious about
advancing my career and opportunities were quickly opened for me.
In section 3 we’ll talk more about how to learn things quickly, but it’s
definitely a skill you should master. The faster you can advance your
knowledge, the more you’ll be able to learn and the more opportunities
that will come your way.
Also, don’t just learn about software development. Take some time to
learn about leadership, management, and business if you have your
sights set on higher-level and possibly executive positions.
And don’t forget to share what you’re learning. We’ve already talked
about how you can offer to give presentations to share your knowl-
edge, but you can also create your own blog, write magazine articles or
books, and speak at community events or conferences. The outside
exposure will help establish you as an authority in your area of exper-
tise and will make you seem more valuable to the company you’re
working for.
What about politics? 53
Be the problem solver
In any organization there are always plenty of people who will tell you
why some idea won’t work or some problem is too hard. People like
that are a dime a dozen. Don’t be one of them. Instead, be the person
who always has a solution to a problem and is able to execute that solu-
tion to get results.
One of the most useful kinds of people to have around in any company
is the kind of person who never seems to find an obstacle that they
can’t overcome. Building a reputation for being that kind of person is a
sure way to get promoted. Forget the political games and posturing for
position—if you can solve problems that other people can’t or aren’t
willing to tackle, you’ll easily become the most valuable person at any
company.
What about politics?
You can’t really have a chapter about advancing in a corporate culture
without at least mentioning politics. I’m addressing this one last,
because I think it’s the least important thing to focus on when trying to
advance your career. I’m not naïve; I realize that most organizations
have quite a bit of politics and you have to be aware of them, but I
don’t think you should invest too much time in playing political games.
Sure, you can advance up the corporate ladder by deft maneuvers and
ruthless ambition, but when you advance that way, you’re likely to fall
Landmine: I don’t have any opportunity for advancement
Most companies offer some kind of opportunity for advancement, but perhaps you’ve
followed all the advice in this chapter, and, for whatever reason, you just don’t see
any opportunities ahead of you. What do you do then?
Quit. Make sure you have another job lined up first, but sometimes you just have to
realize that you’re in a dead-end job and you need to find a better opportunity.
Perhaps your work environment is caustic and mentally unhealthy, perhaps nepotism
ensures you’ll always stay where you are; whatever the reason, you might need to
move on.
54 CHAPTER 9 Climbing the corporate ladder
just as easily. Some will disagree with me, but I’ve always found it bet-
ter to build a solid foundation based on actually being a valuable
employee rather than appearing to be one.
With that said, you should still be aware of the political climate of
whatever organization you’re in. You can’t completely avoid politics, so
you have to at least know what’s going on, what kinds of people you
need to avoid, and which ones you should never cross.
Taking action
❂What is one way you can take on more responsibility at your current job right
now?
❂How visible are you to your current boss or manager? What is one concrete
action you can take in the next week to become more visible?
❂What are you doing to educate yourself? Decide what would be the most valu-
able thing to educate yourself on and create a plan to get that education over the
next year.
55
10
Being a professional
In one of my favorite books of all time, The War of Art (Black Irish Books,
2002), Steven Pressfield expounds upon the difference between being a
professional and being an amateur:
Turning pro is a mindset. If we are struggling with fear,
self-sabotage, procrastination, self-doubt, etc., the problem
is, we’re thinking like amateurs. Amateurs don't show up.
Amateurs crap out. Amateurs let adversity defeat them.
The pro thinks differently. He shows up, he does his work,
he keeps on truckin’, no matter what.
Being a professional is all about showing up, doing your work, and not
letting adversity defeat you. Being a professional requires you to over-
come your vices so that you can sit down and produce the best work pos-
sible.
In this chapter, we’re going to focus on what it means to be a professional
and how you can be a professional in your software development job
whether you work for someone else directly or produce work for clients.
As a software developer, professionalism will be one of your greatest
assets. Not only will learning how to act like and be perceived as a profes-
sional help you to get better jobs and more clients, but it will also help you
feel better about the kind of work you’re doing and to have pride in that
work—a critical component of long-term success.
56 CHAPTER 10 Being a professional
What is a professional?
Simply put, a professional is someone who takes their responsibilities
and career seriously and is willing to make the tough choices that have
to be made—often at their own expense—for the purpose of doing
what they know is right.
For example, imagine what you’d do in a situation where you’ve been
asked to cut your normal quality standards and ship some code as
quickly as possible. How do you react in this situation? What if you’re
repeatedly asked to work in this way? Can you stand up and do what is
right, even if it may end up costing you your job? What principles do
you stand for? What quality bar do you personally set for your work?
A professional is what we should all strive to be. A professional is
someone you can count on to get a job done and do it right, but a pro-
fessional also doesn’t just tell you what you want to hear. A professional
will let you know when something isn’t possible or the path you want
to proceed down is wrong.
A professional is someone who may not have all the answers, but thor-
oughly studies their craft and seeks to hone their skills. A professional
will freely admit when they don’t know the answer, but you can count
on a professional to find it.
Perhaps most importantly, a professional is consistent—stable. A pro-
fessional has a high-quality standard for their work and you can expect
a professional to adhere to it each and every day. When a professional
doesn’t show up, you had better call emergency dispatch, because there
is certainly something wrong.
Table 10.1 outlines some differences between professionals and ama-
teurs.
Table 10.1 Professionals versus amateurs
Professionals Amateurs
Have principles that they abide by Do whatever is asked
Are focused on getting the job done right Are focused on getting the job done
Being a professional (forming good habits) 57
Being a professional (forming good habits)
It’s easy to identify a professional, but how do you become one? What
is it about you and your work that reeks of amateur, and how do you
neutralize the odor?
It starts with habits. Habits are an essential part of becoming a profes-
sional, because a large portion of what we do every day is completely
habitual. We get up, we go to work, and we perform our daily routines
each and every day, mostly without thinking about it. If you want to
change your life, you need to start with changing your habits. This is,
of course, easier said than done. Bad habits are exceedingly difficult to
break and new habits aren’t easy to form.
But if you want to become a professional, you need to develop the hab-
its of a professional. At one time when I was working on a team follow-
ing the Scrum process, where we would have a daily stand-up meeting
stating what we had done, what we had planned to do, and what was
impeding us, there was one developer in particular who always had a
written version of exactly what he was going to say. Every single day
before the Scrum meeting he would prepare his statement, instead of
coming up with it during the meeting like most of us did. This is the
kind of habit a professional develops.
Another strong habit to develop as a professional is time-management
skills. How good are you at managing your time right now? Do you
know what you’re going to work on each day before you work on it?
Do you have a good handle on how long routine tasks will take? Get in
the habit of effectively managing your time by planning out your day in
Aren’t afraid to admit when they are wrong or
don’t know
Pretend to have knowledge they don’t
possess
Consistent and stable Unpredictable and unreliable
Takes responsibility Avoids responsibility
Table 10.1 Professionals versus amateurs
Professionals Amateurs
58 CHAPTER 10 Being a professional
advance. A professional knows what work must be done each day and
roughly how long it will take to do the work.
These are just two examples of the kinds of habits that are important to
develop as a professional software developer. You’ll have to decide for
yourself what habit you need to form to reach your own standard of
professionalism in your work, but habits are critical because they build
consistency and consistency is what makes you reliable. (For a great
book on the subject of habits, check out The Power of Habit [Random
House, 2012] by Charles Duhigg.)
Doing what is right
As a software developer, you’re often faced with many difficult chal-
lenges, both technical and ethical. If you want to be a professional, you
need to be able to make the correct choices in both of these cases.
Often the technical challenges you face are more objective. There are
right ways to solve technical problems. It’s easy to prove one solution
over another. But the ethical challenges can be much more difficult.
There isn’t always a clear-cut right answer.
One of the biggest ethical challenges software developers face is that of
going forward with decisions they know are correct and in the best
interest of their client even if making those decisions could jeopardize
their own well-being or stability.
One of my favorite software developers and authors, Bob Martin,
wrote an excellent article on saying “No,” which addresses this very
issue (http://simpleprogrammer.com/ss-no). In this article, Bob com-
pares a software developer to a doctor. He talks about how absurd it
would be for a patient to tell a doctor how to do their job. In his exam-
ple, a patient tells the doctor that his arm hurts and that he needs to cut
it off. Of course, the doctor says “No” in this case. But in many cases,
software developers in a similar situation, fearing the wrath of higher-
ups, will say “Yes” and perform an amputation on their code.
A professional needs to know when to say “No,” even to their own
employers, because, as Bob Martin put it, professionals have certain
lines they won’t cross. It might even mean getting fired, but sometimes
Seeking quality and self-improvement 59
that’s the price to pay if you want to call yourself a professional. In the
short term, it may be painful, but consistently choosing to do the thing
you know is right over the course of your career is much more likely to
pay off than the alternative—plus you can sleep better at night.
Sometimes professionals have to make tough decisions about the prior-
ities of what they work on. Unprofessional developers will often waste
time by gold-plating things, because they can’t decide what to work on
next or they’ll constantly have to ask someone else to set their priori-
ties. A professional assesses the work that has to be done, prioritizes it,
and gets to work.
Seeking quality and self-improvement
As a professional you must strive to constantly improve and increase
the quality of the work you produce. You won’t always be able to pro-
duce the quality of work you desire, but over time, with consistency,
you’ll reach your standards. The big mistake many software developers
make is to lower their standards when they seem out of reach instead of
seeking to improve themselves to rise up to meet the challenge.
Landmine: What if I can’t afford to say “No”
It’s easy for me to sit back in my chair and tell you that you just have to say “No”
sometimes, but not everyone has the luxury of being able to risk their job. I under-
stand that you may be in a position where you literally can’t say “No,” because doing
so could be catastrophic for you future.
My advice in this situation is to go ahead and do what you need to do to get by, but
never let yourself get in this kind of situation again. It’s easy to get trapped into sit-
uations where you need a job, but when you get trapped in those situations you limit
your own options and allow people to exercise great power over you.
If you’re in this kind of a situation, try to get out of it as fast as possible. Save up
some money so that you don’t have to worry so much about losing your job. You
might even consider looking for another job where you won’t be required to make so
many ethical decisions or where your opinion is more highly valued.
When it comes down to it, you have to do what you have to do, but always try to put
yourself in positions where you have the upper hand or are at least on equal footing,
whenever possible.
60 CHAPTER 10 Being a professional
It’s important to apply quality to every detail of your work, not just the
parts that seem most important. A real professional has high-quality
standards for all areas of his or her work, because a professional knows
that, as T. Harv Eker put it, “how you do anything is how you do
everything.” (Secrets of the Millionaire Mind, HarperCollins Publishers,
2005) If you lower your standards in one area, you’ll inadvertently find
them dropping in other areas as well. Once you’ve crossed the line of
compromise, it can be difficult to go back.
And don’t forget to play to your strengths. You can, of course, improve
your weaknesses, but it’s a good idea to know what your individual
strengths are and use them to your advantage. A professional has a
good, accurate, and realistic self-assessment of their own abilities—and
weaknesses.
The way a professional meets the high-quality expectations they have
is by continuous self-improvement. If you want to be a professional,
you need to dedicate yourself to always improving your skills and
learning more about your craft. Make sure that you have an education
plan that you can follow to expand your skills and learn new things
that will help you do a better job. Don’t ever be happy with good
enough—always strive to become a better version of yourself.
Taking action
❂Would you define yourself as a professional today? If so, why? If not, why not?
❂What are your habits? Observe your day and try to identify as many habits as
possible. List your habits in two categories, good and bad. Now identify some
good habits you need to develop. Come up with a plan for developing those hab-
its.
❂When was the last time you had to say “No”? If you’ve never encountered this
situation, think about what you'd do if your boss asked you to do something that
you knew was wrong. How would you react?
61
11
Freedom: How to quit your job
For the longest time my dream was to one day quit my day job and work
for myself. I felt trapped working in the corporate world, and I knew that
I could do better if I could just get out on my own. The problem was,
“How?”
I didn’t know anyone who had successfully made it out of the rat race,
so I didn’t know what I needed to do. I just knew that I wasn’t completely
happy working for someone else.
Now, you may not want to work for yourself. You may want to continue
to enjoy the benefits of being an employee—and there is nothing wrong
with that. But if you’re like me and have always dreamed of working for
yourself and becoming your own boss, read on.
Going about things the smart way
Want to know the easy way to quit your job and work for yourself? Just
go into your boss’s office tomorrow and tell them you quit. That’s it.
That’s all you have to do. I hope you have quite a bit of money saved up in
the bank, because once you do that you’ll be completely on your own.
Good luck.
This might not be the smartest way to go about gaining your freedom,
though. It’s easy to be a bit impatient and not see another way to escape,
so you might be tempted to do exactly that—I know I’ve been. You might
be able to quit your day job with just a few months of savings, lacking a
solid plan, and jump right into the ocean of entrepreneurship or indepen-
dent consulting and make it, but is it worth taking the risk?
62 CHAPTER 11 Freedom: How to quit your job
It’s not a pretty sight. Usually, after just a few months, there is blood
everywhere. Checking accounts are bleeding, credit cards are hemor-
rhaging, and what seemed wonderful and beautiful suddenly got
extremely violent. It’s really difficult to create a business when there is
a gun to your head. You just can’t make good decisions and you’re par-
alyzed by fear.
I’m not saying this to scare you—although I hope it does if you’re con-
sidering leaping before you look—but instead I’m saying this to help
you understand that you need an actual plan if you want to quit your
job and work for yourself. You have to figure out a way to build up
enough side income to support yourself while you get the new thing
working.
I’d be a hypocrite if I told you that I never attempted to make the leap
myself without having a solid plan. I’ve been tempted down that path
and have succumbed before. But eventually I got smarter. I figured out
that the only way I was really going to be able to make a jump was to
figure out how to start building my new business on the side and make
it successful enough to support me while I made the transition, even if
it meant a big pay cut.
Before you think about quitting your job you need have a solid plan in
place. I’d highly recommend starting whatever business you want to
create on the side first and only transitioning to doing it fulltime when
you’re generating enough income from it to support yourself. I know
this is the slow and painful way to quit your day job, but it’s important
to do things this way for more than just financial reasons.
Landmine: I already quit my job and I didn’t save any money…now
what?
Whoops. I just hope you’re reading this chapter before you put a second mortgage
on your house. If you’re already in the situation where you’ve quit and gone out on
your own, you’ll just have to face up to reality a little quicker.
My advice in this situation is to start working really hard and develop some good pro-
ductivity habits to give yourself the best chance of success. You should also cut as
many expenses as possible. That probably means getting rid of cable. You want to
give yourself as much runway as possible.
Preparing to work for yourself 63
Preparing to work for yourself
Working for yourself is harder than you thought—probably much
harder. We’ve already talked about how it’s important to start your
new business as a side business before quitting your job, so that you
aren’t strapped financially, but perhaps a more important reason for
doing this is to prepare you for what it’s like to work for yourself.
When you’re commuting to the office every day and spending your
hours making someone else rich, it can seem like working for yourself
would be a much easier and pleasurable way to spend your time. Now,
while working for yourself is rewarding, it’s also a lot of work, espe-
cially when you’re just getting started.
The trouble with working for yourself is that you can’t really get an
idea of how much work it’s going to be until you’ve already quit your
job, and by that point it’s too late. That’s why I strongly recommend
starting up your new venture on the side and making it successful
before you dive into it fulltime. Working at your new venture on the
side will give you an idea of the kind of hours you’ll have to pull work-
ing for yourself. Many aspiring entrepreneurs have no idea how diffi-
cult it can be to run a business and how much extra work is involved to
deal with all the overhead and nondevelopment aspects of running
your operation.
By starting your business on the side while you still have your fulltime
job, you’ll get an idea of what it feels like to work longer days and to
run the new venture. You’ll also avoid the risk that causes ulcer-induc-
ing stress and early gray hairs, because your survival won’t depend on
(continued)
But also be realistic. Think carefully about how long you can survive and what you
can do to stretch that time out. Have a plan for when you need to throw in the towel
and go back to being an employee if things don’t work out. You can always try again
later. Just make sure not to jeopardize your whole future by taking out massive credit
card debt, mortgaging your house, or borrowing money from friends and family.
Also, perhaps it helps to know you’re not alone. The first two times I tried to make it
on my own, I didn't do things the smart way and I had to go crawling back to regular
employment.
64 CHAPTER 11 Freedom: How to quit your job
this thing succeeding. If you fail at your business, you’ll still have the
income from your job to rely on.
If you’re still not convinced, one of the most solid reasons I can give
you for doing things this way is that your business—especially your
first one—is likely to fail. A majority of new businesses do. It might
take you more than a few tries to create a successful business that can
sustain you. Would you rather spend years saving up enough money to
take one shot at it and hope that it pans out, or have enough runway to
give several tries until you finally get something that sticks?
How much do you really work?
I’m going to be completely candid and honest with you here when I tell
you that even though I was a great employee for most of the companies
I worked at, I didn’t work half as hard during the day as what I could
have.
I’d have never figured this out if I didn’t start my own business and
start tracking my time. When I first started working for myself, I
couldn’t believe how much harder it was to get through an 8-hour day.
I was working 8- to 10-hour days at my regular job every single week,
so why was it suddenly so hard to sit down and work 8 hours when I
was working for myself? And why was I getting way less than 8 hours
of work done in that time?
I discovered the answer to this question by carefully measuring my
time. I set up a mechanism to log and track my hours during the day so
that I could see where my time was going. When I did this, I found that
I was usually getting only around 4 hours of actual work done during a
day. I wouldn’t have believed it if someone else had told me—I still
could hardly believe it, but the numbers didn’t lie. Here I was working
harder than ever, but I was producing only half of my potential capac-
ity each day.
I immediately began to wonder how much work I was actually getting
done during a day at my regular job, before I quit. I thought back
through my typical working day and I tried to figure out how I was
spending my time.
How much do you really work? 65
I started with eight hours. Then I subtracted from those eight hours
about one hour a day for work- and nonwork-related socialization.
Generally I found that I’d get pulled into various conversations
throughout the day, usually in small chunks, but adding up to an aver-
age of one hour a day. Some of this was work-related of course, but I
don’t consider this to be productive work.
Now I’m left with seven hours. From those seven hours I can subtract
another two hours for general overhead related to checking and answer-
ing emails, reading bulletins and memos, and attending pointless meet-
ings where real work isn’t being done and I don’t really need to be there.
Finally, I’ll take off one more hour for what I’ll call general laziness.
We all goof off from time to time and check our Facebook messages,
answer personal emails, and so on. There is no sense denying it and it
probably adds up to about an hour each day.
So, what does that leave me with? Four hours. Out of an eight-hour
day at work, most of us probably only work about four hours. And I’m
sure that on some days it’s even less. But there’s another factor to con-
sider. How hard do we work during those four hours?
I like to think of it this way. Imagine the difference between jogging
down the street and running for your life because a man-eating lion is
chasing you. That’s the difference between the kind of work you do
when you’re working for someone else and when you’re working for
yourself. When you’re working for yourself, you tend to work much
harder, because you only make money when you’re working.
Taking that into account, we could probably estimate that, on average,
we only work half as hard when working for someone else. What I came
to realize was that in a typical day of work at my regular job, I might
have been just putting in the equivalent of 2 hours of real, hard, produc-
tive work. (And sometimes I stayed late and worked 10 hours to do it.)
What is my point in telling you this? It’s two-fold. First, I want you to
realize that when you work for yourself, you’ll be working much
harder than you do working for someone else, even if you technically
put in the same amount of time—you need to prepare for this and be
used to this kind of workload. While it may be true that you may be
66 CHAPTER 11 Freedom: How to quit your job
more motivated working for yourself because you’re passionate about
what you are doing, don’t count on that passion lasting. Passion tends
to fizzle out over time and is somewhat fickle. (For a good book on this
subject, check out So Good They Can’t Ignore You by Cal Newport [Busi-
ness Plus, 2012].)
Second, it’s important to realize that you can’t necessarily plan eight
hours’ worth of work into your working day when you work for your-
self. When I first quit my regular job to work fulltime on my side busi-
ness, I figured I’d be giving myself an extra eight hours a day to get
things done. Because I was working three to four hours each evening
on my side business while holding down my regular job, I thought I
could work just eight hours a day and now get twice as much work
done. I was completely wrong and it almost caused me to become dis-
couraged and give up.
Before you quit your job, it’s important to have realistic expectations of
how much work you actually get done and to train yourself ahead of
time to handle a much heavier workload. At your current job, you can
start tracking your time during the day and see if you can get to the point
of producing six hours of productive work consistently. Also, working
on your side job during the evening will prepare you for what it will be
like to spend a full eight or more hours working on it each day.
Working for someone else versus working for yourself
Cutting the cord 67
Cutting the cord
Okay, so you’ve made the decision. You want to be independent. You’re
tired of working for “the man,” but how do you do it? I can’t offer you
a one-size-fits-all solution, but here’s a fictional example of how a soft-
ware developer might make the transition to self-employment.
Joe has been a software developer for about ten years. He likes his job,
but he really wants to become a freelancer and work for himself. He
likes the idea of having the flexibility and freedom of choosing his cli-
ents and deciding what to work on and when.
Now, Joe has been thinking about making the jump for quite a while.
The first thing Joe did was to start cutting his monthly expenses and
stashing away cash. Joe wants to have some breathing room when he
transitions to self-employment, so he has saved up an entire year’s
worth of living expenses to cover him at least through the first year.
Joe figures that if he can make half of what he needs to live during the
first year of his freelancing, he’ll have enough savings to last him two
years. That’s plenty of time to get his new business going or to realize it
isn’t going to work out. (Note: Joe didn’t save a year’s worth of salary,
but a year’s worth of expenses—what he needs to live, not what he
needs to live comfortably. He’s willing to make that sacrifice to pursue
his dream.)
Joe also started devoting about 15 hours each week to freelancing
while he still kept his regular job. He spends about the first 2 hours of
each day doing freelance work. He spends 5 hours each week working
on getting new business and advertising, and 10 hours doing billable
work. Joe made sure to start doing this six months before he planned
on quitting his job so that he’d be sure that he’d have some guaranteed
income coming in and not feel so much pressure when he quit his job.
Joe calculated the exact day he’d quit in advance and has had it on his
calendar for over a year. When that day comes, Joe hands in his two-
week notice and begins his dream. He’s financially and mentally pre-
pared for the transition.
68 CHAPTER 11 Freedom: How to quit your job
Landmine: Dangerous employment contracts
I have to caution you that the advice in this chapter might get you into trouble. I’ve
seen some pretty nasty employment contracts that say whatever you’re working on
belongs to the company you’re working for.
Before you start a side project that might eventually become a full-time job for you,
make sure you check to see what you agreed to when you took your current position.
If the wording of your employment agreement says anything about the company own-
ing what you produced, you might want to check with a legal professional to find out
how to properly handle that situation.
Now, I’m not a legal professional, so this isn’t legal advice, but I’ll give you my opin-
ion on what I think you should do. First, if you have an employment contract that ba-
sically states that everything you create belongs to your company whether you do it
on your own time or not, I’d suggest either asking to have that clause removed from
your contract or finding a new job. I don’t believe in slavery, and to me a contract like
that is draconian. I can understand a business being concerned about you creating
your own company on their time using their resources, but I don’t think any employer
should restrict what you do in your own time (just my opinion).
If your employment contract has a clause saying that what you create on company
time or using company resources belongs to them, things could be a bit more tricky,
because they aren’t so straightforward. In that case, personally, I’d be pretty upfront
about what I was doing, and I’d carefully document the hours I worked on my side
project and the resources that were used. If you have a log book that shows that you
worked on everything on your own time and you used your own resources, I’d think
you’d be in pretty good shape. Still, in this case you want to tread carefully. It
couldn’t hurt to get a lawyer involved.
The bottom line is if you think you’re going to have a problem with your employer, you
probably will. You can either choose to keep everything you’re doing on the side very
secret or make it very transparent—either way has risks of its own. My best overall
advice, though, is to carefully document and log the work you spend on your side
business so that there’s no question about the ownership.
Taking action
❂Calculate exactly how much money you’ll need to earn each month to live. You
might be surprised to find out how high it is right now. If you want to get “free”
quicker, you’ll need to figure out a way to reduce that amount so that your side
business will need to bring in less income.
❂Start tracking your time every day at work. Get an idea of how you're spending
your time currently each day. Now, figure out how much of that time is actual pro-
ductive time where you're actually doing real hard productive work—you might be
surprised by the results.
69
12
Freelancing: Going out on
your own
One way to get out on your own and start your own business is through
freelancing or becoming an independent consultant. A freelancer is some-
one who doesn’t work for a single client, but instead hires out their work
to multiple clients either for a fixed price or an hourly rate.
For many software developers the idea of becoming a freelancer is very
appealing, but it can be difficult to get started. For much of my career,
when I was working as an employee, I dreamed of being a freelancer, but
I struggled with not knowing how to make the transition. I knew that
many developers were making their living working as freelancers, but I
didn’t know how they managed to find clients and spread the word about
their services.
In this chapter, I’ll give you the advice I wish I had when I was first start-
ing out. I’ll give you a practical plan you can put into place to become a
freelancer or enhance your business if you already are one.
Getting started
If you read the last chapter on quitting your job, you know that I recom-
mend starting a side business before trying to start a new business full-
time. This especially applies to freelancing, because it can be very difficult
to get started freelancing and get a steady stream of business.
One of the greatest fears of freelance developers is that they will not have
work and so they will not get paid. It’s very stressful to know that you
70 CHAPTER 12 Freelancing: Going out on your own
don’t have enough work to fill your time or that after you complete
some work for a client you’ll have to go out and hunt for more. It’s
much better to have work lined up ahead of time and to be in a situa-
tion where you have to turn work down.
The only way to get to this point is to build up your business over time.
You need to have existing long-term clients that you can count on for
future business and you need a steady stream of new clients coming in
the door. It’s pretty difficult to just hang your shingle out one day and
expect both of these things to happen. You have to cultivate these two
situations over time.
Ask someone you know
How do you get started? How do you actually get your first client?
The best way to get a client is through someone you already know.
Someone you already know is more likely to trust you, especially start-
ing out. Without quitting your day job, put out messages on your social
networks letting your friends and acquaintances know that you’re
starting a new freelancing business and you’re looking for work. Make
sure you’re specific about what exactly you can do for them and what
problems you can solve. (Specialization will help greatly here. Check
out chapter 7 for more on that.)
Make a list of all the people you know who would be potentially be
interested in your services and email them personally. Tell them exactly
what you can do for them and why they should hire you to do the
work. The more prospects you have, the more likely you are to get
work. Getting work is mostly a numbers game. Don’t be afraid to send
out follow-up emails every so often to keep letting people know about
your services. Over time this diligence will pay off.
Your goal should be to get to a point where you’re filling up all of the
part-time hours you have allocated to this side business and you actively
have to turn people away because you can’t take on any more work. If
you can’t get to this point running your business on the side, you really
have no business trying to do it fulltime. It will be much more difficult
to fill up 40 hours of work a week than it will be to fill up 10 or 20.
Best way to get clients 71
Best way to get clients
You’ll probably find that you only have so many friends and acquain-
tances who need your services—you might even find that you don’t
have any. But don’t worry, there are other ways to get clients rather
than just reaching out to people you know.
There are plenty of freelancers who advertise their services on various
job boards and even use paid advertising to pick up clients, but I’m
going to tell you a much easier way that requires a lot less overhead—
the only drawback is that it will require patience and some hard work.
What you really want to focus on is what is called inbound marketing.
(We’ll cover this in much more detail in section 2.) Inbound marketing
is basically getting potential clients to come to you instead of you going
out to find them. The primary way you do this is by offering something
of value for free.
I harp on this quite a bit, but most developers should have a blog. A
blog is an excellent way to do inbound marketing, because you can
publish articles on your blog that get people to go there and read your
content. Once potential clients are on your blog reading your content,
you can try to directly convert them to customers by offering your con-
sulting services at the end of your blog post or through some naviga-
tion on your site, or you can offer them something else of value in
exchange for their email list.
Email marketing is one of the best and most effective ways to market
your products or services. Once you have a list of people who are inter-
ested in what you have to offer, you can slowly send them more infor-
mation about you and what you can do for them and eventually convert
them to customers.
You can also do inbound marketing by offering free webinars, writing
books, speaking at conferences, appearing on podcasts, running your
own podcast, and just about anything that is giving someone valuable
(and mostly free) content related to the service you’re providing.
The only problem with inbound marketing is that it can take some time
to start working. You have to have enough content out there to attract
72 CHAPTER 12 Freelancing: Going out on your own
enough potential customers to fill up your pipeline with work. That’s a
good reason to start now and to not quit your day job just yet. But in the
long term, inbound marketing will bring you much more business and
make it easier for you to raise your rates—which we’ll talk about next.
Setting your rate
Okay, so you’ve got some clients that are interested in your services, or
perhaps you already have been doing some work for clients, but what
do you charge them?
This is one of the most difficult problems, besides acquiring clients,
that freelancers face. Most freelancers greatly underestimate both the
amount they can charge a client and the amount they need to charge
a client.
BLOG
EMAIL
MARKETING
WEBINARS
SPEAKING AT CONFERENCES
WRITING BOOKS
PODCAST
Ideas for inbound marketing
Setting your rate 73
First, let’s talk about how much you need to charge a client. Let’s say
that you’re currently working a job where you make $50 per hour. This
is a pretty decent wage in the United States, but you can’t charge that
same amount as a freelancer and have anywhere near the same stan-
dard of living. Let me explain.
As an employee you’re probably getting some benefits on top of that $50
an hour you’re being paid. Perhaps you’re getting medical benefits and
some vacation time. Plus, in the United States, if you work for yourself,
you have to pay what is called self-employment tax—yes, the govern-
ment charges you extra for creating your own job. (Well, actually that
isn’t entirely accurate. Right now your employer is paying this tax for
you, but that’s beside the point.) The $50 an hour you’re making might
actually really be about $65 an hour after everything is said and done.
Now, let’s consider the overhead of running a business. Normally your
employer pays for nice things like electricity, computer equipment,
internet, etc. But as a freelancer, you’ll have to pay for all this stuff
yourself. You’ll probably also need to hire an accountant or book-
keeper and perhaps have some legal fees and other overhead involved
with running a small business. All this can add up, so you’ll need to
make more money to cover this overhead.
Finally, let’s talk about booking. When you’re employed by someone
else, you usually get paid for 40 hours a week—at least here in the
United States. You don’t really have to worry about filling up your
time, because whether there is work or not, as long as you’re at your
desk, you’ll get a paycheck. Not so for the freelancer. As a freelancer
you’ll most likely have some downtime each year, perhaps even each
week. In addition, you won’t be able to bill your clients for things like
checking and responding to emails, installing an OS on your computer,
or any of those other things you might need to do during the day that
aren’t directly billable work.
When all is said and done, you might need to make $75–$100 an hour
as a freelancer to have the same net pay you would make as an
employee. Many freelancers start out charging what they were making
74 CHAPTER 12 Freelancing: Going out on your own
as an employee or just slightly higher and find that they are barely get-
ting by—and until they do all those calculations I ran through, they
have no idea why.
As a general rule of thumb, you need to bill at about twice the hourly
rate you have as a fulltime employee when you’re a freelancer (see
table 12.1). Unfortunately, though, that’s not how you set your rates.
You see, you don’t get to arbitrarily throw out a rate based on what you
think you need to make and automatically have people pay it. Instead,
the rate you can charge is what the market allows you to charge. This is
one of the reasons why I stress inbound marketing so much. The bigger
your reputation in the industry and the more clients coming to you, the
more you can charge for your services.
You still need to know what number you need to charge to be able to
make a living, but it’s up to you to get to the point where you can justify
that number—or a higher one—to the market. You do this by focusing
not on the rate itself, but what your work is worth to your clients. You
can treat what you do like a commodity or you can treat it as a service
that increases the profitability of your clients. If you decide to treat
what you do as a commodity, you can go out there and bid with other
developers—many with much lower income expectations—for jobs. In
that case, the market will push the buyer to accept the freelancer with
the lowest rate.
Table 12.1 Employee versus freelancer rates
Paid as employee Paid as freelancer
$50/hour $100/hour
- Nothing - Self-employment tax
- Utilities and office
- Accountant and/or bookkeeper
- Nonbillable time
= $50/hour = $50/hour
Setting your rate 75
But if you market your services based on what you can save your client
or how you can increase their business, you can base your fee on what
value your services would bring to the client. This is why it’s so impor-
tant to specialize.
I’ll give you an example. I provide consulting services specifically in
regards to creating automation test frameworks. When I talk to poten-
tial clients about those services, I talk about how much money it costs to
build out an automation framework and how expensive it is to make mis-
takes and have to start over. I talk about how I have experience building
many automation frameworks and that I know exactly what to do.
I show the potential client how hiring me for $300 an hour will save
them much more money than hiring a regular developer who may have
never written an automation framework before. I tell them how 1 hour
of my guidance might save them 20 hours of work possibly going in the
wrong direction.
I’m not lying, either. I can make the pitch so effectively, because I really
believe it’s true. The key is that I’m focusing on how my services will
easily pay for themselves and more by the value I’m providing. It
becomes an easy decision to hire me instead of someone cheaper who
just talks about what he or she can do technically.
WHICH DO YOU THINK IS A BETTER PITCH?
“I can design you a new website for your business. I am highly skilled
at HTML5, CSS, and web design, and have successfully built many
websites for other companies similar to yours.”
Or
“Is your current website generating the most traffic it can and con-
verting that traffic to customers? If you’re like most small businesses,
the answer is ‘no.’ But don’t worry, I can help you by creating a top-
notch custom-designed website that’s specifically designed to
increase your traffic and conversion rates. I’ve helped many other
small businesses double and even triple their customers and I can
help you too.”
One last piece of advice on setting your rate: if you’re never having any
potential client tell you “No” or that your rate is too high, raise it. Keep
76 CHAPTER 12 Freelancing: Going out on your own
raising your rate until you start getting “Nos.” You might be surprised
how much a client would be willing to pay for your services. I know
some freelancers who have more than doubled their rates by using this
technique combined with inbound marketing and structuring their
offer in terms of the value they can bring a client.
Taking action
❂Make a list of all the people you know who could potentially use your services or
may know someone who can.
❂Come up with an email template that you can send to everyone from the list you
just created. (Remember to talk about what value you can bring, not just what
you can do from a technical perspective.)
❂Send out a message on your social networks and send your email to a small por-
tion of the list you created and see what kind of response you get. Once you get
some feedback, alter your email and send it out again to more people.
77
13
Creating your first product
As a software developer, you’re in a unique position to be able to be an
entrepreneur who not only imagines a concept or new idea, but can also
create it yourself. Many software developers choose to become entrepre-
neurs and create because of this reason. Other entrepreneurs have to hire
people to create their ideas—and as you know, developing custom soft-
ware can be expensive.
Not only can you create a software product as a software developer, but
you can also create an information product like a book or a video.
In this chapter, I’m going to help you learn what you need to know to cre-
ate your own first product and start down the long and bumpy road of
entrepreneurship. But be warned, the path you’re about to embark upon
isn’t an easy one.
Finding an audience
Many software developers first venturing into the realm of entrepreneur-
ship make the common mistake of building a product before they’ve
found an audience for that product. Although it might seem sensible to
start by building a product, you want to avoid falling into this trap; other-
wise, you risk creating a solution to a problem that doesn’t exist.
Every product created—including this book—solves a particular problem.
A product has no purpose without a problem to solve, and a product with
no purpose has no customers, which means no money for you. Some prod-
ucts solve very specific problems for a very specific group of people—for
example, a software product to help dentists manage their patients or a
78 CHAPTER 13 Creating your first product
book to help software develop-
ers learn how to use the .NET
Unity framework. Other prod-
ucts solve a general problem
like boredom. Entertainment
products like television shows
and videogames might fall into
this category. But regardless of
what problem a product solves,
that problem, and the audience
that has the problem, must be
identified before the product is
created.
If you want to create a product,
the first step should be to iden-
tify a specific audience that you
want to target a solution for. You
might have a general idea of
what the problem you want to
solve for that audience is, but in
many cases it will take some
research to find a common prob-
lem that’s either not being solved
or isn’t being solved very well.
Go where your audience goes
and interact with the communi-
ties your audience participates
in to get an idea of what kind of
problems are common. What
are the pain points that you’re
seeing over and over?
I started to notice a trend of software developers asking me how to
build a reputation in the industry and how to get their name out there
or get noticed. Many developers that were visiting my blog were asking
me questions related to these topics. I could see that there was a real
Products need customers
Finding an audience 79
problem that software developers had with learning to market them-
selves. (In my case, my audience was coming to me through my blog
and directly telling me their problems, so it made things easier—again,
another reason to have a blog.)
I decided to create a product to solve that problem. I created a program
called “How to Market Yourself as a Software Developer” (http://
devcareerboost.com/m). The product solves a very specific problem
that my target audience had, so I knew it would be successful before I
even invested the time to create it. (I also had another method of veri-
fying its success ahead of time, but we’ll get to that in a minute.)
Many developers start backwards and create a product that doesn’t yet
have an audience and then they try to shop the product around to find
an audience. When you do things that way, you’re taking a big risk,
because it’s much more difficult to start with the answer and look for
the question.
When I created “How to Market Yourself as a Software Developer,” my
audience came to me beforehand and told me what their problems were.
This is an excellent way to get started that makes selling your product
easier later on. Instead of trying to find an audience, build one. We’ll get
more into marketing yourself in section 2, but if you use the techniques
in that section to get your name out there and create an audience cen-
tered around you and the content you produce, you’ll find that you’ll
already have customers eager to buy whatever product you create.
Many famous celebrities use this technique to create and sell products.
They already have an audience that they’ve built up. They know the
needs and problems of that audience. When they launch a product into
that audience it’s automatically successful. Take someone like Glen
Beck, for example. Political views aside, this guy can sell New York
Times best-selling books, just because of his audience. He doesn’t have
to go and find an audience, because he created one. Just about every-
thing he produces will automatically have buyers eagerly waiting to
buy it up.
If you want to achieve the same kind of success with your products
(although, perhaps, not nearly on that scale), build a successful blog first
80 CHAPTER 13 Creating your first product
and use other media like podcasts, speaking engagements, video, and
more to build an audience. Then, once you have an audience, you’ll be
able to sell products to that audience. You may have even bought this
book because you were already a follower of my blog, or came across it
because you were following some other work I did, or had heard about
me on a podcast. That’s the power of building your own audience.
Testing the market
Once you’ve determined the audience for your product and how it’s
going to solve a problem they have, there’s still one more step you
should take before you build a product. You should verify the product
by testing the market and seeing if your potential customers are actu-
ally willing to pay for it.
Remember I said that I had another method of verifying my success for
my “How to Market Yourself as a Software Developer” product before
I actually created it? Well, here’s a little secret: I got people to pay for it
before I even started to work on it.
How did I do this, you might ask? Well, to put it simply: I just asked
them to. When I was thinking about creating my product, I decided
that before investing several months in doing the work involved, I’d
say what the product I was going to create was and offer it at a big dis-
count to my target audience if they would pay me for it before I created
it. It seems a little crazy—and to some degree it was—but it was a good
way to prove whether or not someone would actually pay for what I
was planning to produce before I spent all the time producing it. I
knew that if I could get developers to give me their money three
months or more before it was released, then when it actually was
released, selling it would be no problem.
So here’s what you can do: set up a simple sales page where you talk
about the product you’re creating and what problem it’s going to solve.
Talk about what will be in the product and when you’ll actually pro-
duce it. And give a discounted price so that someone who is interested
can preorder the product and get it as soon as it’s released. Offer a
money-back guarantee so that potential customers know that if you
Start small 81
don’t deliver on the product or they aren’t happy with it, they can get
their money back.
But what will happen if you only sell a few preorders? Well, at that
point you can decide if you want to change the product or the offering,
because you aren’t solving the right problem, or you could simply
refund the money back to the few people who bought and apologize,
telling them there wasn’t enough interest. Not a fun thing to do, but
much better than spending three months or more building a product
only to find out no one wants to buy it.
For my product, it turned out that on the first day I put the pre-sales
page up, I sold seven copies of the program. This gave me enough con-
fidence to know that I could move forward and that I wouldn’t be wast-
ing my time. I also had a group of very interested customers who I
could ask for feedback to help improve the product as I was building it.
Start small
I keep harping on you about not just quitting your job and jumping
into an entrepreneurial pursuit, but I’m going to harp on you one more
time when I tell you to start small. Too many budding entrepreneurs
pick a much too aggressive target for their first product and leave
everything behind to pursue their new dream.
You have to understand and realize that your first entrepreneurial pur-
suit will probably fail. And likely your second will, and perhaps your
third. You might not actually see real success until you’ve gone through
quite a few failures. If you throw everything you’ve got into one big
undertaking, betting your entire future on its success, you might end
up putting yourself in a position where you don’t have the resources—
or even the will—to try again. Don’t do that. Start small instead and
work on your first product on the side.
You want to make the learning curve as short as possible, so you need
to reduce the cycle time between when you take actions and see the
results. The problem with a large product is that you may not see the
actual results until you’re very far along and have spent considerable
effort building that product.
82 CHAPTER 13 Creating your first product
Getting started
Perhaps everything in this chapter sounds great, but you have no idea
how to get started. Don’t worry; I was in the same boat when I created
my first product. I was clueless about how to find out what kind of
product I could create and how I could sell it.
I’m not going to lie and tell you that it’s easy. There is quite a bit to
learn, but it’s easy to get started. Today, it’s easier than ever to sell
something online and there are a ton of resources to help you do it.
I’d start out by reading a few books on the subject. You might want to
check out Ramit Sethi’s blog at http://www.iwillteachyoutoberich.com/,
because he’s an expert on the topic and has helped many want-to-be-
entrepreneurs become successful.
I’d also recommend checking out the book The Lean Startup by Eric
Ries (Crown Business, 2011) to get some ideas of small businesses you
could create and how to get started with them.
But a good amount of your education is going to come through trying
and failing. To some degree, you have to do what you think is right,
find out why it didn’t work, and then try something different. Most
entrepreneurs who create successful products do exactly that.
Taking action
❂Come up with some target audiences you could investigate to create a potential
product for.
❂Pick one of these audiences and find out where members of that audience con-
gregate, online or otherwise. Join some of their communities and listen to their
problems. See if you can pick out one or two potential areas for a product that
can solve a pain they have.
❂Check who else may already be solving this problem. You don’t want to enter a
market with too much competition.
83
14
Do you want to start a
startup?
One of the most appealing dreams of many software developers is to start
their very own startup. A startup has a huge potential for reward, but is
also extremely risky. I know many software developers who’ve devoted
years of their lives to creating a startup, only to eventually fail and be
worse off than when they started.
But if you’ve got a good idea—and perhaps, more importantly, the pas-
sion and drive to follow through with it—you might find it’s worth the
risk of starting your own company from the ground up.
In this chapter, we’ll explore what exactly startups are, how you can get
started with one, and some of the potential risks and rewards involved in
becoming a founder (the name given to someone who creates a startup
company).
Startup basics
A startup is a new company that’s trying to find a successful business
model it can use to scale and eventually become a medium-size or large,
profitable company. If you start a company today, it will essentially be a
startup.
Now, even though technically any new company could be considered a
startup, there are generally two kinds of startup companies. First are the
startups that are created with the intent of getting investments from out-
side investors to help them grow quickly. These startups are probably the
84 CHAPTER 14 Do you want to start a startup?
most common kind of startups that you hear about. Many large, suc-
cessful technology companies started out as startups that took money
from investors to grow and become successful. Most of the terminology
and discussion related to startups refers to these kinds of companies.
The other category of startups is bootstrapped startups. A boot-
strapped startup is completely funded by its founders. If you’re creat-
ing a bootstrapped startup, you aren’t going out to try to raise money
from investors and you might not care about getting so big. These com-
panies usually end up being smaller than the startups that take funders,
but they’re also less likely to fail—because they usually have much less
overhead—and the founders have much more control over the busi-
ness, because they haven’t given away large portions of the company.
Because there are already chapters in this book that talk about starting
your own boostrapped business, here we’re mostly going to talk about
startups that have the goal of acquiring outside investments to grow.
From here on out, when I say startup, I’ll be referring to a startup that
intends to get outside investment.
Go big or go home
The goal of most startups is to make it big. The whole reason for taking
outside investments is to be able to scale and grow rapidly. Most
founders of startups have what is called an exit strategy. The typical
exit strategy might be to grow to a certain size and then hopefully
become acquired, resulting in a nice big payday for the founders and
investors and a complete reduction of risk of the future of the company.
It’s really important to think about the future when starting a startup.
You might intend to create a company that you’re going to stick with
for the long haul, but you have to realize that most investors who invest
in your startup are going to want to eventually cash out and see a
return on their investment.
Getting acquired isn’t the only way to get a nice return, though.
Another common exit strategy is to go public. When a company goes
public, it sells shares that represent the equity in the company to the
public. The sales of those shares can result in a pretty big payday for
founders and investors alike.
A typical startup lifecycle 85
Regardless of what your overall exit strategy is, it’s important to under-
stand that startups that take outside investments generally have the
goal of a big payday somewhere down the road. Typically, you aren’t
going to create one of these kinds of startups and be very conservative.
Startups usually swing for the fences.
As you can imagine, this kind of mentality has a potential for some huge
rewards, but along with it there are some huge risks. Most startups fail.
Some estimates show that as many as 75% of startups that have gotten
outside investments end up failing (http://simpleprogrammer.com/
ss-startupsfail). I don’t know about you, but to me that’s pretty scary.
Before you start a startup, you really need to think about dedicating
years of your life and working insane hours, only to eventually close the
doors with nothing to show for all your hard work except some hard-
earned experience.
A typical startup lifecycle
There is a whole subculture dedicated to startups and plenty of books
have been written on how they function, so there’s a lot more to cover
than I possibly can in this short chapter. But in this section, I’ll try to
give you my best overview of how a typical startup works, step by step.
Typically, when you set out to create a startup, you have an idea for a
company you want to create. Usually that company is based on some
kind of unique intellectual property that’s going to make it very difficult
for a bigger competitor to come in and simply do what you’re doing. A
good candidate for a startup would be a new technology or way of doing
something that can be patented or protected in some way. A bad candi-
date for a startup might be a restaurant or other service that isn’t unique
in a way that can’t be copied. A good startup also has the potential to
scale very big. Think Twitter, Dropbox, Facebook, and so on.
Once you have an idea, you’ll have to decide if you want to be a solo
founder or if you want to take on a cofounder. There are some advan-
tages and disadvantages to each, but in general, most startups have at
least two cofounders. If you want to get into a startup accelerator or
incubator—which we’ll talk about next—you probably want to have at
least one cofounder.
86 CHAPTER 14 Do you want to start a startup?
Accelerators
One good way to obtain some extra help getting started with a startup
is to apply for a startup accelerator program. Accelerators are pro-
grams that help a startup get started and give them a small amount of
funding in exchange for some equity in the company. You can find a
big list of accelerators at http://www.f6s.com/accelerators. One of the
most popular startup accelerator programs is Y Combinator (http://
www.ycombinator.com/). Y Combinator has helped many famous
startups like Dropbox get started.
There’s usually a pretty lengthy application process to get into an accel-
erator, but it can be well worth the effort. An accelerator program is an
intensive program that usually lasts a few months and helps get a
startup off the ground. Most accelerators are run by successful entre-
preneurs who’ve already created a startup or two of their own and can
offer excellent advice and mentorship to a startup just starting out.
Accelerators usually also help startups prepare for pitching their ideas
to investors to get funding and often arrange a demo day for startups in
their program. During a demo day, startups are given a chance to pitch
to a room of potential investors.
Personally, I wouldn’t start a startup today without getting accepted
into an accelerator program. The competition is just too fierce, and the
advantage of being in an accelerator program is just too great to try to
make it completely on your own. I actually was a cofounder of a
startup that was accepted into a couple of accelerator programs, but
after some careful deliberation, I decided to bow out of the company,
because I decided I wasn’t at a point in my life where I wanted to go
through the rigorous startup lifestyle.
Getting funded
Whether or not you get into an accelerator program, the first major
milestone for a startup—arguably the one that decides whether the
startup actually even has a breath of life in it—is when it gets its first
round of funding. The first round of funding is usually called seed
funding, and typically angel investors will invest in these very early
startups. Angel investors are usually individual investors who invest in
Getting funded 87
very early startups. It’s a very risky investment, but it can carry a high
reward. Now, angel investors won’t just invest in your company for
nothing; they’re going to usually expect some percentage of equity in
the company.
Once a startup has some seed money, it’s time to get started. Actually,
you should have gotten started before then, but once you have some
seed money, you can probably hire some employees and start scaling
things up. It’s expected that most startups aren’t going to be profitable
at this state. In fact, it’s likely that you’re going to get pretty deep into
the hole as you burn up the initial seed money building out your busi-
ness model and prove it.
Once you run out of seed money, if the idea is still viable, it will be time
to get some serious investments. The first round of investment after the
seed round is typically called series A. In this round, venture capitalists
usually get involved. When you hear about pitching to “VCs,” it means
to pitch your company to venture capitalists hoping to get a large
investment from them so that you can grow. VCs usually contribute a
large amount of capital to a startup in exchange for a large amount of
equity. Don’t be surprised if after a series A round of funding, a ven-
ture capitalist owns more of your company than you do—especially if
you have more than one cofounder.
Landmine: How do I deal with equity?
You’ll want to be very careful with giving away equity in your new company. Equity is
the lifeblood of your startup. Without equity, you don’t have the potential for a reward
for all your hard work and you also don’t have anything to offer investors. Be careful
with how much equity you give away and to whom you give it.
Many startup founders have found themselves in the horrible position of giving away
equity to a dead-beat cofounder who ends up not contributing to the company, but
instead becomes a permanent drain on the company as a freeloader who eats up
valuable equity.
Just make sure you make equity decisions very carefully and realize what it is you’re
giving away when you give away the equity in your company. Giving away equity is un-
avoidable—you’re going to have to give away at least some equity—but make sure
you carefully think about it before you do it.
88 CHAPTER 14 Do you want to start a startup?
After the series A is complete, most startups go through several other
rounds of funding as they exhaust the initial funding and struggle to
get to profitability and scale. You basically continue this cycle of get-
ting more funding until you can’t get any more funding, become suc-
cessful and profitable, or get acquired.
Stages of getting funding
This is, of course, a simplification of the whole process, but hopefully
this chapter has given you a good idea of what the process of creating a
startup is like.
Taking action
❂Look up the history of one or two of your favorite startups. Pay attention to how
they got started and how they got funded.
❂Did they have a single founder or multiple founders?
❂Had the founders successfully founded other companies?
❂When did the company get funding? How much finding did they get?
❂Did the startup go through an accelerator program?
VENTURE
CAPITALISTS
ANGEL
INVESTORS
89
15
Working remotely survival
strategies
Today more and more software development teams are allowing their
developers to work remotely from their own homes. Some teams are even
completely virtual and don’t actually have an office. If you decide to
become an independent consultant or entrepreneur, you’ll likely find
yourself in the situation of working alone at home.
Although working remotely may seem like a fantasy come true, the reality
of working in your PJs might not be quite as appealing as you had imag-
ined. There are many struggles and challenges that the at-home worker
must face. In this chapter, you’ll get a better idea of what it’s like to work
from home and how to deal with problems like isolation, loneliness, and
self-motivation.
The challenges of being a hermit
When I got my first work-from-home job I was thrilled. I couldn’t imag-
ine a better way to work than rolling out of bed in the morning, strolling
across the hall, and sitting down in my own nice, comfortable chair.
Although I still think working from home is great, I soon found there
were also many challenges that I hadn’t anticipated.
Challenge 1: Time management
First, we’ll deal with the most obvious: time management. When you
work from home, there are all manners of distractions that don’t exist in
an office environment. If you decide to click over to your Facebook
90 CHAPTER 15 Working remotely survival strategies
window and hang out on Facebook all day long, no one is looking over
your shoulder to notice. The mailman comes to the door to deliver a
package, and you think “Hmm, maybe I should get a snack.” Your kids
or spouse come in to ask you a question or steal you for “just a minute.”
Before you know it, your whole day can be gone without anything to
show for it.
Many work-from-home newbies think they will deal with this problem
by working odd hours and getting work done when they can. They fig-
ure they can enjoy the nice day and get work done later that evening.
This kind of thinking is a recipe for disaster, because when evening
comes, there is always a new set of distractions or you end up too tired
to sit in front of a computer.
The real solution to this problem is careful time management. You can
work whatever hours you’d like to work, but set a schedule for each
week and stick to it. The more regular and routine the schedule, the
better. My wife and friends often joke with me about why I work a typ-
ical 9-to-5 schedule when I work from home and for myself, but that
schedule is exactly what ensures that I’m not distracted and take my
work seriously. We can’t trust ourselves to try not to be distracted or to
manage our time wisely; we have to plan it in advance, or we’ll suc-
cumb to temptation repeatedly—trust me, I know. I have a whole
string of failed attempts behind me.
Challenge 2: Self-motivation
I’m just going to say this now to get it out of the way. If you struggle
with discipline and self-control, you probably should reconsider work-
ing from home. Next to time management, self-motivation is probably
the single biggest “killer” of stay-at-home workers. It’s closely related
to time management, but even if you can manage your time effectively,
sooner or later, you won’t feel like doing any work.
When you get into this mood at an office job, you’re immediately cured
of it by the eminent threat of being fired. If your boss sees you lying
down at your desk fast asleep or playing games on your phone when
you’re supposed to be working, you’ll probably be handed a cardboard
box and walked right out the door. But when you’re working from
The challenges of being a hermit 91
home, there are no prying eyes to see what you’re doing. You alone are
accountable for your own motivation and the discipline required to
keep on working when all your motivation is gone. (For a better under-
standing of motivation, check out Drive by Daniel Pink [Riverhead
Hardcover, 2009].)
Like I said before, if you lack self-discipline, I really think it’s a lost
cause. I could teach you all the tricks to motivate yourself, but the temp-
tation of turning on the TV, playing a videogame, or browsing Facebook
all day is just going to be too great. On the other hand, if you do have
some self-discipline to draw on, read on. It’s possible to deal with self-
motivation problems if you’re willing to put the work in to do it.
Schedule and routine is very important to rely on for those times when
you aren’t feeling all that motivated. We’ve already covered that, so I
won’t go over it again, but make sure you do set up some sort of a
schedule or routine. When you don’t feel like doing work, having a
time-boxed period for when you need to work can help you stay moti-
vated enough to get it done and get it over with. The same goes for rou-
tine. If you can, develop a routine. Habit can help carry you through
motivation dips. There are many times I feel too tired to brush my teeth
in the evening, but habit compels me to do it anyway.
You should also remove as many distractions and temptations as possi-
ble away from your working environment. If the TV is right there next
to you, the temptation to turn it on when you get bored is just too great.
Never rely on your own willpower to overcome temptation—this les-
son will serve you well in many areas of life. Instead, remove tempta-
tions and you’ll have a much easier life. (We’ll definitely talk more
about this in section 6: “Fitness.”)
And when you’re feeling absolutely unmotivated, one very simple solu-
tion that I employ all the time—in fact, don’t tell anyone, but I’m
employing it right now—is to sit down, set a timer for 15 minutes, and
start working. During that 15-minute timer, you have to work. You
can’t allow yourself to become distracted; you must focus on the task at
hand. After 15 minutes of clear, focused work, you’ll probably find it’s
much easier to keep moving forward. It turns out that once we give our
undivided attention to something for that long, we end up getting
92 CHAPTER 15 Working remotely survival strategies
drawn into what we’re doing and we have some motivation to continue.
I call this momentum.
Challenge 3: Loneliness
At first, working from home can seem like a relief. No one to bother you.
You can just sit down and do your work. It’s actually very true, too.
When I first started working from home, it became very apparent to me
how much of my day in the office was actually wasted by idle conversa-
tion. When I started working from home—once I learned to focus—I
was able to get much more work done in a shorter period of time.
But after a while, that peace and quiet can become a bit unnerving.
You may find yourself peering out the window looking for any signs of
life. “Oh look, a person walking a dog. Maybe I should run outside and
talk to her.” (Don’t forget to put on your pants first…not that I’m talk-
ing from personal experience.) Okay, so maybe I’m being a little dra-
matic here, but sitting at your desk alone all day, week after week, can
eventually start to take a toll on you.
Most software developers who work from home never anticipate that
they’ll actually become lonely from the lack of social interaction—after
all, as a group we can tend to be kind of reclusive. But just trust me on
this one: after about a year or so, if you haven’t figured out a way to get
some kind of social interaction in your life, you’re probably going to
feel like you’re going nuts.
Think about one of the worst ways rowdy prisoners are punished in
prison. They put them in isolation. A day or two “in the hole” is a pretty
bad punishment for anyone, because as human beings we are social
creatures.
So how can you cure this? I’ve got a simple answer here—get out!
Make sure you’re setting up activities in the week that will take you out
of the house and give you opportunities to see other human beings.
Your spouse and kids don’t count. Try joining a local software devel-
oper group that meets on a weekly or monthly basis. For a change of
scene, head to a coffee shop or café. I go to the gym three times a week,
and I’d of course recommend something like that as well. I also find
that going to conferences and other networking events gives me a
The challenges of being a hermit 93
chance to unleash my geek talk to willing recipients. Sometimes it’s
pent up for months at a time.
You can also utilize some resource to help you feel a little less detached.
Skype calls or Google Hangouts can give you a chance to talk to and
even see your coworkers.
If you can overcome these three challenges, you’ll be a successful remote
worker, but if you can’t, you might consider whether working from
home is the thing for you. Some remote workers who just can’t deal with
these issues have found a solution by utilizing what are called coworking
spaces. You can think of these spaces as small offices formed of remote
workers and entrepreneurs. It’s sort of like working in a regular office
environment, only your coworkers don’t actually work with you.
Landmine: I want to work remotely, but I can’t find a remote job
For a long time I tried to find a job that would let me work from home, but I couldn’t
find one. They aren’t all that easy to come by and there’s often fierce competition.
If you’re looking for a remote job but you can’t find one, there are two things I’d rec-
ommend:
1You might want to see if you can work remotely from your current job. Perhaps
start out on a trial basis. You might ask to work one or two days a week from
home. Have a good argument for it, like that you can get more work done and
focus. If you're given the chance, really show extra productivity when you're work-
ing from home.
2You can start tracking companies that allow remote work or have completely dis-
tributed teams and start making connections with those companies. It make
take some time, but if you're focusing on specific companies that you know
allow remote work, you can increase your chances of getting a job at one of
these companies. Get to know the developers who work there already, speak to
the hiring managers, express your interest in the company, and when a job open-
ing comes up, apply for it.
Taking action
❂Take an honest self-assessment. After learning about these three challenges, how
do you think you'd deal with time management, self-motivation, and loneliness?
❂If you're working from home or planning on working from home, come up with a
schedule that you'll stick to each week. Decide what your working hours will be
and what days you'll work.
94
16
Fake it till you make it
In your career as a software developer, you’re bound to come across
many situations that you aren’t qualified to handle. We all often find our-
selves presented with challenges and obstacles we aren’t prepared for.
What you do at those times, though, will be the primary factor in deter-
mining your success.
Many people, when faced with adversity, will choose to hightail it and
head for the hills. But other people, when faced with the same challenge,
will rise up to face it head on. Do all the people who choose to stay and
fight have confidence in their ability to succeed and overcome? No, but
many of them do have one thing in common, though—they’re able to fake
it till they make it.
What it means to fake it until you make it
The phrase “Fake it till you make it” is pretty common, but it’s also a
fairly overused phrase. Different people will have different interpreta-
tions for what exactly it means. So, it’s important to clarify how I’m using
this phrase in this chapter.
When I say “Fake it till you make it,” I’m not suggesting that you lie and
pretend to have some knowledge or ability that you don’t currently pos-
sess. Instead, I’m suggesting that you should act as if you’ve already suc-
ceeded at accomplishing a task or feat before you even begin it. When I
say “Fake it till you make it,” I’m talking about acting “as if:”
❂As if you already possess the skills and talent you need to succeed
❂As if you’re already the kind of person you want to be
Putting it into practice 95
❂As if the battle is already over and you have emerged victorious,
because you know deep down that if you keep trying, you’ll eventu-
ally prevail
❂As if the unknown road you’re about to embark upon has already
been traversed by you many times before
When you act in this manner—and the key word is “act”—you eventu-
ally bend reality to conform with the image you’re presenting. It might
seem like magic and transcendental nonsense, but the truth is that our
minds are very powerful. In section 7, we’ll dive much deeper into the
power of the mind to control and shape your reality, but for now, it’s
enough to know that if you act as if something were already true, and
you can convince your mind of the same, it will take a great force to
prevent that reality from actually coming into being.
Faking it till you make it is all about putting on such a great act that
you convince your own mind and body to make that act a reality. Fak-
ing it till you make it is the opposite of being unconfident. It’s acting
with confidence in all that you undertake, even when you’re in way
over your head, because you have a supreme belief in yourself to over-
come all obstacles.
Putting it into practice
Faking it till you make it is all about purposely putting yourself in situ-
ations that are over your head and forcing yourself to learn how to
swim. It really is a mindset you carry forward with you in life that pro-
pels you into the unknown, confident that new challenges will bring
new opportunities. If you want to learn how to fake it till you make it,
you have to be willing to jump into the deep end.
Have you ever been in a situation where you felt like you didn’t know
what you were doing? A situation that made you feel very uncomfort-
able, perhaps a bit embarrassed, and maybe even a little incompetent?
How did you react in that situation? Did you try to figure out how you
could get out of it? Did you make excuses for why you might fail or not
perform well?
96 CHAPTER 16 Fake it till you make it
It’s natural to react to an uncomfortable situation or obstacle with fear,
embarrassment, and excuse-making, but if you can overcome those
tendencies and see the truth that the new or challenging situation
you’re currently in will someday become the regular and routine, you
are well on your way to learning how to fake it till you make it.
Remember the first time you tried to write some code or learn a pro-
gramming language? It was hard, wasn’t it? Perhaps it may still be
hard for you. But wherever you are now, you can always look back to a
time when anything you consider easy was difficult and might have
even seemed impossible to you. The key is to be able to see ahead to
how easy some task or situation will be in the future and act now as if it
were then.
One common place where this applies to software developers is in the
job interview. It’s almost impossible to be an expert at all of the tech-
nologies any particular job requires. There are just too many different
technologies out there for you to be a master of all of them, so most job
interviews you go into will be for jobs where some of the skills that
you’ll need to do the job aren’t yet in your possession.
They key phrase in that sentence is “aren’t yet.” Many developers go
into a job interview with an apologetic and nervous demeanor that
projects a lack of confidence, because they have some doubts about
their own ability to do a job dealing with some technologies they
haven’t yet mastered or encountered. Their vision is short-sighted,
because they’re looking at things from the perspective of now. Now is
fleeting. Look at it and it’s already gone. It’s much better to have your
eyes set on the future.
Sure, it may be true that at the precise moment when you’re interview-
ing for a job you may not possess all the skills required to be excellent
at that job. But unless you’re a seasonal worker, an employer isn’t hir-
ing you for the short term. Just about every other developer interview-
ing for the job is also going to lack skills or experience in a certain
area—perhaps ones different than yours. For that reason, it’s better to
project an aura of confidence and capability, knowing that you’ve faced
challenges in the past, you rose up to meet them, and there’s no reason
to believe you won’t do the same in the future.
Putting it into practice 97
Don’t confuse this with lying, though. I’m not suggesting you misrepre-
sent your skills to a prospective employer and claim competency where
there is none. Instead, I’m suggesting that you be perfectly open and
honest about your ability or lack thereof, but at the same time carry
forward the attitude and posture of someone who has already over-
come the obstacles that are before you, because you know that the only
thing that stands between the present you and the future you is time.
Your confidence—careful here, not arrogance—will be contagious.
When you carry around this “can-do” attitude, when you have a true
belief in yourself that isn’t inflated or exaggerated, but based on know-
ing that you eventually will succeed at anything you set your mind to,
you’ll find that others will believe this too. Walk into an interview with
this attitude and you understand the power of faking it till you make it.
Taking action
❂Honest assessment time. What is your attitude in difficult situations? How do
you deal with encountering the new and unfamiliar? Think about the last time you
were in a difficult or unfamiliar situation and how you reacted.
❂How can you create a more confident attitude without appearing arrogant? What
is the difference? What steps can you take right now to improve your ability to
fake it till you make it?
Bonus: Practice your strategy by going out and purposely putting yourself into a situ-
ation that is “over your head.”
98
17
Resumes are BORING—
Let’s fix that
Have you ever gone on a vacation and seen those racks that are filled
with dozens of colored brochures about all the local attractions in the
area? Ever picked up one of those brochures and looked at it? Most of
them are full color, three-page, beautifully designed works of art. I’m not
kidding. You can tell that quite a bit of work went into designing that
pamphlet to convince you to spend $100 to go parasailing or rent a ski jet.
Now, contrast that with
the average developer’s
resume: a single-font,
double-spaced, five-page
monstrosity, complete with
grammatical errors, typos,
and poorly structured sen-
tences full of phrases like
“spearheaded” and “results
focused.”
Make no mistake about it,
both are trying to adver-
tise and ultimately get
someone to spend money on something. In one case, the advertisement is
trying to get you to spend perhaps $100 on some vacation excursion. In
the other case, the advertisement is trying to get a hiring manager to fork
over $60,000, $80,000, or more to rent a software developer for a year.
John Smith
john.smith@smith.com | 111-222-3333 | Some place
Experience
Some Company
Company address
20xx-20xx
- Lorem ipsum dolor sit amet, consectetur adipiscing elit. Quisque placerat sem sit amet
risus congue.
- Morbi cursus massa ut orci sodales, eget pulvinar magna cursus.
- Nam commodo, nunc ac semper hendrerit, leo odio hendrerit lacus.
Some other company
Company address
19xx-20xx
- Duis scelerisque risus vitae malesuada elementum.
- Sed aliquam purus ac diam venenatis, ac pellentesque dolor vulputate.
- Suspendisse quis mi gravida, pulvinar lacus ac, venenatis metus.
...................................................................................................................................
Skills
SW
- Praesent risus nunc, faucibus at rutrum eget, tincidunt sit amet purus.
- Etiam dapibus purus in est dignissim adipiscing.
- Donec fermentum pretium suscipit. Integer lobortis rutrum semper.
Team leadership
- Sed ut justo orci. Morbi lobortis volutpat commodo.
- Vestibulum sit amet elit pretium, iaculis ligula ut, accumsan nisl.
- In a augue eu mauris consectetur pharetra.
...................................................................................................................................
Education
Some University
MU, Masters of the Universe
20xx-20xx
College of Specialized Something
BS, Fahrenheit Degree
20xx-20xx
A typical resume doesn’t compare to an advertising
brochure.
Hiring a resume writer 99
It seems a bit crazy to me that someone trying to sell a $100 item would
put so much work and effort into an advertising vehicle, but someone
trying to sell a $60,000+ item would produce such a substandard ver-
sion. Now, don’t get me wrong. I’m not saying your resume is “crap,”
but chances are, if you’re like most software developers, it probably
could use a little work.
You aren’t a professional resume writer
There’s a reason your resume … stinks. It’s pretty simple, actually—
you aren’t a professional resume writer. You don’t write resumes for a
living. I can just about guarantee you, though, that the guy or gal who
created that beautiful brochure trying to convince you to rent a jet ski
does create brochures or other advertising material for a living.
And while many career-coaching books and programs will try to tell
you how to create a better resume, I’m not going to even bother. Why?
Because you shouldn’t have to be a professional resume writer. It’s a
waste of your time and talents. Writing a resume is a skill that you’ll
only use a handful of times in your career. It makes absolutely no sense
for you to invest heavily in that area when there are thousands of pro-
fessionals who already can do a better job of writing resumes than you
could probably ever hope to do.
Think about it this way. The CEO of the company you work for proba-
bly doesn’t write software. Sure, your CEO could probably sit down at
the computer and crank up an IDE and learn how to code to write the
software needed to run the company. But it makes a whole lot more
sense to hire you to write the software instead. So why would you
waste your time learning the skills of a professional resume writer
instead of hiring one?
Hiring a resume writer
Hopefully by now I’ve convinced you that you need to hire a profes-
sional to write your resume. But how do you do it?
There are quite a few professional resume writers out there. A quick
search on the internet will produce plenty of them, but you do have to
be careful in choosing one. Writing a resume for a software developer
100 CHAPTER 17 Resumes are BORING— Let’s fix that
is a bit more challenging than writing a resume for many other profes-
sions, because there are so many buzzwords and technologies related
to our work (see table 17.1). (If you’re looking for a good one that I’d
personally recommend, check out Information Technology Resume-
Service [http://simpleprogrammer.com/ss-resumewriter] and don’t for-
get to mention this book.])
I have to warn you, resume-writing services—at least good ones—
aren’t cheap, but they’re worth paying for, because a good resume can
easily pay for itself by helping you land a higher-paying job much
faster. Expect to pay somewhere around $300–500 for a quality, pro-
fessionally written resume. Again, an expensive price, but if you can
get a job that just pays 2 to 3% more, you can easily more-than make
up for the price within the first year.
Also, before you hire a professional resume writer, make sure you have
all the information that person will need to do a good job. Garbage in,
garbage out. You don’t want to pay someone to write a professional
resume that has inaccurate information because you were too lazy to
look up the correct dates of your previous employment or you didn’t
give her an accurate description of your skills and responsibilities.
When you hire a professional resume writer, you are primarily hiring
them to do two things for you:
❂Write good and compelling “copy” to advertise your services and
present you in the best light possible.
❂Package it in a visually appealing, aesthetically pleasing format.
You aren’t hiring them to be a research assistant or to fact-check your
information. You need to give them as much information as possible
and they’ll take that information and condense it into a highly refined
format that will effectively market your services.
Table 17.1 What to look for in a professional resume writer
Familiarity with the tech
industry
It does no good to hire a professional resume writer who
doesn’t know how to sell your development skills.
Has sample resumes to
show you
The best way to know what kind of work you’re likely to get is to
look at the work a resume writer has already produced.
Going the extra mile 101
Going the extra mile
The title of this chapter indicates that traditional resumes are boring,
and that’s true. Although a conventional resume is important for any
software developer looking to get a better job, it isn’t the only way to
present the same information to a potential employer.
You can, and should, take the information from your resume and put it
online. You should have a LinkedIn profile that has the information
from your resume on it, and you should have an online version of your
resume so that you can send someone a link to it. Applying for a web
developer job without an online version of your resume is sort of like
being a professional carpenter who doesn’t have their own tools.
Even the format of a resume is subject to revision. Try doing something
unique with your resume and present it in a way that really grabs the
reader’s attention. You can either ask a resume-writing service to cre-
ate something unique for you, or you can take the resume you get from
them and hand it over to a graphic designer to make it really “pop.”
I once saw a resume of a videogame programmer who had created an
online version of his resume that was an actual playable videogame
(http://simpleprogrammer.com/ss-interactiveresume). I’m pretty sure
he doesn’t have a hard time finding a job. And here’s a list of really
nice-looking, creative resumes that you can get some inspiration from:
http://simpleprogrammer.com/ss-beautiful-resumes.
Landmine: I don’t feel right about hiring someone to write my resume
This is the most common objection I get to the advice of hiring someone to write your
resume. Many people feel it’s somehow “wrong” and deceptive to hire someone to
write their resume; they feel that they should write their own resume. I can under-
stand this viewpoint—and you’re welcome to write your own resume—but how is hir-
ing someone to write your resume any different than hiring someone to design your
website or decorate your house? In fact, many celebrities employ ghost-writers to
write books for them, in which they put themselves as the author. My point is that
it’s not as big of a deal as you might think. Just because you’ve always thought that
developers should write their own resumes, doesn’t mean that it’s true. You don’t
have to share that you had a professional resume writer write your resume. And if
you really feel uncomfortable about it, write your own resume and hire someone to
“improve” it.
102 CHAPTER 17 Resumes are BORING— Let’s fix that
You don’t have to have the fanciest-looking resume, but it’s important
for a software professional to have a professional-looking resume. If
you think that old Word doc resume you wrote ten years ago that’s
filled with typos and awkward sentences is going to cut it, think again.
If you’re looking for a new job, one of the best investments you can
make is in a professional resume.
What if you don’t want to hire a professional?
I can understand if you still would rather create your resume yourself.
Perhaps you aren’t ready to make the financial investment or you feel
like it’s something you have to do yourself.
If you do choose to create your own resume, table 17.2 has some tips
that you might find helpful.
Table 17.2 Tips for improving your resume
Tip Benefit
Put your resume
online.
Makes it easier for an employer to access your resume and is impor-
tant if you’re applying for a web developer position.
Present your resume
in a unique way.
You can grab the attention of someone scanning resumes by making
yours stand out from the crowd.
Use action–result
language.
Your resume should show what action you did and what result it pro-
duced. This will show a perspective employer not only what you can do,
but what results you’ve been able to achieve and how they might like-
wise benefit from hiring you.
Proofread. Even if you hire a professional resume writer, make sure your resume
is thoroughly proofread. A typo or spelling mistake can make you look
careless.
Taking action
❂Whether you're looking for a job or not, send a copy of your current resume to
some recruiters and ask for their opinion on it. Recruiters see a large number of
resumes and often are the best people to tell you if your resume needs work.
❂Investigate some professional resume-writing services and look at some sam-
ples of the resumes they produce. How do those resumes compare to yours?
103
18
Don’t get religious about
technology
I don’t know if you’re a religious person or not. Regardless of which side
you fall on, I’m sure you can agree with me that many of the most bloody
and grim wars in history were fought, to some degree, over religion.
I don’t say this to knock religion or to in some way suggest that religion
itself is inherently good or bad, but to make you acutely aware of the fact
that adherence to dogmatic beliefs tends to be quite inflammatory.
The same is true about software development. Religious beliefs about
software development and technology tend to be just as inflammatory as
religious beliefs about the origin of life or the existence of a supreme
deity. Although we typically don’t kill people because they prefer iOS
over Android, we do have a tendency to batter them around a bit and per-
haps give them a quick punch in the stomach when we think no one is
looking.
I’m a firm believer that you’ll go much further in your career if you can
keep yourself from becoming religious about technology. In this chapter,
we’ll examine why this is the case.
We are all religious about technology
It’s true. You might as well admit it. You have some bias toward some
technology or programming language that you think is the best—at least,
most programmers do. It’s completely natural. We’re enthusiastic about
104 CHAPTER 18 Don’t get religious about technology
what we do, and any time there’s enthusiasm and passion, there will be
highly charged opinions. Just take a look at professional sports.
The problem with being religious about technology is that most of us
are religious about a particular technology because that technology is
what we know. It’s natural to believe that what we’ve chosen is the best
possible choice, so we often feel slighted by any suggestion to the con-
trary. We can’t possibly know enough about all the technologies out
there to make the best and most informed decision about which one is
best, so we tend to choose what we know and assume it must be the
best—life is too difficult to handle otherwise.
But this course of action, although built-in and natural, is also destruc-
tive and limiting. When we dogmatically hold onto beliefs that are only
based on our own experience, we tend to associate with only the kinds
of people who also hold those beliefs and shun all others. We end up
segregating ourselves into communities where the same ideas are circu-
lated over and over and over again. We reach a point where we stop
growing, because we’ve already found all the answers.
I spent a good deal of my career being overly religious about operating
systems, programming languages, and even text editors before I knew
better and started to learn that I didn’t have to just choose one technol-
ogy that was the best and consider all the others inferior.
Everything is good
Not all technologies are great, but most technologies with widespread
adoption are at least “good.” It’s hard for a thing that isn’t at least good
to become successful and to become widely known or used. Of course,
circumstances change over time, but it’s important to realize that, at
least at some point in history, just about every technology was at one
time good or even considered great.
Having this perspective will help you understand that in many cases
there isn’t just one good or best solution for a problem. There isn’t just
one good and best programing language, framework, operating system,
or, yes…even text editor. You may like a particular technology more
than others, and you may find you’re even more productive using one
My conversion 105
programming language over another, but that still doesn’t necessarily
make it the best.
My conversion
I had a hard time believing this for a long time. I’d spend countless
hours arguing why Windows was so much better than Mac. I’d yell
and rant about how C# and other statically typed languages were far
superior to dynamic languages like Perl or Ruby. I’d even at times—
although I’m ashamed to admit it—berate other developers who
thought otherwise. How could they dare believe something different
about technology than I did?
The eye-opening experience for me was when I was first asked to be a
team lead for a Java project. Up until that point, I had been primarily a
.NET developer focused on C#. (Well, that’s not entirely true. I was
pretty religious about C++ until .NET came along.) I couldn’t stomach
the idea of working with Java. Java was such a dirty language com-
pared to the elegance of C#. How could I possibly enjoy writing Java
code when I couldn’t even use Lambda expressions?
I eventually decided to take the job, because it was just too good of an
opportunity and I figured that because it was a contract, I could stom-
ach it for a year or so. Well, it turned out that taking that job was one of
the best decisions I made in my career. Working with a technology I
hated made me see all technologies in a different light. It turned out
Java wasn’t so bad at all. I could see why some developers actually
preferred it over C#.
I learned more over the few years I worked on that Java project than I
had during my entire career up to that point. I suddenly had a huge
toolbox full of tools that I could use to attack any problem instead of
the few overused tools I had restricted myself to before.
From that point forward I adopted the same kind of open mindset I
had given to Java to other programming languages—even dynamic
ones—and I was able to use what I was learning from each to become a
better programmer at them all. I also backed off of my opinions about
operating systems and frameworks, trying out new things before I
106 CHAPTER 18 Don’t get religious about technology
judged them. I probably wouldn’t even be writing this book if I hadn’t
had this experience—or rather, it might be called Why C# Is the Best and
Everything Else Sucks.
Don’t limit your options
The real point here is to not limit your options. There is no good reason
to vehemently insist that your choice of technology is the best at the
expense of ignoring or belittling all others. It will only hurt you in the
end by deciding to hold onto that viewpoint.
On the other hand, if you’re willing to have an open mind about tech-
nology and not simply hold onto what you already know, claiming it to
be the best, you’ll find many more opportunities will open up to you.
Taking action
❂Make a list of all your favorite technologies or technologies you feel are superior
to others.
❂For each item on that list, think about why you're drawn to that technology and
what comparison you're using to justify its position. Do you have actual experi-
ence using its competitor?
❂Pick one technology you hate and find someone who loves it. Ask open and hon-
est questions about why they're excited about that particular technology. For
bonus points, try using it yourself.
Section 2
Marketing yourself
Marketing is a contest for people's attention.
—Seth Godin
arketing gets a bad rap in the software development industry. The
world in general frowns on marketers, because so many marketers
engage in less than trustworthy practices to make a quick buck. It
seems that every day there’s a new scam being peddled by unscrupu-
lous marketers who have only their own best interests at heart.
But in reality, marketing itself isn’t bad. It’s how you do the marketing
that determines whether it’s for the benefit or detriment of the person
being marketed to. Marketing is required to get people’s attention, to
get them to notice you or your product. Good marketing connects a
need or want with a product or service that can fulfill that desire. It
seeks to give value first before asking for anything in return.
In section 1 we talked about how you should treat your career as a
business, and of course, all businesses need some kind of marketing to
be successful. In this section, I’ll take you through a crash-course on
marketing yourself. You’ll learn exactly what marketing is and how to
do it in a way that doesn’t offend people and “rip them off,” but instead
offers them real concrete value and keeps them coming back for more.
108 CHAPTER
109
19
Marketing basics for code
monkeys
Have you ever been to a nightclub and heard a cover band play a song
that sounded just as good as the original artist—if not better? Have you
ever wondered why that cover band is up there playing a gig in a small
nightclub while another band that doesn’t seem to have any more talent is
touring the world and making platinum records?
Obviously both bands are talented, but talent alone will only take you so
far in life. The real difference between great musicians and superstars is
nothing more than marketing. Marketing is a multiplier for talent. The
better marketing you have, the more it magnifies your talent. That’s why
it’s critical for you, as a software developer, to learn this crucial skill.
What marketing yourself means
At its core, marketing is just connecting a product or service with some-
one who wants or needs that product or service. So marketing yourself is
really connecting people who want what you have to offer with you. Even
though marketing often has gotten a bad rap, there’s nothing wrong with
marketing yourself if you’re able to do it in the right way.
The right way to market yourself is to provide value to others. We’ll talk
more about this in chapter 21, but the key to successfully marketing your-
self in a way that makes others like you and want to work with you is to
do it in a way that provides them value. Consider how well someone like
Scott Hanselman does it. Scott provides developers quite a bit of value
110 CHAPTER 19 Marketing basics for code monkeys
through his blog (http://www.hanselman.com/), speaking engage-
ments, and podcasts. But before we get into the details, let’s talk about
what marketing yourself looks like in practice. How can you as a soft-
ware developer market yourself?
Whether you realize it or not, you’re marketing yourself all the time.
Anytime you’re trying to convince someone of your idea, you’re essen-
tially selling it to them, and as we talked about in chapter 17 on people
skills, we know that how you package an idea is often more important
than the idea itself.
When you apply for a job, your resume is essentially an ad that is mar-
keting your services. Even the things you post on social media or your
blog—if you have one—are giving out some kind of marketing message
about you and what you have to offer.
The problem is that even though we’re all marketing ourselves, most of
us aren’t doing it at a conscious level. We’re leaving things up to chance,
letting other people and circumstances define us and our message.
Marketing yourself is all about learning how to control the message
you’re sending out and the image you’re portraying and amplifying the
reach of that message. When you’re marketing yourself, you’re actively
managing your career by purposefully choosing how you want to rep-
resent yourself and actively promoting that representation to people
who are interested in hearing what you have to say, hiring you, or buy-
ing a product or service from you.
Think about how the advertising campaign for a new blockbuster movie
is orchestrated. There’s usually some overarching message that’s com-
municated through all kinds of different advertising mediums. The
trailer for the movie paints a specific and clear picture—it has a message.
That message is amplified by all the different advertising channels.
Why marketing yourself is important
In the first example in this chapter, I talked about how a cover band
might be just as talented as a famous rock band, but there’s a great
Why marketing yourself is important 111
disparity between their overall success levels. I attribute this disparity
mainly to marketing. The extremely successful rock band usually does
a better job of marketing themselves than the cover band playing ran-
dom gigs wherever they can.
Now, we can’t know for sure that the cover band didn’t do a good job
of marketing themselves, but if we assume the talent level is pretty
close, then aside from plain luck, that’s the factor that they have control
over. Marketing yourself doesn’t guarantee success, but it’s a very
important element that you can control.
You can find the same type of pattern in many other fields as well. Take
professional chefs. There are many chefs who possess a high level of
talent and can cook exceptionally well, but most of them are relatively
unknown. Yet there are some celebrity chefs like Gordon Ramsay or
Rachel Ray who make millions of dollars, not because they’re necessar-
ily more talented, but because they’ve learned how to market them-
selves correctly to take advantage of their talent.
Don’t think the field of software development is any different. You
could be the most talented software developer in the world, but if no
one knows that you exist, it won’t matter much. Sure, you’ll always be
able to find a job, but you’ll never reach your full potential unless you
can learn how to market the skills you possess.
At some point in your career, you’ll likely find that you’ve reached a
skill level that’s on par with many of the top developers. Many software
developers can reach this level in their career in about 10 years. Once
you reach that point, it can become very difficult to advance, because
you’re grouped in with the rest of the pack. Your individual talents
become much less important, because you’re competing against all the
other software developers who possess similar skills.
But there is a way to break away from the pack. By learning how to
market yourself you can stand out from the crowd, and just like a
famous rock star or celebrity chef, earn a much higher income and
have many more opportunities than you would otherwise.
112 CHAPTER 19 Marketing basics for code monkeys
How to market yourself
Hopefully I’ve already convinced you that marketing yourself is impor-
tant, but now you may be wondering how you actually do it. How can
you become the Gordon Ramsay of software development?
I’m not going to pretend it’s easy. Success isn’t something that’s
achieved overnight—at least not long-lasting success. But any devel-
oper can do it, and if you’re willing to do the work, it can seem easy. I’ll
briefly mention all of the key concepts here, and in the following chap-
ters we’ll go over each one in much more detail.
Marketing yourself begins with developing a personal brand—some-
thing that you represent. You can’t be all things to everyone, so you
have to make conscious decisions about what you want to be and how
you want to present that image to the world. You also want to create a
sense of familiarity when someone is exposed to you or something you
created multiple times. Branding helps you do that.
Once you have a brand of some sort and you know what message
you’re trying to convey, you need to find a way to convey that message.
There are many different mediums you can use to get your message out
there, but one of the most prominent ones I recommend for software
developers is a blog. I consider a blog to be your home base on the
Landmine: I’m not an expert at anything; I’ve got nothing to market
Just because you don’t consider yourself an expert doesn’t mean you can’t start mar-
keting yourself. In fact, trying to figure out how to market yourself can push you in
the direction of becoming an expert or specializing in a particular area of software
development.
Almost every developer has something to offer. You might have a unique perspective
or you might come from a different background than other software developers. Per-
haps you have passions or other hobbies that other software developers or clients
would relate to. Even being a complete beginner or amateur can be an advantage if
you market it well—plenty of people want to learn from someone who’s just a few
steps ahead of them, because they can relate to that person.
The point is, don’t let not being an expert be an excuse for not marketing yourself.
No matter where you are in your career, you can benefit from trying to control and
shape your brand and from spreading the word about it.
How to market yourself 113
internet. It’s the one place where you completely control the message
and you aren’t at the mercy of someone else’s platform or rules.
I adopted a strategy from an entrepreneur I follow and highly respect,
Pat Flynn (http://www.smartpassiveincome.com/). Pat has a strategy
called the “Be everywhere” strategy. The basic idea of this strategy is to
be everywhere you can in the space you’re trying to market yourself in.
Whenever anyone in your target audience looks around they should
have a good chance of seeing you. You might show up on their Twitter
feed. They might hear a podcast that you were on. They might see your
video online. Everywhere they look, they can’t help but run into you.
Table 19.1 shows several options for marketing yourself.
This strategy takes time and consistency to execute. Over time, every
blog post you write, every podcast you’re interviewed on, and every
book or article you produce contribute to your marketing effort and the
recognition of your personal brand. You eventually become an authority
in your area and build a following. And that reputation translates to big-
ger and better opportunities and ultimately a more successful career.
I mentioned it before, and we’ll talk about it more in depth, but I want
to emphasize that this all depends on your ability to bring value to oth-
ers. The primary mechanism that you’ll use to get people to follow you
and to want to hear what you have to say will be by bringing value to
them—giving them answers to their problems or even entertainment. If
Table 19.1 Channels for marketing yourself
Blog posts Either through your own blog or guest posts on other people’s blogs.
Podcasts Create your own podcast or be interviewed on an existing podcast.
Videos Create topical videos or screencasts and tutorials on sites like YouTube.
Magazine articles Write an article for a software development magazine.
Books Write a book, like this one, or self-publish your own book.
Code camps Most code camps will allow anyone to speak.
Conferences A great way to network, and if you can speak at one of these events, even
better.
114 CHAPTER 19 Marketing basics for code monkeys
you attempt to do constant self-promotion without bringing value to
others, you won’t get very far, because everyone will just tune you out.
Taking action
❂If you don’t already have a blog, think about starting one. What kind of topic
would you focus on?
❂Come up with at least 20 possible blog posts for your new blog.
❂Now put a schedule in place to actually get your blog started and create content
for it.
115
20
Building a brand that gets
you noticed
Brands are all around us. Everywhere you turn, you see Pepsi, McDon-
alds, Starbucks, HP, Microsoft…the list goes on and on.
But brands are more than just images. Most people associate brands with
a logo. Think of the famous golden arches of McDonalds. But a brand is
much more than a logo—it’s a promise. A brand sets an expectation that
you, as a consumer, expect to have delivered.
In this chapter, we’ll talk about what exactly makes up a brand, and I’ll
show you how you can create your own brand that will help you get
noticed in your marketing efforts.
What is a brand?
Think about some of the popular brands that exist today. Let’s take Star-
bucks, for instance. Starbucks is a well-known brand that most people
would recognize. At first glance, it might seem that the Starbucks brand
is merely the all-too-familiar Starbucks logo, but that couldn’t be further
from the truth. The Starbucks logo is a visual reminder of the brand, but
it isn’t the brand itself.
When you walk into a Starbucks, what do you expect to see and hear?
How do you expect the lighting to be? What kind of layout and furniture
do you expect in the building? You could probably close your eyes right
now and imagine what the inside of a Starbucks looks like—what it
feels like.
116 CHAPTER 20 Building a brand that gets you noticed
How about when you go to the counter to order a drink? What do you
expect the barista to look like? How do you expect the barista to
address you and what questions do you expect them to ask you? Are
you familiar with the menu? Do you have an expectation of what the
prices will be and the quality level of the beverage?
You see, a brand is more than just a logo. A brand is a set of expecta-
tions about a product or service. A logo is just a visual reminder of a
brand. The key to the brand isn’t just the visual element, but what
that brand makes you feel and what you expect when you interact
with that brand. A brand is a promise: a promise to deliver some sort of
value that you expect in the way that you expect it.
What makes up a brand?
You need four things to have a brand: a message, visuals, consistency,
and repeated exposure. All of these four components are required to
create a successful brand. Let’s go over each one of them so you can see
how you can create your own personal brand using these concepts.
First, and most importantly, is the message. A brand without a message
doesn’t have a purpose. A message is what you’re trying to convey and
the feelings you’re trying to invoke with your brand. When you create
VISUAL REPEATED EXPOSURE
CONSISTENCYA MESSAGE
Four elements of a brand
What makes up a brand? 117
your own personal branding, you need to have a central message that
represents your brand. What is it that your brand is about? What are
you about? For example, my branding of Simple Programmer is based
around the message of making the complex simple. My message is that
I take complex concepts, break them down, and make them simple so
that anyone can understand them.
Second, you need visuals. While visuals aren’t the brand itself, they’re
important to a brand. Obviously, a brand should have a logo, because
it’s a simple visual representation of that brand, but a good brand will
use visuals everywhere it can. A set of colors and a style that represents
that brand help to make a brand recognizable and promote the message
that represents it.
Even if your brand is your own name, you can create a logo out of it. A
great example of this is from my friend John Papa. If you go to his blog
at http://johnpapa.net, you’ll see that he has a logo that has been cre-
ated from his name.
Next, there’s consistency. You can have a great message and visuals,
but if you don’t have consistency, you’ll never develop an expectation
about your brand—or worse yet, you’ll constantly betray it. Imagine
what would happen if you went into McDonalds and every location
had a different menu and different prices. A large amount of the value
of the McDonalds brand would be lost. When you go to McDonalds,
you have certain expectations about what your experience will be like.
If that experience is constantly changing, if it isn’t consistent, the brand
starts to become meaningless.
Many developers trying to create their own personal brand make the
mistake of not being consistent. They either aren’t consistent in the
message they’re presenting or they lack consistency in how or when
they deliver that message. The more consistent you can be, the more
successful your personal brand will be at getting your laser-focused
message across to as many people as possible and the more likely they
will be to remember it.
This brings us to the final component of a brand: repeated exposure. If
you do everything else correctly, but someone is only exposed to your
118 CHAPTER 20 Building a brand that gets you noticed
brand once, it won’t do you much good. Your logo might look nice and
it might be eye-catching, but if someone only sees it once, what good
did it do you? The whole point of a brand is to establish a set of expec-
tations so that when someone sees your logo again or hears your name,
they can instantly remember who you are and what you represent.
You have to actively work to spread the word and get your name out
there as much as possible. You do this by blogging, writing articles,
speaking, creating videos, podcasting, or using any other medium you
can to get your name out there. The more you’re able to get your brand
out there and the more exposure you get for it, the more likely someone
will be to remember it and to remember who you are.
Creating your own brand
When you set out to create your own personal brand, your first step
should be to define your message. To define your message, you’ll need
to decide what you want to represent. You can’t be all things to all peo-
ple, so you need to narrow down your audience and pick a niche. This
is pretty much the same concept we talked about in chapter 7 when we
discussed specialization. Basically, you need to pick some smaller mar-
ket that you’re going to target or some unique spin you’re going to
apply to your brand.
One of my favorite examples of a software developer doing this correctly
is Marcie Robillard, a.k.a. the DataGrid Girl. Marcie chose to make her
niche the ASP.NET Datagrid control and to brand herself as the
DataGrid Girl. This is a very narrow and focused niche and it worked
very well for her. She got numerous speaking engagements, was on pop-
ular podcasts like .NET Rocks, and, I’m sure, enjoyed a massive amount
of search traffic around the topic of ASP.NET Datagrids.
Pick some kind of niche and build your brand around it—the more
specific the better. You’ll be able to speak directly to your audience and
you’ll have a much easier time building up brand recognition if you can
be narrowly focused.
Deciding on a niche isn’t always easy. You can choose based on what
you’re passionate about, but that may change over time. Often, the best
Creating your own brand 119
way to make the decision is from a purely strategic perspective. What
advantage do you have that you can exploit through a specific niche?
Take some time and think about this. Don’t be afraid to change your
niche later if you have to.
STEPS FOR CREATING A BRAND
❂Define your message.
❂Pick your niche.
❂Create a tagline.
❂Create an elevator pitch.
❂Create visuals.
Once you have your niche figured out, it’s time to work on your mes-
sage. You should start with a tagline that represents your brand in just
a single sentence or two. For example, my tagline is “Making the com-
plex simple.” Someone can quickly figure out what I’m about by read-
ing my tagline.
Next, you should put together what’s known as an elevator pitch. An
elevator pitch is a quick description of what you do and what you are
about that could be delivered in the time it takes to ride an elevator.
Think about it as what you would tell someone when they ask what
you do at a dinner party or actually during a ride on an elevator.
To create your elevator pitch, think about what exactly is the value you
provide. What is it that uniquely defines you? What can someone
expect of you? In your elevator pitch you want to clearly communicate
what it is that you do and the unique value you bring.
Having this elevator pitch thought out ahead of time will ensure that
you’re consistent with your branding efforts and that you always con-
vey the same message when you talk to people about your brand or you
represent your brand in whatever medium you’re using to promote it.
Only after you’ve figured out the core of your brand is it time to create
visuals for the brand. The visuals you create should represent every-
thing about the brand that you’ve defined so far. They should help to
convey the message and serve as a visual reminder of what your brand
represents.
120 CHAPTER 20 Building a brand that gets you noticed
You don’t have to spend a large amount of money to get visuals for
your brand, but I’d also recommend not trying to do it yourself, unless
you happen to have very good graphical design skills. I have several
brands I’ve created for different products and services, and for many of
those brands, I’ve been able to get logos created for as cheap as $5
using one of my favorite services, Fiverr (http://simpleprogrammer
.com/ss-fiverr). It’s amazing the kind of talent you can find cheaply.
You can also use a service like oDesk (http://simpleprogrammer.com/
ss-odesk) to hire a freelancer to do the work for you. I’ve had great
success using both of these methods to get logos and other design work
done for cheap.
And that’s it. If you take the time upfront to work on creating a clear
and consistent brand with a narrow focus and a thought-out message,
you’ll be far ahead of the game already. But like I said before, just hav-
ing a message and visuals isn’t enough. You need consistency and
repeated exposure to really make a brand that has impact. In the next
few chapters we’ll look at how to add some consistency to your brand
and spread the message through mediums like blogging, social net-
works, speaking engagements, and more.
Taking action
❂Make a list of some of the popular brands you're familiar with. Pick one or two to
study in depth. Try to determine what their message is and look for how they use
their logo and other visual elements to convey it.
❂Brainstorm a list of niche ideas for your own personal brand. Come up with at
least 10 to 15 ideas and then narrow down the list to your top 2 or 3. Try to
come up with one that you’ll use for your personal brand.
121
21
Creating a wildly
successful blog
As a software developer, one of the best mediums you can use to market
yourself is a blog. It’s my firm belief that every software developer who
cares about their career should invest in creating a blog.
You can only meet so many people in person, so you need another pri-
mary way to market yourself and network. Think about how many peo-
ple you’ve met in the tech industry over the past year. That number might
approach several hundred, or even a thousand, but a successful blog
could introduce you to hundreds of thousands of people.
A blog is a cheap and easy way to market yourself and it’s extremely valu-
able for getting your name out there. A successful blog can attract hun-
dreds or even thousands of visitors per day, which can give you many
opportunities ranging from job offers to consulting gigs or even an audi-
ence to sell a product to.
Quite honestly, I owe most of the success I’ve experienced in my career to
my blog. If I hadn’t created a blog and figured out how to make it suc-
cessful, it’s unlikely that you’d be reading this book.
Why are blogs so important?
When you apply for a job, your resume typically is only going to be about
two pages long. When you go into an interview, you’re typically going to
talk to an interviewer for about an hour or possibly two. It’s very difficult
to assess the skills of software developers from their resume and a short
122 CHAPTER 21 Creating a wildly successful blog
interview, so many employers have a difficult time knowing whether or
not someone is a right fit for a job.
But imagine what happens if a software developer has a blog that has
been updated regularly. That blog might contain a wealth of informa-
tion about that developer, including code samples and in-depth techni-
cal analysis of various aspects of software development. I can tell more
about a software developer by reading his or her blog than I can in
almost any other way.
If that were the only reason for creating a blog—and maintaining it—it
would be reason enough. But it isn’t! Not only can having a blog help
you to land a better job, it can also help you become a better software
developer and communicator, and it can bring all kinds of opportuni-
ties you might have never imagined.
Think about famous developers like Scott Hanselman, Uncle Bob
Martin, or Kent Beck—they all have blogs.
If you’re a freelancer or you’re interested in doing freelance work (see
chapter 12), you’ll find that a successful blog can bring many clients
your way instead of you having to go out and look for them. Clients
that come to you directly will be much more willing to pay a higher rate
and will take much less convincing to hire you for a job.
And if you get enough blog traffic, you can use it as a platform to sell
your own product (see chapter 13). If you have a steady stream of visi-
tors to your blog, you can build a product around their interests and
convert that traffic directly into customers.
Let’s not forget the reputation a successful blog can bring you in the
industry. Many famous software developers got their fame directly from
the success of their blog. One good example is Jeff Atwood, one of the
founders of Stack Overflow and Stack Exchange. His blog, Coding Hor-
ror (http://codinghorror.com), became wildly successful and the audi-
ence he built from that blog directly contributed to the success of Stack
Overflow. The blog itself opened up the door for him to partner with Joel
Spolsky (also a successful blogger, http://joelonsoftware.com).
And even if you discount all the financial benefits blogging can bring
you, one intangible benefit that isn’t easily dismissed is the improvement
Creating a blog 123
in your communication skills. Organizing your thoughts and putting
them down into words is a difficult but valuable skill. Regularly writing
helps you hone that skill, and the benefits you gain from being a better
communicator will help you in many areas of your life. Plus, if your force
yourself to blog on a regular schedule, you’ll also be constantly forced
to refresh your skills and stay up to date in your area of expertise.
As a software developer, learning how to write might actually help you
to write better code, because you’ll have an easier time communicating
your intent. It will also help you to communicate your ideas and make
them seem more compelling.
Creating a blog
Are you convinced you need a blog yet? Good. Then your next ques-
tion might be how to get started.
Getting started is pretty easy nowadays. You can create a blog in about
five minutes using a free service like Wordpress (http://wordpress.com)
or Blogger (http://blogger.com). But before you go ahead and sign up
for those services, there are a few things you’ll want to consider.
A free service is the cheapest and easiest way to set up a blog, but it
might not be the best way. One issue with free services is that they typ-
ically don’t give you much control over the theme and layout of your
blog. You can do some customizations, but you might not be able to
add paid advertisements or shopping carts or other things to your blog.
Those things might not be important to you right now, but later down
the road, as your blog becomes more popular, you might want to have
the capabilities you can’t get from a free service.
Fortunately, there’s an easy alternative to the completely free hosting
platform. You can find many paid hosting services that allow you to eas-
ily host a blog with the popular Wordpress.org software (http://
simpleprogrammer.com/ss-wordpress) for prices as cheap as $8 to $10
a month. (By the way, I’d highly recommend using the Wordpress.org
software for your blog, because it’s so widely used and it has a huge eco-
system. You can find plugins to extend your blog and themes to custom-
ize its look very easily if you choose Wordpress.org.) These paid hosting
services offer you much more flexibility for a fairly cheap price.
124 CHAPTER 21 Creating a wildly successful blog
You might start your blog on the free Wordpress.com service. (This is
not to be confused with Wordpress.org, which is the actual software
you’d use to host your blog on a paid hosting service.) For a while,
being on Wordpress.com might be fine, but eventually you might reach
the point where you want to customize your blog by adding plugins
and want to be able to advertise on it. You might end up having to
move to paid hosting to do this, and it could be somewhat of a hassle,
so you might be better off starting with a cheap paid hosting service.
If you go the paid hosting route, you can find many services that will
allow you to do a single-click install of the Wordpress.org software and
you can be up and running in minutes. It isn’t any more difficult than
free hosting and you get much more power to customize your blog as
you see fit.
You can also host your blog on a virtual private server (VPS). A VPS
basically gives you a full operating system in the cloud that you can
install on your blog yourself. It’s the cheapest option in terms of what
you get for what you pay, but it’s also the most difficult option. I currently
host my blog, Simple Programmer (http://simpleprogrammer.com), on
a VPS, but I wouldn’t recommend it if you’re just starting out.
If you do decide to go with free hosting, I have one word of caution:
make sure you register your own domain name. By default, free host-
ing services will give you an address to your blog that’s part of their
domain. You’ll want to register your own domain and pay the fee to
have your blog use it instead of the default one. A large portion of the
traffic you eventually get to your blog will probably come from search
engines like Google.
Google assigns what they call a page rank to certain web pages and
domains on the internet based mainly on how many sites are linking to
that domain. If you switch your blog to paid hosting in the future,
you’ll want to make sure you’re able to carry that search engine rele-
vance, or page rank, with you, so definitely make sure you start out
with your own custom domain. (It’s possible to work around this issue
later on, but it isn’t worth the hassle. It’s much easier to start out doing
things correctly.)
Keys to success 125
STEPS TO CREATE A BLOG
❂Decide on hosting: free, paid, or VPS.
❂Set up or install the blogging software.
❂Configure any themes or customizations.
❂Start writing!
Keys to success
Okay, so you’ve got your blog set up and you’ve written a few arti-
cles—now what? It doesn’t do much good to have a blog if no one is
reading it, so you’ll want to figure out how to get some traffic. After all,
isn’t that what this chapter is about—creating a successful blog?
The largest portion of your success as a blogger will depend on one
thing and one thing only: consistency. I’ve talked to many successful
bloggers and they’ve all had one thing in common: they blog a lot.
Some of the most successful bloggers I’ve talked to blog every single
day and have been doing it for many years.
But don’t worry. You don’t have to write a blog post every single day
(although if you’re just starting out it doesn’t hurt to write two or three
blog posts a week for the first year). What’s more important than any-
thing else is picking a regular schedule and being consistent with it.
The frequency will determine how quickly you’re able to become suc-
cessful. I’d highly recommend blogging at a frequency of at least once a
week. At that frequency, you’ll add 52 blog posts a year. This is critical
because, as I said earlier, a good portion of your traffic—most likely a
majority of it—will be coming from search engines like Google. The
more blog posts you have, the more traffic you’ll get from internet
searches (that is, as long as the posts are actually decent and not just a
bunch of random words).
Unfortunately, being consistent alone isn’t enough to make your blog
wildly successful—although I’m pretty sure if you wrote a blog post
every single day for several years it would be difficult not to be. You
should also make sure you’re writing quality content. There are two
reasons why the quality of your content matters. First, and perhaps
most importantly, the higher the quality of your content, the more
126 CHAPTER 21 Creating a wildly successful blog
likely people will come back to your blog or subscribe to it in their RSS
reader or via email. You’re going to have much more success building
an audience when you’re giving people something of value.
Another important thing quality content will do for you is provide you
with the oh-so-valuable backlinks. Most search engines judge the qual-
ity of a web page based on how many other web pages are linking to
that page. The higher the quality of your content, the more likely it is
that it will get shared through social media and linked to from other
websites. The more websites that are linking to your content, the more
search traffic you’re going to get on that content—plain and simple.
You want to actually write stuff that people want to read and share.
Before you get all stressed out about this, don’t worry. Your stuff
doesn’t have to be perfect. When you’re just starting out, it will most
likely be … well … pretty bad. But as long as you’re trying to produce
good content and not just throwing whatever comes to your mind on a
page without any thought for formatting, organization, or typos, you’ll
be fine. Just publish the highest-quality content you can each and
every week and you’ll get better and better over time.
Valuable content can come in many different forms. Just sharing your
experiences or an interesting story might help someone who comes to
your blog or provide them with some entertainment.
If you do these two things—consistently writing and producing quality
content—you’ll most likely be successful. How do I know this? Because
I give talks to software developers all the time, and whenever I do I ask
developers to raise their hands if they actually have a blog and keep it
updated each week. Out of a room of 100 developers, I’m lucky if I see
a single hand. Just writing good content, consistently, will easily put you
in the top 1% of developers—at least in terms of marketing yourself.
Landmine: I don’t know what to write about
Many would-be bloggers never get started or end up quitting quickly after starting,
because they either don’t know what to write about or find they don’t have anything
to say.
Getting more traffic 127
Of course, there are some other ways you can make your blog success-
ful. Let’s talk about a few of those next.
Getting more traffic
When you first start out blogging, it’s going to be difficult to get traffic
to your blog. You won’t be getting much traffic from search engines
and it’s unlikely anyone will be linking to you, so what do you do?
One of the first strategies I’d recommend is to start commenting on
other people’s blogs. Find other developers who are blogging about
similar topics as you and write meaningful comments on their blog, and
when you have the opportunity, link back to your blog. (Often when
you register to leave a comment, your profile can contain a link to your
blog, so you might not even have to do this directly.)
It will take some work to make this strategy effective, but it will also
help you make connections with other bloggers, who will appreciate
your thoughtful comments. (Just don’t leave “spammy” comments that
only link to your blog and don’t add any real value to the conversa-
tion.) Try to write a few comments on different blogs each day, and,
over time, you’ll start to see some traffic flowing to your own blog from
Many would-be bloggers never get started or end up quitting quickly after starting,
because they either don’t know what to write about or find they don’t have anything
to say.
The best way to combat this problem is to brainstorm many different ideas ahead of
time and keep a running list of possible blog topics so that you always have a pool
to choose from.
Also, don’t be so worried about writing that stellar post or about what people will
think. Sometimes you just have to write a post that you know won’t be your greatest
hit, but will get something posted to your blog. I’ve written many posts that I thought
were horrible, yet turned out to be some of my most popular posts.
One technique that might help you think about what to write is to have a conversa-
tion, or even an argument, with someone about that topic. Often, I’ll find that I can
write the best about something that I had previously discussed in a conversation.
Call up a friend and start debating and you’ll find you have pages’ worth to write
about a topic.
128 CHAPTER 21 Creating a wildly successful blog
people who visited other blogs where you left comments. The higher
the quality of your comments, the more likely that people will be inter-
ested in checking out more of what you have to say on your blog.(You
can also write a blog post as a response to someone else’s blog post.
This can be a very effective strategy for getting traffic, especially if they
in turn link back to you.)
Another good way to get some initial traffic is to, of course, share your
blog posts on your social networks and put a link to your blog at the
bottom of your email signature and anywhere you have a profile online.
This won’t generate nearly as much traffic as you might expect, but it’s
still worth doing.
You should also make it easy to share your content so that others will
spread it. If you’re using Wordpress.org, you can find many different
plugins that add a share button to your content. Wordpress.org soft-
ware even has some of this sharing functionality built in. You might
even put a direct call to action at the bottom of your blog post asking
readers to share the content or to subscribe to your blog.
Finally, if you’re brave and you think your content is either good
enough or controversial enough, you can submit your own posts—or
have someone else submit them—to social news sites like Reddit (http://
reddit.com) or Hacker News (http://news.ycombinator.com). A word
of caution though: some of the people who hang around these sites are
just plain mean. I’ve written posts that I’ve shared on Hacker News
that have been torn to shreds by angry commenters who just wanted to
stick people with forks. You have to have a bit of a thick skin to with-
stand some of that kind of abuse. But if you do end up having one of
your blog posts become popular on one of these sites, you could get
tens of thousands of views in a single day and many backlinks. Overall,
it’s worth it.
I can’t guarantee you success
Well, I’d like to say I could guarantee you success if you follow every-
thing in this chapter, but unfortunately, I can’t. I can only say that by
following the advice I give you here, you’ll be much more likely to find
I can’t guarantee you success 129
success. There’s a bit of luck and timing involved in having your blog
become wildly successful, but it’s rare to find a successful blogger who
doesn’t at least write good content consistently.
Taking action
❂What are your favorite developer blogs? Take a look at some of the blogs you
read and see if you can figure out how often those blogs are updated with new
posts and the average length of each post.
❂If you don’t have a blog already, start one. Sign up today and create your first
blog post. Come up with a schedule that you’ll stick to for writing future blog
posts.
❂Commit to keeping your blog up for at least a year. It takes time and commitment
to get results. At about the one-year mark is when most people start to see
some traction.
❂Create a list of running blog post topics. Every time you think of a new idea, add
it to this list. Then when you need to write a post, you’ll have plenty of ideas
handy.
130
22
Your primary goal:
Add value to others
Try not to become a man of success, but rather try to
become a man of value.
—Albert Einstein
You can do everything right as far as marketing yourself and still not be
successful if what you’re doing only serves your own interests and doesn’t
add real value to others. You can write blogs posts, share your content on
social media, speak at events, write books and articles, and promote your-
self as heavily as possible, but if what you’re saying and the things you’re
conveying don’t help other people, everyone will ignore you.
We’re all interested primarily in ourselves. No one wants to hear about
your successes and why they should help you achieve more of them, but
they do want to hear about how you can help them be successful. The pri-
mary way you’re going to achieve success in your marketing efforts is to
help others to do the same.
Zig Ziglar said it best when he said “If you help enough people get what
they want, you will get what you want.” This is the primary strategy that
you should use in marketing yourself. It will be more effective than any
other technique.
Give people what they want
To give people what they want, you have to know what it is that they want.
But it’s not so easy to figure out what people want, because if you ask
Give away 90% of what you do for free 131
them…they’ll lie. They don’t mean to lie. The truth is most people don’t
actually know what they want. They have a vague idea, but like a bride
looking for the perfect wedding dress, they’ll know it when they see it.
It’s up to you, then, to figure it out for them. You have to be able to
read the signs and see where things are going and then find a way to
provide value to that area. If you have a following already, it’s a bit eas-
ier. But if you don’t, you have to go out and see what people are inter-
ested in. What topics are being talked about in internet forums related
to your niche? What trends are you seeing in the industry as a whole?
And perhaps most importantly, what fears do people have and how can
you address them?
The content you produce should be squarely aimed at providing value
in the areas you identify from your research. You might be particularly
interested in a certain aspect of a framework or technology, but if your
target audience isn’t, it won’t do you much good. On the other hand, if
you strike a nerve with what you blog about or some content you cre-
ate, you’ll know it pretty quickly. If you can find a way to address a
real need or concern with the content you produce, you’ll be creating
real value for others. You’ll be giving them what they want.
Give away 90% of what you do for free
Some people balk at all the content I give away for free. Every week I
produce three blog posts, a YouTube video, two podcasts, and other
content that’s all completely free. But I’m a firm believer that 90% of
the content you produce should be completely free. There’s nothing
wrong with charging money for your hard work, but you’ll find the
most success when you’re giving people solid value mostly for free.
Free content is much more sharable than paid content. If you’re writ-
ing blog posts, producing videos, or perhaps a podcast, and you’re giv-
ing that content away for free, someone is much more likely to share
and spread that content than if you’re charging money for a product.
Sharing free content is as easy as tweeting a link or sending an email.
You’ll reach a much larger audience with your free content than you
will with anything you charge money for.
132 CHAPTER 22 Your primary goal: Add value to others
By giving content away for free, you’re giving people a chance to see
how valuable the content you produce is without having to invest any
money first. You might not even have plans to sell anything, but if you
ever do, you’ll have a much easier time convincing people to buy what
you’re selling if they know that the free content you’re providing is of
high quality. It will also give them a feeling of gratitude so that they may
want to pay back to you some day by supporting a product you create.
It can seem like doing all this work for free is a waste of time, but you
have to think of it as an investment in your future. By marketing yourself
through creating value for others and giving it away mostly for free,
you’re creating future opportunities for yourself by building up a name
for yourself as someone who provides value to others. It’s hard to put a
price on the value of building this kind of reputation, but it can benefit
you in many ways. Your reputation may help you get a better and
higher-paying job or more clients, or to successfully launch a product.
The fast track to success
Every time you set out to do something, whether it be creating a blog
post, recording a screencast, or another activity, you should look at it
from the perspective of how it’s creating value for someone else. As I’m
sitting here writing this book, I’m constantly thinking about how the
words I’m writing are going to benefit you. How can I convey informa-
tion that will be useful to you? How can I provide you value?
It’s easy to fall into the trap of talking about yourself and trying to
demonstrate why you’re worthy, but you’ll find much more success in
solving other people’s problems and genuinely being helpful. It does no
good to tell someone why you’re the best Android developer in the
world, but if you can help that person solve the problem he’s facing
when writing his own Android application, he’ll consider you great.
You should carry this attitude through whatever medium you use to
market yourself. In the following chapters we’ll talk about how to mar-
ket yourself using many different mediums, but you won’t be success-
ful at any of them if you don’t know how to connect with your audience
by solving their problems and providing them value.
Offering more of yourself 133
Offering more of yourself
You might think that altruistic motives would be a questionable way to
get ahead, but it turns out some of the most productive people are the
most helpful. Why? Well, personally, I believe it’s a combination of fac-
tors. The more you help others, the more problems and situations
you’re exposed to and the more connections you make. People who are
always helping others solve their problems often finds that it’s a bit eas-
ier to solve their own problems with all that practice, and when they
really get stuck, they usually have several people to turn to.
It’s not just me who believes this, though. I read an interesting article
about a 31-year-old professor at Wharton School who is one of the most
productive and helpful people around (http://simpleprogrammer.com/
ss-giving-secret). He’s one of the most prolific professors in his field,
organizational psychology, and he’s done some studies to show why
helping people can actually help you get ahead.
Taking action
❂What kind of content do you find most valuable? Is there a particular blogger
whose blog posts you read every single week or a podcast that contains such
valuable content that you don’t ever want to miss an episode?
❂What is the biggest value you can provide your audience or your niche? What
kind of content do you think would be the most valuable to the audience you're
trying to attract?
134
23
#UsingSocialNetworks
Today social media is a big part of many people’s lives. Facebook, Twitter,
Google+, and sites like LinkedIn are important for connecting with peo-
ple and sharing information. As a software developer looking to market
yourself, you need to have some kind of a presence on these social net-
works and learn how to manage the image you portray through what you
share and how you share it.
Lately there has been a huge emphasis placed by social media experts on
how important social media is to branding and marketing, and while I
agree it’s important, I don’t think it’s quite as effective as some people
would lead you to believe. Regardless, though, if you want to have maxi-
mum exposure and engage your audience, you need to know the basics of
using social media to promote your brand.
In this chapter, I’ll help you develop a social media strategy, take you
through each of the major networks, and show some ways you can use
social media to spread your message.
Growing your network
The first thing you’ll need to do to be able to make use of social media is
to get followers, or basically get people into your network. It does little
good to stand on the corner with a bullhorn shouting your message if no
one is around to hear you.
There are many different strategies you can use to build up your social
networks, and how you do it will generally depend on the particular net-
work, but for most social networks the easiest thing to do is follow
Using social media effectively 135
someone else or ask them to join your network. Seems pretty obvious,
but there are many developers who sit out there and wait for people to
follow them or interact with them. Remember, people will be more
interested in you if you show an interest in them.
You can also gain followers by putting your social network profile links
in places like your online biographies, at the end of your blog posts, or
even in your email signature. Make it easy for people to connect with
you and they will. And don’t be afraid to ask, either. There’s no harm in
ending a blog post with a call to action to follow you on Twitter.
It can take some time to build a large network, so don’t rush it. It can
be tempting to buy followers from one of those shady services offering
to increase your following in a matter of days, but most of the time,
you’re just wasting money getting fake accounts to follow you or join
your network. Those fake accounts won’t be worth anything, because
they don’t represent real people.
Using social media effectively
Your strategy with social media should be primarily focused on build-
ing an audience and moving the temperature of that audience from cool
to hot. You want to get people to go from follower to fan so that they’ll
be more engaged in your content, share it with others, and actively pro-
mote you. That’s how you’ll build up a reputation in your industry. But
how do you do that?
Again, it comes down to a matter of value. If you’re consistently provid-
ing value to others by what you’re sharing on your social networks,
you’re going to gain respect and credibility. But if you constantly post
inappropriate, offensive content or content that’s all about you and what
kind of eggs you had for breakfast, you’re likely to turn people away.
So, what do you post on social networks so that you can add value to
others? The simple answer is anything that you’d find useful or inter-
esting. Chances are that if you find it valuable, someone else will as
well. Just make sure you set your bar reasonably high. If you’re known
as an excellent curator of information, especially about a particular
136 CHAPTER 23 #UsingSocialNetworks
niche, people will pay more attention to what you’re saying on social
networks and be more likely to share your content.
I try to provide a mix of useful content every week that I think is likely
to interest the people following me in my social networks. I usually
include some blog posts, news articles, inspirational quotes, tips and
tricks related to software development, and some questions that chal-
lenge my followers and cause them to engage me in conversation. Table
23.1 highlights some types of content to share.
Obviously you should be posting any new blog post or other content
you create, but if you’re selling a book or some other product, or you’re
offering consulting services, you should put those kinds of advertise-
ments into your social media streams sparingly. Just like you should be
giving 90% of what you create away, 90% of what you send out should
be valuable to your followers, not advertisements for you.
Staying active
One big challenge with social media is staying active. You’ll lose a large
amount of your effectiveness if you aren’t consistently active on your
social media accounts, but it can be a burden trying to manage Twitter,
Table 23.1 Content to share via social media
Blog posts Find popular blog posts or share your own.
News articles Post interesting articles related to your niche if possible or
software development in general.
Quotes Famous quotes, especially inspirational ones, are usually very
popular.
Tips and tricks Any special knowledge you might have that someone else
might appreciate.
Humor Some humor is okay, but try to make sure it isn’t offensive and
is actually funny.
Engaging questions A great way to engage your audience and interact with them.
Promotion for your own stuff Do the least of this, but mix some of it in.
Networks and accounts 137
Facebook, Google+, LinkedIn, and whatever other social networks you
belong to while still getting actual work done.
You aren’t going to be able to be extremely active and engaged on all
the social media platforms unless you’re willing to devote a large
amount of time to those activities every day, so most likely you’ll have
to choose one or two platforms where you’ll be the most engaged.
Personally, I don’t like to spend a large amount of time on social media.
I feel like it can easily suck up my whole day, so I try to avoid it as
much as possible. But I still need to stay active, so how do I do it?
I currently utilize a tool called Buffer (http://simpleprogrammer.com/
ss-buffer), but there are many other tools out there that do the same
thing. What Buffer does for me is allow me to schedule my social media
posts all at one time. At the beginning of each week, I’ll run through a
checklist of the different kinds of posts I want to put out on my social
media channels. I’ll create a mix of different types of content, and I’ll
schedule all that content to be released at different times during the
week. I may add more content during the week as I find something
interesting to share, but every week I know that I’ll be sending out at
least two pieces of content each day on each of my social networks. I
also make it so that whenever I post a new blog post or YouTube
video, that content is automatically shared on all my social networks.
I’d highly recommend adopting some kind of similar approach for man-
aging your own social networks so that you don’t have to spend so
much time each day trying to manage everything. I end up spending
about an hour or less a week and I’m able to be pretty effective.
Networks and accounts
As a software developer looking to market yourself, you should have a
presence on all of the major social networks, especially the ones that
tend to be more tech-related or career-focused. You may also want to
create special pages or profiles that directly represent your brand—
although if you try to maintain personal and professional accounts, it
can be a bit overwhelming.
138 CHAPTER 23 #UsingSocialNetworks
I’d definitely recommend having a Twitter account as many developers
utilize Twitter, and it’s a great way to connect with people you might
not otherwise be able to reach. You can mention someone in a tweet,
even someone fairly famous, and there’s a decent chance they’ll reply
back to you, because it requires minimal effort. The same person might
have ignored an email from you, but replying to a tweet just takes a few
seconds. I also find Twitter to be a great place to share blog posts and
tech-related news. The limited size of messages helps to keep conversa-
tions short and to the point.
Next on my list would be LinkedIn. You should obviously have a
LinkedIn profile, because LinkedIn is really the social network for pro-
fessionals. On LinkedIn you can create an online version of your
resume and connect with other professionals. It’s a great site for net-
working and your professional content, like blog posts, will hit the
right audience there. You can also utilize the groups on LinkedIn to
make connections with people who are directly interested in or
involved in the specific niche you’re targeting.
Perhaps one of the most underused features of LinkedIn, though, is the
ability to ask for endorsements from your connections. This is a great
feature which you should definitely utilize. For every job you have
listed on your LinkedIn profile, be sure to ask former coworkers or
managers for an endorsement. It might make you feel a little uncom-
fortable to do so, but having endorsements on your LinkedIn profile
can make a huge difference in how you’re perceived. Endorsements
provide social proof, which is a powerful tool for shaping your image.
Think about the last time you shopped for something on Amazon. Did
you read the reviews and look for products that were highly recom-
mended? That’s the primary way I shop online now—and I know the
same is true for many others.
Facebook and Google+ aren’t nearly as important as Twitter and
LinkedIn, but I’d still recommend having a presence there as well. For
either of these platforms you can either use your personal account or
you can set up what’s called a page, which is basically a profile for a
business or a brand. You can also find valuable groups on both Face-
book and Google+ that can connect you with your target audience and
Networks and accounts 139
allow you to share directly to people who are interested in a particular
programming language or technology.
Taking action
❂How are you using social media right now? Take a look at your social media time-
lines and try to figure out what impression someone would have of you and your
brand if they just read what you put out via social media.
❂Come up with a social media plan. Decide what kind of content you want to
share on each network and put together a strategy for sharing that content each
week. Pay attention to what kind of content you share that's most popular.
140
24
Speaking, presenting, and
training: Speak geek
One of the most effective ways to connect with people and market your-
self is through speaking or giving some kind of training. This medium
might not scale as well as other mediums, but getting up in front of an
audience and talking directly to them is one of the most impactful things
you can do.
I know, for me at least, there’s nothing more invigorating than stepping
onto a stage and giving a speech or a presentation. There’s something
powerful about being able to connect directly with an audience and adapt
based on a feedback loop that you can’t get with other mediums.
Even if you aren’t going to get up on a stage and speak at a conference,
giving a presentation at work can be very helpful to your career. You cre-
ate a great opportunity to be able to show how effectively you can com-
municate your ideas and to influence your coworkers and even your boss.
The only problem is, it isn’t easy to just start speaking. You might be
wondering how you can get started when you don’t have any experience,
or you might even be scared to do it. It’s not easy getting up on a stage
and talking in front of people—especially if you’ve never done it before.
In this chapter, I’m going to tell you why doing things like speaking and
training is so important for your career, and I’ll give you some practical
advice on how to get started or take what you’re already doing to the next
level.
Why speaking live is so impactful 141
Why speaking live is so impactful
Have you ever gone to a rock concert or seen a band perform live?
Why did you do it? You could have just bought the album and listened
from home. You might even have better audio quality using your own
headphones listening to a CD-quality album. The same goes for plays
and live theater. Why not just watch a movie instead?
It’s hard to explain, but there’s a personal connection you get when you
attend a live event that you don’t get when listening to or watching a
recording. There’s something about hearing a presenter speak live that
is more impactful than many other mediums—even if they contain the
exact same content.
People who hear you speak are much more likely to remember you and
to feel like they have a personal connection with you. We remember
the times we saw our favorite band in concert, but we don’t remember
the times we listened to their albums.
Speaking is also an interactive medium—or at least you can make it
one. When you speak at an event you can directly answer questions
from the audience and get them to participate in your presentation.
Interacting in this way can build large amounts of trust quickly and can
help you create fans who will promote your message for you. Coinci-
dentally, just now as I was typing this chapter, I saw a tweet from a
developer who attended one of my talks on marketing yourself and
now is doing everything he can to promote me and my blog to other
people. I don’t think I’d have made that same kind of connection with
him if he hadn’t heard me speak in person.
Many famous software developers who you probably know of boosted
their careers by speaking. My friend, John Papa, is a great example.
He started out doing a few small speaking gigs and now he’s able to
travel all over the world talking about various technologies. He’s cre-
ated many opportunities for himself by being known as a speaker.
142 CHAPTER 24 Speaking, presenting, and training: Speak geek
Getting started speaking
Okay, perhaps I’ve convinced you that speaking is important and
worth doing. But you might be wondering how you can get started,
because that part can be a bit tricky.
Let me start off by saying that you aren’t going to get a speaking gig at
a major conference if you haven’t spoken before and haven’t built up a
name for yourself. But you don’t need to start there. It’s better to start
small and begin to perfect your skill of public speaking. It can take
some time to get good at speaking in public, so it’s good to get some
practice.
One of the best places to start is by giving presentations at your own
workplace. Most companies are happy to have their employees present
on various topics, especially if the presentation is directly related to
what you’re working on. Offer to do a presentation on some technol-
ogy that your team is using or to give training in some area where your
team could use help. You don’t even have to present yourself as an
expert, but as someone who earnestly wants to help by sharing what
you’ve learned. (In fact, you’ll find that you should almost always take
this approach. Too many people get caught up in being perceived as an
expert instead of being honest and humble. Being a real down-to-earth
human with real flaws and weaknesses will go a long way to building
trust with your audience and will make you seem a lot less like a jerk.)
Another easy avenue for public speaking is code camps and user
groups. There are usually many different user groups for software
developers in most metropolitan areas. It usually isn’t hard to find some
user group nearby that you can attend. After attending a user group for
a while, you can ask the organizer if you can present on a particular
topic. Most user groups are always looking for new people to present,
so as long as you have a topic that’s interesting, you’ll probably be
given a shot. This is a great opportunity to speak in front of a smaller,
more forgiving audience, and as a bonus, it’s a good way to market
yourself to local companies and recruiters in your area.
In addition to user groups, you can find yearly code camps all over the
world. Most code camps will let anyone with any level of experience
What about training? 143
speak on a topic of their choosing. Take advantage of this opportunity
and try to speak at at least one code camp every year. Most these
events are low-pressure situations, because no one paid to get in them.
You can relax, and if you mess up, it’s not that big of a deal.
Finally, once you have some speaking engagements under your belt,
you can start submitting to developer conferences. There’s quite a bit
of competition in this area and there tends to be a bit of a “good-old
boys” system with some of the events, but once you break into the cir-
cuit, you can find many opportunities to speak each year, and for most
of these events, you’ll be completely reimbursed for travel and any
other expenses. (Many software developers I know get to travel all
around the world speaking at these events. They might not get paid to
speak, but they get to go to all kinds of places they wouldn’t get to go
otherwise and to expand their audiences. These bigger events are also a
great way to get business if you’re a freelancer.)
What about training?
Doing training, whether live or recorded, is another great way to build
a reputation for yourself and even to make a little money. I’ve had quite
a bit of success through producing online courses, and not just through
the money they’ve brought me, but also through the reputation of
being an expert in the industry.
Landmine: I’m terrified of public speaking
It’s okay, many people are. The fear of public speaking is one of the most common
phobias. But what can you do about it? Well, there are organizations like Toastmas-
ters (http://www.toastmasters.org/) that you can join that will help you to get over
your fear of public speaking in a comfortable atmosphere. You can also start very
small by doing little things like standing up and talking in meetings or giving presen-
tations to a smaller team of people you know well. As you get more and more com-
fortable, you can move on to more intimidating events.
You have to remember that as human beings we’re very good at adaptation. If you
do something enough, you’ll adapt to it. Paratroopers who are first learning to jump
out of planes are pretty terrified, but after doing many successful jumps, the fear
eventually goes away. If you keep attempting to speak in public, the fear will dissi-
pate over time as you adapt.
144 CHAPTER 24 Speaking, presenting, and training: Speak geek
It used to be difficult to get a job as a trainer or to get a training gig, but
now almost anyone can put together some form of training online. Of
course, you can still do traditional classroom training as well, but for
most developers who aren’t going to focus on making a career out of it,
online video training is a much simpler and more scalable solution.
A great place to start out is to create simple screencasts that you can
share on free video sites like YouTube. A screencast is just a recording
of your screen while you teach something or show someone how to do
something. If you can clearly teach a concept to other developers with
your screencasts, you can easily build up a reputation for being a
knowledgeable expert in an area. That reputation can translate into a
better job or even freelance clients who seek out your expertise.
Even though you might start out giving training for free—and free train-
ing is a great way to promote yourself—you might eventually want to
start charging for the content you’re producing. There are a few different
options you can choose from to charge for your video training content.
First, there are dedicated developer training companies like Pluralsight
(http://simpleprogrammer.com/ss-pluralsight). Most of the online video
training content I produced was for Pluralsight, but there are other com-
panies that will pay you to produce content and give you a share of the
profit in the form of a royalty payment. This is similar to writing a book.
When you produce content for one of these types of companies, you usu-
ally are commissioned to produce that content and don’t have to worry
about marketing and selling, because you’ll be integrated into their
existing audience. Typically, sites like these will have some kind of an
audition process, so there’s no guarantee you’ll be accepted, but there’s
no harm in trying.
If you want to go a more solo route, you can try creating content your-
self and selling that content directly. I’ve had some success with this
approach as well, as I have been selling my “How to Market Yourself
as a Software Developer” (http://devcareerboost.com/m) training
directly from my website. The only difficulty with this approach is that
you’ll have to do all your own marketing and you’ll need to figure out a
way to distribute the content and accept payment for it.
What about training? 145
One hybrid option is the online education company Udemy (http://
simpleprogrammer.com/ss-udemy). Udemy allows anyone to publish
content, which is hosted on their platform, but they take a large cut of
the profit and you’re mostly responsible for doing your own marketing
and acquiring your own customers. I know several software developers
who have been successful on that platform.
Taking action
❂Come up with a list of all the user groups in your area. Also come up with a list of
any code camps that you might be able to speak at. Offer to speak at one of
these events on a topic you feel comfortable talking about.
❂Take a look at some of the free and paid training you can find on the web for soft-
ware developers. Take some notes and see if you can figure out what kind of
things successful trainers are doing.
❂Try to create your own short training in the form of a screencast and publish it on
a site like YouTube.
❂Create a list of topics you could speak about.
146
25
Writing books and articles
that attract a following
If you want to be successful at writing, you have to connect with your
audience. Hopefully, as you’re reading these words, that’s exactly what
I’m doing right now—with you. I could have started off this chapter in a
much different way, but I chose not to, because I wanted to create a more
powerful connection by talking directly to you.
If I’m doing my job correctly, right now, as you read this text, you’re
starting to feel like I’m talking to you, not at you. Words aren’t just infor-
mation. Words are a powerful canvas to carry your voice to another per-
son. Sometimes when you read what I write, it’s more real than when I
speak the same words to you. Through your words you can convey your
voice, and if that voice is interesting, grabs your reader’s attention, and
provides them some value along the way, they’ll connect with you and
you’ll win them over.
Why books and articles are important
Have you ever heard the phrase “He wrote the book on the subject?”
Books, in particular, carry a certain weight to them. There’s a certain
amount of credibility a person assumes just by writing a book. It makes
sense that if you want to be seen as someone credible in your industry, you
should write a book. The same applies for a magazine article published in
a software development magazine. Most people assume that if someone
wrote a book or had an article published on a particular subject then
Books and magazines don’t pay 147
they’re probably an expert of that particular subject. If you’re looking
to market yourself, it certainly doesn’t hurt to be seen as an expert.
But beyond the clout you generate from having your name on the spine
of a bunch of bound pages of paper, a book is a vehicle for delivering
your message in a very targeted and focused way. When someone sits
down to read a book, you’re getting their focused attention for a long
period of time. A single book could take 10 to 15 hours of time to read.
You’d be hard-pressed to find another medium where someone will
devote that much time listening to your message. With a book, you
have the ability to deliver your complete unabbreviated message to
your readers.
Although magazine articles don’t allow you to deliver quite the same
amount of content to your readers, they also allow you to spend quite a
bit of time delivering your message—typically much more than a blog
post—and the circulation can be pretty large.
Books and magazines don’t pay
Many software developers get confused about the reasons for writing a
book, assuming that most book and magazine authors must make a
large amount of money from their writing. The simple truth, though, is
that you don’t write a book to make money. You write a book to
increase your reputation.
It’s very rare for a book to make a substantial amount of money, and an
author only keeps a small portion of the proceeds. Most magazines
only pay a small stipend for an article that can take a long time to write
and edit. Don’t count on making a fortune directly from writing a book
or magazine articles, unless you happen to get very lucky and knock
one out of the park with a bestseller.
But just because you don’t get paid directly, doesn’t mean publishing
isn’t profitable. As I mentioned before, the real benefit to writing a book
or magazine article is in the wide distribution and the credibility you get
from being published. The publishing industry acts as a sort of gate-
keeper for quality. If you can pass through that gatekeeper and make it
148 CHAPTER 25 Writing books and articles that attract a following
to the other side, you’ll find that there are all kinds of other lucrative
opportunities that indirectly present themselves by becoming published.
Published authors find it easier to get invited to speak at conferences
and can establish themselves as an authority in a particular subject
area, which can lead to more clients and better job offers.
Getting published
I have to admit, this is my first traditionally published book, but I
know from speaking with many other published authors that getting
published isn’t easy—especially for your first book. Not too many pub-
lishers want to take a risk on a completely unknown author, and there’s
a big risk that an author won’t even complete a book—because it isn’t
exactly an easy task to do.
The best way to give yourself an opportunity to get published is to have
a clearly defined topic that you know there’s a market for and you can
demonstrate your knowledge as an expert in that area. If you’ve cre-
ated a niche for your brand, you’ll have a much easier time doing this,
because you can carve out a small area of expertise where there isn’t
much competition. The more focused and narrow your topic is, the eas-
ier it will be to prove your expertise in it, but the smaller your potential
audience will be, so you’ll have to find the appropriate balance that
appeals to a publisher.
You should also do some legwork ahead of time to establish yourself in
that market. I’d recommend starting with a blog and submitting articles
for smaller magazines. You can build up to bigger and bigger publica-
tions as you establish a track record and your reputation in your area
of expertise increases. Book and magazine publishers like to publish
authors who already have a fairly large audience, because it means that
they’ll likely have guaranteed customers for the book. You can make
yourself more appealing to any publisher by demonstrating how large
your audience is.
Finally, you should have a solid proposal (or magazine abstract) that’s
well written and clearly outlines the purpose of your book, its target audi-
ence, and why you think it will be successful, and your own credentials
Self-publishing 149
that show you’re the best person to write your book. The better case you
can make, the better chance of your proposal being accepted.
Self-publishing
Traditional publishing isn’t your only option. More and more authors
are finding success by self-publishing—especially if they have an exist-
ing audience. I self-published my first few books and was able to do
well selling them on my own. I didn’t have the resources and distribu-
tion of a large publisher, but I didn’t have their overhead, either. I was
able to keep almost all of the proceeds I made from the books.
Self-publishing is a great way to start out, because you can do it com-
pletely on your own and it’s easy to do. It’s also a good way to find out
if you actually have what it takes to write a book before entering into a
contract with a publisher that will have deadlines that you’ll be
required to meet.
There are many services you can use to help you self-publish your book.
One popular service with programmers is Leanpub (http://simple
programmer.com/ss-leanpub). This service allows you to write your
book using a simplified formatting language called Markdown and then
Leanpub takes care of formatting the book nicely, putting it up for sale
for you, and collecting payments. They charge a fairly small percentage
of the total price of the book.
Landmine: I’m not good at writing
Neither am I, but I’m writing this book. All throughout my school years, my weakest
subject was always English. I was in all the advanced classes for math, science, and
even history, but I was only average or slightly below average in English. I never imag-
ined that I’d spend a large portion of my career writing—like I do now.
What happened? Well, I just started writing every day. I started mostly with blog
posts. At first my blog posts were horrible, but eventually I got better. I’m still no
Hemmingway, but I can now effectively communicate my thoughts and ideas in the
written word—at least most of the time.
My point is: don’t worry about not being good at writing. It doesn’t matter if you’re
good right now. What matters is that you start writing and you write consistently. Over
time your skills will improve.
150 CHAPTER 25 Writing books and articles that attract a following
You can also easily list your book on Amazon with the Kindle Direct
Publishing program or even use a service like Smashwords (http://
simpleprogrammer.com/ss-smashwords) or BookBaby (http://simple
programmer.com/ss-bookbaby) to have your book distributed to multi-
ple marketplaces. These services can even help you convert your book
to an e-book format.
Two good friends of mine are both self-published authors and they are
able to make from $10,000 to $20,000 each year from the sales of their
books. This can be some good supplemental income, as well as a great
way to get your name out there and build some credibility—although
traditional publishing will always carry a bit more weight.
Taking action
❂Go through the Amazon best-sellers list for software development-related books
and check to see what kinds of books are selling the best.
❂Before you write a lengthy book, try to take on a smaller assignment like writing
a magazine article. Look for some lower circulation software development maga-
zines and submit an article abstract.
151
26
Don’t be afraid to look like an
idiot
If you really want to succeed at marketing yourself, you’re going to have
to learn to overcome one huge fear that most of us have—looking like an
idiot.
It isn’t easy to get up on stage and talk to a crowd of people. It isn’t easy
to write blog posts for the whole internet to see and comment on. It can
be embarrassing to hear your voice on a podcast or to see your face on
video. Even writing a book, to some degree, takes some guts—especially
if you’re putting all you’ve got into it.
But if you want to be successful at your efforts, you have to learn to stop
caring about what people think. You have to learn how to not be afraid to
look like an idiot.
Everything is uncomfortable at first
The first time I got up on a stage in front of people and had to deliver a
presentation, I was sweating bullets. I was trying to hold my voice steady,
but it kept cracking. I’d click a slide and my stuttering hand would click
forward two slides instead of one. But do you know what happened? I got
through it. I might not have done the best job. I probably didn’t charm the
audience with my charisma, but the time passed and eventually it was over.
The next time I got up on stage, I was still a mess, but I wasn’t quite as
nervous. My hands didn’t shake so much. My shirt wasn’t as soaked with
sweat. And the next time was even easier than that. Now when I get up on
152 CHAPTER 26 Don’t be afraid to look like an idiot
stage, I take the microphone and confidently stride across the room, and
the energy in the room empowers me and makes me feel alive. I never
thought I’d be saying that the first few times I ever gave a speech.
The truth of the matter is that things change. Over time the things that
made you uncomfortable become second nature. You have to give it
enough time and be willing to go through that awkwardness until it
stops being awkward.
When you first do something that makes you feel uncomfortable, you
can’t imagine how you could ever feel comfortable doing that thing.
You’re tempted to think that it just isn’t for you or that other people
have natural talents in a particular area, but you don’t. You have to
learn to overcome this kind of thinking and realize that almost every-
one goes through the same kind of uncomfortable feelings when they
first do anything challenging—especially in front of a group of people.
I’ll be honest with you, most people don’t make it. They give up early.
They care too much about what other people think about them and
they don’t push hard enough to get through the difficult, awkward part
to something better. That’s why if you follow the advice in this book,
you’ll succeed where others fail. Most developers won’t be willing to do
what you’ll be willing to do. Most developers won’t be willing to bear
looking like an idiot for a short period of time in order to achieve some-
thing greater.
It’s okay to look like an idiot
Okay, so perhaps you believe me that things will get easier over time.
That if you just stick through it and keep going, if you keep writing
blog posts, if you keep talking on stage, or making YouTube videos,
that it will eventually not feel so uncomfortable and that it may even
begin to feel natural. But how do you get to that point when your
hands are shaking uncontrollably and you can’t even hold the mic?
Simple. You don’t even care. You don’t care that you might be up there
looking dumb. You don’t care that someone might read your blog post
and think that you’re completely wrong and stupid. You don’t care that
Take small steps (or dive right in) 153
someone might laugh at you, because you’re ready and willing to laugh
with them. Again, I know that’s easy to say, but let’s break it down a bit.
First, what’s the worst that can happen if you end up looking like an
idiot? It’s not like physical harm is going to come to you because you
made a fool of yourself. No matter how bad you blow it at presenting
on stage, no one is really going to care that much. Sure, it might be a
spectacle while you’re up there blubbering away and sweat is pouring
off of your forehead, but after it’s over, chances are no one will even
remember it.
Think about it this way. When was the last time you saw someone “biff
it”? Do you even remember? Did you shout obscenities at him and boo
him off the stage? Did you email him or call him on the phone as a fol-
low-up to let him know how horrible a person he was and that he wasted
your time? Of course not. So what do you have to worry about?
If you want to succeed, you have to learn how to swallow your pride and
get out there and not be afraid to make a fool of yourself. Every single
famous actor, musician, professional sports player, and public speaker
at one time wasn’t very good at what they do and had to make a con-
scious choice to get out there anyway and to do their best. The results
will eventually come. You can’t keep doing something and not get better
at it; you just have to survive long enough for that to happen. The way
you survive is by not caring. Don’t be afraid to look like an idiot.
I've missed more than 9,000 shots in my career. I've lost
almost 300 games. 26 times, I've been trusted to take the
game winning shot and missed. I've failed over and over
and over again in my life. And that is why I succeed.
—Michael Jordan
Take small steps (or dive right in)
If it were up to me, I’d take you right over to the edge of the pool and
give you a nice hard push right into the deep end, because I know that’s
the fastest way to learn. But I realize not everyone appreciates being
154 CHAPTER 26 Don’t be afraid to look like an idiot
put in a sink-or-swim situation, so you might want to start off slowly by
taking small steps.
If you’re nervous about doing speaking, writing, or something else I
mentioned in the previous chapters of this section, try to think of the
smallest thing you can do that doesn’t make you quite as nervous and
start there.
A good place to start would be writing comments on other people’s
blogs. I realize even this task can be intimidating for some developers,
but it’s a good place to start, because it doesn’t require you to write very
much and you can contribute to a conversation instead of starting one.
Be prepared for criticism, but don’t be afraid of it. It may turn out that
some people don’t like what you have to say or don’t agree with you.
So what? It’s the internet, and everyone is entitled to their own opin-
ion, so don’t let it get to you. It’s good to get used to a little bit of abuse,
because even your most perfect work will be criticized by someone.
You can never please everyone.
Once you’re feeling a bit braver, write your own blog post. Write about
a topic you already know about well or even write a “how-to.” Don’t
start with an opinionated post, because those are the most likely to
draw the internet trolls out of their caves to bludgeon you with their
clubs. You’ll probably find it isn’t that bad and some people might
actually like what you wrote. (Just don’t let it go to your head.)
From there expand out further. Perhaps you can write a guest post for
someone else’s blog or you can be interviewed on a podcast. You might
even join a club like Toastmasters (http://www.toastmasters.org/) to
help you get used to speaking in public. Many people who never
thought they’d be able to speak in front of a crowd go through Toast-
masters and end up being excellent public speakers.
The point is to always be moving forward. It doesn’t matter if you’re
taking little steps and slowly getting accustomed to the temperature of
the water or if you jump right in and make a big splash in the deep-end.
You’re going to feel uncomfortable, you’re likely going to be scared—
possibly even terrified—but it will pass. If you keep on going and
Take small steps (or dive right in) 155
you’re willing to face those challenges head on, if you’re willing to look
like an idiot—for a short period of time—you’ll succeed where most
people fail, and I guarantee it will be worth it.
Taking action
❂Get brave. Today is your day. Go out and do something that scares you. Big or
small, it doesn’t matter. Force yourself to be in an uncomfortable situation and
remind yourself that it’s no big deal.
❂Now repeat the first action item at least once a week.
156 CHAPTER 26 Don’t be afraid to look like an idiot
Section 3
Learning
Education is what remains after one has forgotten what
one has learned in school.
—Albert Einstein
he world of software development is always changing. It seems that
every single day a new technology is emerging and what you learned
yesterday is now irrelevant.
In this rapid world of change, the ability to learn is extremely impor-
tant. Software developers who choose to remain stagnant and neglect
to develop their skills are soon left behind, miss future opportunities,
and are relegated to work on legacy systems of the past. If you want to
escape that fate, you need to learn how to learn.
In this section, my goal is to teach you how to teach yourself. I’m going
to take you through a 10-step process I’ve developed to learn new tech-
nologies rapidly; it’s the same process I used to create over 30 full-
length developer training courses in under a year. I’ll also give you
some solid advice on finding mentors, mentoring others, and how to
unlock your inner potential for absorbing information like a sponge.
158 CHAPTER
159
27
Learning how to learn:
How to teach yourself
There’s nothing wrong with going to school and getting a good education,
but if your education stops with graduation, you’re going to be at a dis-
tinct disadvantage in life. In fact, if you constantly rely on someone else to
teach you and never learn the skills to teach yourself, you’ll be greatly
limiting your opportunities to advance your skills and knowledge.
One of the most important skills a software developer can learn is the
skill of self-teaching. Self-education is a vital skill in a world where new
technologies are introduced every single day, and a typical web developer
is expected to know at least three programming languages to even be eli-
gible for a junior-level position.
If you want to be the best software developer you can be, you have to learn
how to teach yourself. Unfortunately, self-education isn’t a skill that’s
taught in schools. You could easily argue that the exact opposite is taught
by systems designed to deal with the group rather than the individual. At
its core, learning how to learn is a skill that you have to teach yourself.
Dissecting the learning process
Have you ever considered how you learn and what it truly means to learn
something? We tend to learn things that we’re interested in almost uncon-
sciously. When someone tells us an exciting story, we usually don’t have
to take notes or try to memorize exactly what happened, yet most of us
can hear a story and repeat that story back with little effort.
160 CHAPTER 27 Learning how to learn: How to teach yourself
The same goes for something we do. If I show you how to do something,
you might forget it, but if you do something yourself, you’re much more
likely to remember it, and if you actually teach what you’re trying to
learn to someone else, not only do you remember it, but you get a much
deeper understanding of it. It turns out that the idea that we all have dif-
ferent learning styles is a myth (see http://simpleprogrammer.com/ss-
learning-myth for more information). We all tend to learn best by doing
and teaching. Active learning is a much more effective way to learn than
any other way.
The great aim of education is not knowledge but action.
—Herbert Spencer
Think about it this way: you could read all the books you want about
the proper way to ride a bike. You could even watch videos of people
riding bikes. I could lecture you on the mechanics of proper bike rid-
ing, but chances are, if you’ve never ridden a bike before, the first time
you get on a bike, you’ll fall right over. You might know a lot about
bikes. You might know a lot about the mechanics of riding a bike and
what kind of bikes are best, but you won’t really learn how to ride a
bike until you actually put what you’re learning into practice.
Why, then, do so many software developers pick up a technical book
on a programming language or framework and read it cover to cover
hoping to absorb all the information within? At the very best, by using
that approach you’d amass all the information about your subject, but
you still wouldn’t have actually learned it.
Teaching yourself
If you want to learn something, what should you do? Well, ultimately,
you’ll learn best when you take action and you’ll reinforce that learning
and gain a deeper understanding when you take on the task of teaching
what you learned to someone else. Your efforts on self-education
should be focused on trying to get to the point where you can actually
be involved and do something as early as possible.
Teaching yourself 161
I feel that the best way to learn something is to jump right in and start
doing, before you even know what you’re doing. If you can gain
enough knowledge about a subject to start playing around, you can tap
into the powerful creative and curious nature of your own mind. We
tend to absorb more information and develop more meaningful ques-
tions about a thing when we’re actively playing.
It seems a bit strange, but it should really be no surprise that play is a
powerful mechanism for learning. We see it all throughout the animal
kingdom. Baby animals tend to play a lot and through that play they
learn important skills they’ll need to survive. Ever watch a baby kitten
learn to hunt mice? We, too, learn by playing, by actively doing with-
out really knowing what we’re doing.
To give you another example, when I was younger, I used to play a
trading card game called Magic the Gathering. I’d play this game for
hours, because it interested me. I was fascinated by the strategy
required to beat your opponent using a combination of your wit, luck,
and creativity.
At one point, I had memorized almost every one of the thousands of
cards that existed in the game. You could name a card and I could tell
you exactly what that card did and what its stats were. (I could proba-
bly still tell you that information for most of the cards.) Do you think I
sat down and tried to memorize thousands of cards? No, I didn’t need
to. I was playing and having fun. That natural exploration and curios-
ity helped me learn so much information with so little effort.
Being able to tap into that ability to play around is a powerful tool you
can use, not only to motivate you, but to greatly accelerate the pace at
which you learn. Before you read a book on a subject, skim the book
and dive right in and start playing around. Don’t worry if you don’t
know what you’re doing. Just have fun and see what kind of questions
your mind develops as you experiment and explore.
Once you’ve played around and you have all kinds of questions, only
then go back and read the text. Now when you go back to your refer-
ence material, you’ll approach it with a greater desire to devour and
162 CHAPTER 27 Learning how to learn: How to teach yourself
absorb its contents. You’ll have questions that you’ll want answers to;
you’ll have an idea of what’s important.
Then you can take what you’ve learned and reapply it to your play. See
how the new tools you’ve learned about fit into your play and solve the
problems you had. Explore new areas and unlock new questions that
need solutions. Repeat this cycle over and over again as you inch for-
ward in knowledge for the purpose of solving the problems you dis-
cover as you play. This way the information you acquire is meaningful
to you, not just words on a page.
Finally, seal it all in cement by teaching what you’ve learned to some-
one else. At this point you should be busting at the seams, ready to
share your newfound knowledge with anyone who will listen, because
you’ll actually be excited about what you’re discovering—such is the
power of play. Teaching might be as simple as having a conversation
with your spouse about what you’ve learned or it might be writing a
blog post. The key is to regurgitate that information in your own words
and organize the thoughts somewhere outside of your head.
This is the exact concept behind the 10-step process I’ve developed
that we’re going to go over in the next few chapters. I’ve added a bit
more formality and introduced a few preparatory steps to help you
organize your learning before you begin, but the key guiding principle
is this idea of learning through play, experimentation, and teaching
what you learned to someone else. This simple process that comes nat-
ural to us all, but somehow gets “taught” out of us, is the simplest and
purest way to learn.
Taking action
❂What is the last thing you taught yourself how to do? What process did you use
to learn it?
❂When was the last time you were really excited about a hobby or other interest?
How much do you know about that hobby or interest? Did you make a concerted
effort to learn about it, or did it come naturally through play?
163
28
My 10-step process
Over the years, I’ve been under immense pressure to learn new technolo-
gies, programming languages, frameworks, and other competencies very
quickly. Often, this pressure has been my own fault, due to me jumping
into things and getting in way over my head, but regardless of the source,
it has forced me to develop a repeatable system for self-learning.
In the next few chapters I’m going to take you through a 10-step system I
developed to learn anything quickly. Let’s start off by talking about what
exactly this system is and how it works.
The idea behind the system
Early in my career, I learned primarily by finding a book on the subject I
wanted to learn about and reading through it cover to cover. Only when I
had finished reading about the subject would try to actually implement
what I learned. Using this process, I found that I was learning, but at a
very slow pace, and I’d often have to go back through the book to fill in
the gaps I’d invariably have in my knowledge about a subject.
When I had plenty of time and I was learning without a real concrete goal
in mind, this approach was fine. I eventually learned what I was trying to
learn and it wasn’t difficult to read a book cover to cover—it just took
time. But as I started to have more demanding reasons to learn—and to
do it quickly—I found the approach I was taking wasn’t going to work.
Oftentimes, I didn’t have time to completely read a book, and I found
much of the material in a book was better suited for reference, not for
actual learning.
164 CHAPTER 28 My 10-step process
Necessity forced me to look for better ways to teach myself what I
needed to know in a compressed timeframe. In some cases, I had only a
week or less to absorb enough information about a subject to be able to
teach it to someone else. I found that the natural thing for me to do in
that situation was to clearly define exactly what I needed to learn and
to look for the best resources I could find to get exactly the information
I needed while ignoring any additional information that wasn’t
required to meet my goal.
I discovered that there were three main things I needed to know to be
able to learn a technology:
1How to get started—What were the basic things I needed to know to get
started using whatever I was learning?
2The breadth of the subject—How big was the thing I was learning and
what could I do with it? I didn’t need to know every detail to start, but
if I had a decent overview of what I could do and what was possible, I
could always find more details later.
3The basics—Beyond just getting started, what were the basic use cases
and the most common things I’d need to know to use a particular tech-
nology? What was the 20% I could learn that would cover 80% of my
daily usage?
Equipped with just these three things, I could be effective with a tech-
nology without having to know everything about it upfront. I found
that if I knew how to get started, what I could do, and the basics, I
could learn the rest of what I needed to know as I went. When I tried
to learn everything upfront, I was just wasting my time, because what
was actually important got mixed in with all the other little details. This
new approach allowed me to focus on only what was important. I could
rely on reference materials to fill in any gaps later when I actually
needed more details. How many times do you read a technical book
cover to cover and find that you only actually use a small portion of the
technology that’s covered in the book?
I used this technique to learn the Go programming language in a very
short time period—just a few weeks. I focused on learning how to
write code with Go as soon as possible. Then I got an overall idea of
The 10-step system 165
how big the programming language was and what kinds of libraries
were available. I wanted to get an overall feel for what the language
could do. Finally, I went through and learned the basics. I only
expanded on those basics when I needed to dive deeper.
The 10-step system
It turns out that getting those three pieces of knowledge isn’t as easy of
a task as it might seem. Learning how to get started with a technology
can be a challenge, and it’s often difficult to find out what is the 20%
you need to know to be 80% effective with a technology. Plus, I often
had a hard time finding a compact description of the breadth of a tech-
nology. Often this information was spread throughout an entire book
or several different books.
To solve these problems, I needed to do a bit of research ahead of time
to make sure I could find the information I needed and organize it in a
way that made the most sense for progression.
The basic idea of the 10-step
process is to start by getting a
basic understanding of what
you’re trying to learn—enough
to know what you don’t know.
Then take that information and
use it to define the scope of what
you want to learn, along with
what success will look like.
Armed with that knowledge, you
can find resources—and not just
books—to help you learn what
you want to know. Finally, you
can create your own learning
plan to chart the course you’re
going to take to learn your sub-
ject and filter the materials down
to just the best ones that will
help you achieve your goal.
The 10-step system
166 CHAPTER 28 My 10-step process
Once you’ve done this legwork and know what you’re going to learn
and how you’re going to learn it, you can take each waypoint in your
learning plan and apply the process of “learn, do, learn, teach” (LDLT)
to gain a deep understanding of the subject matter as you progress to
your goal.
The first part of the 10-step process is the research portion and it’s done
once. But steps 7 through10 are repeated for each module you end up
creating in your learning plan. This technique ends up being effective
because it forces you to clearly define a goal for what you’re trying to
learn upfront, and it constantly moves you in the direction of that goal
by actually doing instead of just reading or listening to lectures.
I’ve been able to learn whole programming languages using this tech-
nique, in a matter of days. Thousands of other developers who’ve
signed up for my video course on this 10-step process have had similar
results (http://simpleprogrammer.com/ss-10steps).
Is this the only way to learn quickly? Is this some magical system? No.
It’s just a practical way to learn quickly by reducing down the volume
of content to only what’s important and to really make that content stick
in your head by forcing you to learn through the self-discovery of play
and the reinforcing power of teaching. As we go through the actual steps
in the next couple of chapters, feel free to modify the system as you see
fit, throw out what you don’t like or don’t find effective, and keep what
works for you. Ultimately, you have to figure out how to educate your-
self in a way that works for you—your future depends on it.
Taking action
Take a technology you know well and see if you can define
❂How to get started with it
❂The breadth of that technology
❂The 20% you need to know to be 80% effective using it
167
29
Steps 1–6: Do these once
For the first 6 steps of the 10-step process, you’ll focus on doing enough
research upfront to make sure that you know exactly what you’re
attempting to learn and how you’ll know you’re done. You’ll also pick out
the best resources to help you achieve your goal and charting out a plan
to get there.
These first six steps will only be done once for each topic that you want to
learn about. Steps 7–10 will be repeated for each module you create in the
learning plan you’ll put together in step 5. Even though you’ll only go
through steps 1–6 once, they’re some of the most important steps, because
they’ll set you up for future
success or failure. During these
six steps, you’ll do all the prep
work you need to prepare you
to actually learn about your
topic. The better the founda-
tion you lay, the easier it will
be for you to reach your goal.
Step 1: Get the big picture
Learning is always tricky,
because when you first start to
learn about something, you
don’t know enough about it to
really understand what you
need to learn. Former U.S.
Do steps 1–6 once.
168 CHAPTER 29 Steps 1–6: Do these once
Secretary of Defense Donald Rumsfeld talked about “unknown
unknowns,” or basically what you don’t know that you don’t know.
Most developers crack open a book and start reading through it with-
out even knowing what they don’t know. They leave these “unknown
unknowns” for later discovery. The problem with this approach is that
you’re very likely to learn the wrong thing or get in way over your
head. It’s important to at least understand a little bit about a subject
before diving into it. Then you can figure out exactly what you need to
learn and decide the best way to do it.
What you want to do in this step is to get the big picture of the topic
you’re trying to learn about. What is the 50,000-foot view of this topic?
Can you learn just enough to understand what you don’t know and
how big this thing is?
Suppose you wanted to learn how to do digital photography. You
might start out by searching the internet for everything you could find
on the subject and skimming blog posts and articles about digital pho-
tography. You could probably have a good idea of how big the topic is
and what kind of subtopics exist within a few hours of research.
To complete this step, do some basic research on the topic you want to
learn about. You can probably accomplish most of this research using
internet searches. If you happen to have a book on the subject, you
might read an introductory chapter to skim through the material. Don’t
spend too much time on this step, though. Remember, the goal isn’t to
actually learn the topic here, but to just get a big picture of what it’s
about and how big it is.
Step 2: Determine scope
Now that you have at least somewhat of an idea of what your topic is
and how big it is, it’s time to narrow down your focus to determine
what exactly you want to learn. In any project, it’s important to deter-
mine the scope of that project so that you know how big it is and can
prepare accordingly. Learning is no different.
If you were continuing with learning digital photography, at this point
you’d want to figure out exactly how big the topic was and how you
Step 2: Determine scope 169
could break it down into a smaller scope. You can’t learn everything
about digital photography in any reasonable amount of time, so you’ll
have to decide what areas to focus on and what the scope should be.
Perhaps you want to know how to shoot portrait pictures. That could
be your scope.
One common failing point in learning is becoming overwhelmed by
trying to tackle something that’s too big. It’s not practical to try to learn
“physics.” That topic is far too big and unfocused. You can’t learn
everything there is to know about physics in any reasonable amount of
time—perhaps not in your whole life. You need to determine the scope
of what you do want to learn. You have to take the information you
gained in the previous step and use it to narrow your focus to a smaller
area—something much more manageable.
Let’s take a look table 29.1 to see some examples of how you might
break down a big topic into a much more narrow focus.
Notice how each one these examples takes a broad topic like C# and
narrows it down to a specific focus. We take a fairly unbounded topic
and defining a clear scope that has a focus. You’ll also notice that in this
step we put a reason for learning into a properly scoped topic. For
instance, you want to learn photography, specifically digital photogra-
phy, for the purpose of shooting portrait pictures. By stating the reason
for learning, it can help define the scope, because people usually learn
something for some particular reason.
For this step, take the information you gathered in the first step and
use it to come up with an appropriate scope for what you want to learn
Table 29.1 Breaking down a big topic into manageable pieces
Original topic Properly scoped topic
Learn C#. Learn the basics of the C# language needed to create a simple console
application.
Learn photography. Learn digital photography for shooting portrait pictures.
Learn Linux. Learn how to set up and install Ubuntu Linux and how to use its basic
features.
170 CHAPTER 29 Steps 1–6: Do these once
about. Use your reason for learning a topic to help you determine what
the scope should be.
You might be tempted to make your scope bigger and less focused,
because you want to learn about different subtopics in your topic area,
but resist the temptation and try to be as focused as possible. You can
only learn one thing at a time. You can always come back later and
learn about other subtopics that branch off of your original topic, but
for now, pick one narrowly focused thing and go with it.
One last note about this step: use your timeframe to help you deter-
mine the scope. If you have just one week, you need to be realistic
about what you can learn in that timeframe. If you have a couple of
months, you might be able to tackle a bigger topic. Scope your topic
down to the appropriate size that fits your overall reason for learning
and fits into the timeframe that’s available to you.
Step 3: Define success
Before starting any great endeavor, it’s very important to define suc-
cess. Without knowing what success looks like, it’s both difficult to aim
and to know when you’ve actually hit the target. Before you try to
learn anything, you should have a clear picture in your mind of what
success will look like. When you know what your target is, you can
more easily work backwards from the goal to determine the steps you
need to take to get there.
Again, if we follow the example of learning digital photography, you
might decide that a good success criteria would involve learning to use
all the features of your digital camera, being able to describe what they
are, and understanding why and when to use each feature.
The goal of this step is to come up with a clear and concise statement
that will define success for your learning endeavor. Depending on what
you’re trying to learn, this statement might look very different, but you
want to make sure you have a specific set of success criteria that you can
use to adequately assess whether or not you’ve met your learning goal.
Good success criteria are specific, not ambiguous. Don’t make a vague
statement about what you want to accomplish. Instead, list a specific
Step 4: Find resources 171
result or thing you should be able to do once you’ve reached your goal.
Table 29.2 shows some examples.
Your own success criteria will be determined primarily by what you
want to get out of your learning experience. Just make sure it’s some-
thing that you can evaluate at the end of this process to be sure you met
the objective. Good success criteria will also keep you on track by giv-
ing you a target to aimat.
Step 4: Find resources
Remember back in school when you had to write a report on a particu-
lar subject? What would happen if you wrote your whole report and
only provided a single reference—just one book—where you got all
your information from? You’d probably receive a big fat “F” on the
report. Why, then, do so many of us do exactly that when we try to
learn something today? We just read one book on a subject, or we have
one resource we use for all of our research.
For the subject of digital photography, you might start with your cam-
era manual, but you wouldn’t want to stop there. You could probably
find many different websites dedicated to digital photography or even
your specific brand of camera. You could also do a search on Amazon
for books on digital photography and even find experts whom you
could ask for advice.
Instead of reading a single book on a subject, try to gather many differ-
ent resources to help you learn. Resources can take many forms
Table 29.2 Examples of bad and good success criteria
Bad success criteria Good success criteria
I can take good pictures
with my digital camera.
I can go through all the features of my digital camera and describe
what they are, as well as why and when I should use each feature.
I can learn the basics of
C#.
I can build a small application in C# that makes use of all the
major language features.
I know how to use HTML
to build web pages.
I can create my own homepage that displays my resume and sam-
ple work on the internet using HTML5.
172 CHAPTER 29 Steps 1–6: Do these once
besides just books. In fact, today, with the wide availability of the inter-
net and all the different content available on it, you can find many
resources for almost any topic you want to learn about.
In this step you want to find as many resources as possible for learning
about the topic you’ve selected. Don’t worry about quality at this point.
This is similar to a brainstorming step. Later on you’ll filter your
resources and select the best ones, but for now you want to get as many
different resources as possible.
One of the best ways to do this is to jump on your computer and start
searching for your topic. I usually start my searches with Amazon to
see how many books I can find and then I’ll search on Google to see if I
can find videos, blog articles, podcasts, or other content that would be
useful to me. You can even go “old school” and hit the library. The
important thing is that you find a variety of different resources. You
don’t want to be biased by the viewpoints of a single source and you
want to have access to as much information as possible.
RESOURCE IDEAS
❂Books
❂Blog posts
❂Online videos
❂Experts or people already knowledgeable about the topic you
want to learn about
❂Podcasts
❂Source code
❂Example projects
❂Online documentation
Step 5: Create a learning plan
Ever notice how most books are broken up into chapters and those
chapters usually follow a progression through the content? Good tech-
nical books lay a foundation of groundwork that’s built upon in each
subsequent chapter.
Now that you have some resources, you can use those resources to get
an idea of what you should learn and in what order you should learn it.
Step 5: Create a learning plan 173
By now you should have a good idea of what subtopics you might want
to learn about in regards to digital photography. You need to skim
through the material you have on digital photography and find a way
to break down the topic into smaller sections.
For most subjects, there’s a natural progression for learning. You start
at A, work your way to B, and finally end up at Z. It does you little
good to learn random bits and pieces of information. You need to find
the correct path that will get you from point A to point Z in the least
amount of time, hitting all of the major landmarks along the way.
For this step, you need to create your own learning path. Think of it as
an outline for a book you’d write on the subject. In fact, your learning
path will probably be very similar to the table of contents of a book
when you’re done. You basically want to end up with a series of mod-
ules you individually focus on learning until you reach your final goal.
A good way to create your learning plan is to see how others are teach-
ing the subject you want to learn about. When I’m working on this
Find the correct path for learning.
174 CHAPTER 29 Steps 1–6: Do these once
step, I’ll often look at the table of contents of several of the books I’ve
chosen as possible resources from step 4. If five different authors have
chosen to break up their content into the same sets of modules and the
same ordering, chances are I should make my learning plan follow a
similar approach.
That doesn’t mean you should just copy the table of contents from a
book and call that your learning plan. Many books will cover more
than what you need to know to achieve your objectives, and many
books will also be poorly organized. By looking at all the resources
you’ve gathered, you can get a better overall picture of what content
needs to be covered and what order you should cover it in.
Step 6: Filter resources
Now that you know what you’re going to learn and what order you’re
going to learn it in, it’s time to decide what resources you’re going to
use to accomplish the task. Back in step 4, you gathered together all the
resources you could find on your subject. You used those resources in
step 5 to come up with your own personal learning plan. But now it’s
time to whittle those resources down to the handful of most valuable
ones that will help you achieve your goal.
At this point, you probably have plenty of books, blog posts, and other
resources for learning about digital photography, but the problem is
that you can’t possibly utilize all of them. Much of the data is redun-
dant and not all of it will fit your learning plan.
It’s not practical to try to read 10 books and 50 blog posts on a sub-
ject—and even if you did, a large portion of that information would be
duplicated. It’s important to narrow down your resources to a smaller
list of the best ones to help you achieve your goals.
Think of it this way: for step 6, you’re the basketball coach making cuts
for the varsity team. Sure, you’d like to let everyone play, but it just
isn’t possible. You’ve got to cut down your resources to a number that
you can manage.
For this step, go through all the resources you’ve gathered in step 4 and
figure out which ones have content that will help you to best cover the
Step 6: Filter resources 175
content in your learning plan. Also take a look at reviews and try to
determine which resources are of the highest quality. I usually will look
at the Amazon reviews for the books I’m considering purchasing and
narrow it down to the best one or two books that I think will provide
me the best bang for my buck.
Once you’ve completed this step, you’re ready to move on to the first
module of your learning plan. You’ll repeat steps 7–10 for each learn-
ing plan module until you’ve made it to your destination.
Taking action
❂Pick a subject you want to learn about and actually go through the first six steps
outlined here. You might want to start with something small, so you can get used
to this process, but pick something. If you just read these steps, it won’t do you
much good.
176
30
Steps 7–10: Repeat these
Now comes the fun part. You’ll repeat the next four steps for each of the
modules you’ve defined in your learning plan. The goal of steps 7–10 is to
actually learn the material by using my learn, do, learn, teach (LDLT) for-
mula. You’ll start off by learning just enough to get started. Then you’ll
play around to learn and gather questions through self-discovery. After
that, you’ll learn enough to do something useful. And, finally, you’ll teach
what you learned in order to fill in any gaps in your learning and cement
the ideas in your head through a deep understanding.
Step 7: Learn enough to get started
There are two common learning
mistakes that most people make,
myself included. First, there’s the
problem of jumping in without
knowing enough—acting too
soon. Second, there’s the problem
of preparing too much before
jumping in—acting too late. You
want to strike a balance between
the two and learn just enough to
get started, but not so much that
you don’t get to explore on your
own—where you end up learning
the best.
Repeat steps 7–10.
Step 8: Play around 177
For this step, the goal is to get just enough information about the topic
you’re learning about to be able to get started and to play around in the
next step. For technologies like programming languages or frameworks,
this step would involve learning how to create a basic “Hello, world!”
program or set up your development environment. For something like
photography, it might involve learning enough about a module on light
to experiment on your own with various light sources and their effects.
The key to this step is to not go too far. It’s easy to get carried away
and start consuming all the resources you have on the module you’re
trying to learn, but you’ll find the most success if you can avoid that
temptation. Instead, focus on learning the minimal amount you’ll need
to get started and to be able to experiment on your own in the next
step. You may want to skim material or read chapter summaries or
introductions to gather enough information to have a basic idea of what
you’re doing.
Have you ever bought a
new videogame and taken
a quick look at the manual
before you popped the
cartridge in your video-
game system and started
playing? That’s exactly
what you want to do here.
After you’ve played
around a bit, in the next
step you can go back and
read the manual in full. But for now, learn the basics and get right into
playing the game.
Step 8: Play around
This step is both fun and scary. It’s fun because you get to do exactly
what the step says: play around. But it’s scary because the step is com-
pletely unbounded. There are no rules. You can do whatever you want
to do for this step. It’s up to you to decide how to best execute this step.
Learn the basics quickly and start playing around.
178 CHAPTER 30 Steps 7–10: Repeat these
Your first thought might be that this step doesn’t seem important, but
let’s consider the alternative—the way most people learn. Most people
will attempt to learn a subject by reading a book or watching a video
about that subject. They’ll try to absorb as much information upfront
and then take action later. The problem with this approach is that when
they’re reading about their subject, they have no idea what is important.
They’re just following the path someone has laid out for them.
For this step, you might end up playing around with different light
levels in your camera—assuming you’re learning about how light
affects digital photography. You might go outside and start adjusting
the light levels or shooting in different conditions, without knowing
what you’re doing. You’ll learn through discovery and also develop
plenty of questions.
Now consider the approach I’m suggesting here, where you don’t read
everything upfront, but one of the first things you do is play and exper-
iment on your own. With this approach, you learn by exploring and
doing. As you play around, your brain naturally forms questions: How
does this work? What happens if I do this? How do I solve this prob-
lem? These questions lead you in the direction of what’s actually
important. When you get back and find the answers to your own ques-
tions, not only will it be more rewarding, but you’ll remember more of
what you study, because what you learn will be important to you.
For this step, you want to take what you learned from step 7 and actu-
ally get started. Don’t worry about outcomes. Just explore. If you’re
learning a new technology or programming language, you might create
a small project during this step and test things out. Write down the
questions that you have but don’t have answers for. You’ll have the
opportunity to look for the answers to those questions in the next step.
Step 9: Learn enough to do something useful
Curiosity is a critical component of learning—especially self-learning.
When we’re children, we have rapid periods of learning driven mainly
by curiosity. We want to know how the world works, so we ask ques-
tions and seek out answers to help us understand the world we’re living
Step 9: Learn enough to do something useful 179
in. Unfortunately, as we grow up, much of that curiosity tends to disap-
pear as we start to take the world for granted. As a result, our learning
slows down and we find education boring instead of fascinating.
The goal of this step is to bring that curiosity-fueled learning back. In
step 8, you played around and hopefully came up with some questions
that you couldn’t find answers to on your own. Now is the time to
answer those questions. For this step, you’ll go through all the
resources you gathered and learn about your module in depth.
Going back to the digital photography example, if you’re playing
around with light levels for the camera, this would be the point where
you take all the questions you had while playing around and try to
answer them by reading up on the subject. You might go through your
resources and look up everything pertaining to light or any other ques-
tions that came up while you were playing around.
As you’re reading text, watching videos, having conversations, or
doing whatever else is necessary to consume the resources you’ve cho-
sen, look for the answers to the questions you came up with in the pre-
vious step. This is your chance to really dig into the material and learn
as much as you can.
Don’t be afraid to go back and play some more as you discover answers
to your questions and learn new things about your subject. Take as
much time as you need to thoroughly understand your subject matter
by reading and experimenting, watching and doing.
Remember, though, you still don’t have to completely consume every
single resource you gathered. Only read or watch the parts that are rel-
evant to what you’re trying to learn right now. There are no golden
stickers given out for reading a book cover to cover. Use the resources
to help you teach yourself, driven primarily by the questions you’ve
come up with by playing around.
Finally, don’t forget about your success criteria that you defined in
step 3. Try to tie what you’re learning back to your ultimate goal. Each
module you master should in some way move your forward toward
your final destination.
180 CHAPTER 30 Steps 7–10: Repeat these
Step 10: Teach
Tell me and I forget. Teach me and I remember. Involve
me and I learn.
—Benjamin Franklin
Most people are afraid to teach. I know I was. It’s easy to be filled with
thoughts of self-doubt when you’re considering whether you’re worthy
or not to teach what you know—or you think you know—to someone
else. But if you want to learn a subject in depth, if you really want to gain
understanding about a subject, you have to teach it. There’s no other way.
In reality, you only need to be one step ahead of someone to teach
them. Sometimes, in fact, experts who are many steps ahead of a stu-
dent have a hard time teaching, because they can’t relate to the student.
They end up glossing over details that they think are simple, because
they don’t remember what it was like to be a beginner.
If you wanted to teach someone about what you learned about how
light affects digital photography, you might create a simple YouTube
video showing examples of different light sources and how they affect
your shots. You could even do something simpler like explain to a
friend or coworker how light affects digital photography—I’m sure
plenty of people would be interested to have that conversation.
For this step, I’m going to ask you to move out of your comfort zone
and teach what you’ve learned to someone else. It’s the only way to
know for sure that you’ve learned something, and it’s a great way to fill
in the gaps in your own learning as you try to explain it to others. It’s a
process that will cause you to really dissect and understand the topic
you’re learning about in your own mind as you organize the informa-
tion in a way that will make it understandable to others. I’ve made the
greatest leaps in my career and professional development and in my
own understanding when I started teaching.
You can teach what you’ve learned in many different ways. You could
write a blog post or create a YouTube video. You could even talk to
your spouse about what you’ve learned and explain it to them. The
important thing is that you actually take some time to take what you’ve
Final thoughts 181
learned out of your own mind and organize it in a way that someone
else can understand. When you go through this process, you’ll find that
there are many things that you thought you understood that you didn’t.
You’ll also begin to make connections that you didn’t see before and
simplify the information in your head as you try to condense it down
and regurgitate it.
It may be tempting, but whatever you do, don’t skip this step. This step
is crucial to retaining information and developing more than a surface-
level understanding of a subject.
WAYS TO TEACH
❂Write a blog post.
❂Create a YouTube video or tutorial.
❂Give a presentation.
❂Have a conversation with a friend or your spouse.
❂Answer questions in an online forum.
Final thoughts
It takes dedication and work to learn how to educate yourself, but the
rewards you’ll gain over the course of your life by doing so are innumer-
able. This 10-step process isn’t a magic formula that will make you
instantly smarter, but it can help you go through the process of organiz-
ing your studies before you jump in and to absorb more of what you learn
about by using the natural curiosity mechanism that drives most of us.
If the steps in this process don’t work for you or you feel the formality
is unnecessary, by all means, throw them out. The steps themselves
aren’t important. It’s the concept behind this learning process that really
matters. The important thing is to develop a system that you can use to
teach yourself—a system that you can consistently apply to get results.
Taking action
❂Finish your learning experiment by executing steps 7–10 for each module of the
learning plan you created in chapter 29.
❂For now, don’t skip any steps. See how the process works for you and then mod-
ify it.
182
31
Looking for mentors:
Finding your Yoda
In almost all great movies or stories where a hero goes through the
“coming-of-age” experience, the hero has a mentor, someone who imparts
to them the wisdom needed to proceed to their, someone who challenges
the hero to grow.
Having a mentor can be a huge asset to your software development
career, because a good mentor affords you the benefits of experience
without actually having to go through the ordeals of obtaining it. You can
learn a great deal from the failures and successes of a mentor who has
already blazed the path for you. A good mentor might be able to help you
learn a technology much quicker than you could on your own.
But like most things in life, finding a mentor isn’t easy. You might not
have to get in an X-Wing and fly to the Dagobah star system, but you’ll
have to do some work. In this chapter, I’ll give you some tips on what to
look for in a mentor, how to find one, and how to convince a mentor
you’re worth investing in, so that it’s truly a win–win situation.
Mentor qualities
Mentors can come in a wide variety of shapes and sizes. Paradoxically, it’s
often a mistake to judge a person’s ability to help you by their own life.
Some of the most successful coaches for professional sports teams
couldn’t play a sport to save their own life. Some celebrity trainers look
like they’ve never stepped foot in the gym. And some motivational
Mentor qualities 183
speakers live their own life in the exact opposite way of what they
preach—they just can’t seem to pull their own lives together.
Does that mean you should look for the most whacked-out, screw-job,
failure you can find and ask to become their student? No. But it means
you shouldn’t discount someone because of what they’ve accomplished
in their own life or how they look. The best teachers are often the ones
who have fallen into the most pits.
If you want to find an example of this, go into an AA (Alcoholics Anon-
ymous) meeting or perhaps even a local church. Often, you’ll find that
many of the mentors in those places are people who’ve failed miserably
and then overcame their troubles and learned to help others do the same.
Okay, so what do you want to look for in a mentor? You should look
for someone who has either done what you want to do—successfully—
or has helped other people do what you want to do. If they’ve done it
themselves, great. But the more powerful indicator is what they’ve
done for others. The more people a person has been able to influence
others for the good, to achieve their own goals, the more likely that
person will be able to do the same for you.
We have to separate what we think about a person or what they say
from the results they achieve. This isn’t as easy of a task as it seems,
though. When we’re looking for help from someone else, we have to
assume that we don’t know what’s best; otherwise we wouldn’t need
help. That means that whatever analysis we come up with is likely
wrong. We have to trust that what we think is the way actually isn’t,
and rely on looking at the results a potential mentor has achieved
instead of our own logic and reasoning.
Think about learning to swim. When you’re first learning to swim,
your mind is filled with all kinds of false information about how to
swim and the dangers of the water. You might think that you can’t float
and that you’ll drown. You have to trust someone who is teaching you
how to swim that they know more than you do and your judgment
about swimming is wrong.
184 CHAPTER 31 Looking for mentors: Finding your Yoda
When searching for a potential mentor, put aside your own judgment
and reasoning and look at results. Look for someone who has accom-
plished what you’re setting out to do or who is higher up the ladder
than you. Look for someone who has helped others reach a level you
want to reach—even if they haven’t reached the level themselves.
FINDING A MENTOR CHECKLIST
❂Have they done what I want to do?
❂Have they helped someone else do what I want to do?
❂What results do they have to show?
❂Can you get along with this person, personality-wise?
Where to find a mentor
Now that you know what you’re looking for, where do you actually find
a mentor? You can’t just go to a mentor store and rent one. (Well, actu-
ally you sort of can now—check out http://simpleprogrammer.com/ss-
clarity and you can talk to mentors in different fields for an hourly rate.
You can also hire coaches to coach you on various areas of your life.)
Your best option is either someone you personally know or a friend of a
friend or family member. If you’re willing to do a little research and ask
around, you can probably find someone in your network of friends and
family who would make a good mentor for whatever endeavor you’re
trying to pursue. Finding a mentor this way is optimal, because you’re
more likely to get the time of someone you already know or someone
who you can be introduced to by a close friend or family member.
Sometimes, though, your personal network isn’t large enough, so you
need to look elsewhere. Before you fasten R2D2’s seatbelt, you might
want to check local groups in your area. There are often groups for all
kinds of hobbies and pursuits. If you’re looking for mentorship in soft-
ware development, find a local group of software developers on a site
like Meetup (http://meetup.com). You can also find many entrepre-
neurial groups to join in your area.
Most of these local groups will have a mix of people with different skill
levels, but they’re a common hangout for experienced veterans who
either are trying to give back to the community or are looking for a new
Virtual mentors 185
apprentice to mold to their will. Even if you can’t find a good mentor in
one of these groups, you’re likely to meet someone who can point you
in the right direction or who has the connection you need.
A really smart move, if you’re interested in climbing the corporate lad-
der, is to look for a mentor in your own company. A senior person, per-
haps even your own boss or your boss’s boss, is a great person for a
mentor, because you’ll likely be schooled in exactly what you need to
know to advance in the company. As an added bonus, having friends in
high places has never hurt anyone’s career.
Virtual mentors
But what if you can’t find a mentor after exhausting all your options?
Well, in some cases, you might want to consider creating your own
mentor.
When I first got started in real estate investment, I didn’t know anyone
who had done anything like what I was attempting to do. I had no con-
nections to other real estate investors and I didn’t have the sense to find
a group of real estate investors in the area, so I set out to create my own
mentor—from books.
I found the best books I could find on real estate investing and learned
as much as I could from my virtual mentors. I tried to understand what
kind of decisions they had made and why they had made them, in addi-
tion to reading what they wrote.
Obviously a real mentor is a better choice, but when you’re stuck, you
can turn to the people who you’d have liked to have as mentors in real
life. In fact, you may even be able to reach out to some of those people
over the internet and actually get their advice.
In one of my favorite books, Think and Grow Rich by Napoleon Hill
(Wilder Publications, 2007), Mr. Hill recounts how he was unable to
find the mentors he wanted, so he imagined them in his head. He read
books of famous people he wanted to be like and he imagined having
conversations with them. He imagined what kind of advice they would
give him and how he would respond. It might seem a bit looney, but
186 CHAPTER 31 Looking for mentors: Finding your Yoda
Maxwell Maltz, the author of Psycho-Cybernetics (Reprint, Pocket
Books, 1989)—another classic book—suggests exactly the same thing.
Recruiting a mentor
Even if you’re able to find the perfect-match mentor for you, there’s no
guarantee your mentor will want to take you on as an apprentice. In
fact, chances are most highly successful people will be rather busy and
not have much time to spare at all. So how do you convince a would-be
mentor that you’re worth taking a chance on?
One of the best ways to accomplish this task is by offering something in
exchange for help. And one of the best things you can offer is your
eagerness to learn and to … well … work for free. That’s right. It’s
pretty hard to turn down free labor. If you’re willing to help with bor-
ing tasks in exchange for learning the ropes, you’ll find your mentor
much more likely to accept your proposition.
Perhaps you don’t have the time or the financial resources to work for
someone for free. Perhaps you just need a little bit of help in one area
of life you’re pursuing or your mentor doesn’t have the need for your
help. What can you do then?
TIP Consider offering to buy lunch or dinner as a way of getting a
possible mentor to give you some advice.
Be persistent. Most people stop at the first “No.” Don’t be that kind of
person. Instead, be the kind of person who has to be beaten off with a
stick—and even then, still comes back. Your tenaciousness won’t
always be rewarded, but you’ll probably be surprised how often it is.
Taking action
❂Before you can find a mentor, you need to know what you’re expecting a mentor
to do for you. Sit down and think about why you need a mentor and what you
hope to get out of a mentoring relationship.
❂Make a list of all the people you know who might be a good mentor for you. Ask
other people to help you fill in the list with people they know. Use your network.
❂Think of what you can offer a mentor in exchange for their help.
187
32
Taking on an apprentice:
Being Yoda
Having a mentor is great, but sometimes being a mentor is better. No
matter how far along you may be in your software development career,
chances are there’s someone who could benefit from your wisdom or
advice.
It’s important to give back to the community, not only because it’s the
right thing to do, but because it can also benefit you immensely.
In this chapter, we’ll discuss some of the benefits of being a mentor and
how you can choose which apprentices you should take on.
Being a mentor
Many developers don’t think they have what it takes to be a mentor to
someone else. Perhaps you’re in the same situation. Perhaps you feel that
you don’t have the qualifications to coach or help someone else along
their path.
I don’t know anything about you, except that you probably like to write
code, but I can almost 100% guarantee you could be a mentor to someone
in some area. One of my favorite things to tell people is that they only have
to be one step ahead of a person in some area of life to help them. Regard-
less of where you are in life or your own career, chances are there is some-
one who you’re one step ahead of in some area, someone you can help.
Take a moment to consider who you are one step ahead of. Think about
developers you know who are trying to learn what you already know.
188 CHAPTER 32 Taking on an apprentice: Being Yoda
How could you help those developers by sharing your knowledge, even
if you aren’t an expert yet yourself?
Being a mentor isn’t about knowing the right answers all the time or
being so sure of yourself that you couldn’t possibly make a mistake.
Being a mentor is about looking objectively at another person’s prob-
lems and offering solutions they might not be able to see because they
are too close to the problem. Often, you’ll temper this observation with
your own wisdom and experience, but sometimes just having an out-
sider’s viewpoint is enough to help someone reach success.
I know that I’ve personally experienced someone who knew nothing
about my problems mentoring me just by listening carefully to what I
had to say and seeing the obvious things that I couldn’t see. Sometimes
all you really need to do to mentor someone is pay attention. Many
high-paid life coaches do exactly that.
We all need help seeing the things that we can’t see in our own lives,
because we’re a bit myopic when it comes to our own problems and sit-
uations. The great Tiger Woods is coached by a golfer who isn’t as good
as he is, but is able to see things Tiger cannot. To be a mentor you just
need to be observant and patient. You need to lend a sympathetic ear to
your apprentices, encourage them when they need encouragement, and
kick them squarely in the pants when they need…motivation.
The benefits of mentorship
Let’s be honest. While we like to think of ourselves as charitable, we
all are motivated primarily by our self-interests. It’s only human. I can
appeal to your sense of community and charity by mentioning how
mentoring others will be a chance to give back and to do good for oth-
ers—and it truly is. But I also want to tell you about some real tangi-
ble benefits mentoring can have on your own life—not just the people
who you help.
We’ll talk about this more in the coming chapters, and we’ve already
talked about it a little bit in the chapters on the 10-step program, but
teaching is one of the best ways to learn.
Picking a “worthy” apprentice 189
When you take on the role of a mentor, you often end up learning more
than the person you’re mentoring as you revisit your own thoughts on
a subject and see them through fresh eyes. When you act as a mentor,
you’re often hit with one of the most powerful questions: Why? Why is
this true? Why should we do things this way? When you’re forced to
explore those why questions, you may find that you don’t know why.
You may find that, in your attempt to help someone else, your answer-
ing of that question gives you a much deeper knowledge of a subject or
even completely changes your mind about it.
Mentoring is also a bit like playing the lottery. Every person you help
on their journey is a person who might someday surpass you and end
up benefiting you when the tables are turned. Every person you men-
tor is like a seed that you’ve planted. Plant enough seeds and one of
them will grow into a great tree that may someday provide you shade.
There have been many people I’ve mentored in my career who have
ended up in the position to do me a huge favor later on. People remem-
ber a person who helps them in their time of need.
Now, I’ll finally appeal to your charitable side and tell you that it will
make you feel good. It’s rewarding to know that you’ve made a positive
impact on another person’s life, especially a person who can’t repay
you. Mentoring someone else can give your own life new purpose and
meaning as you find that true happiness is usually only experienced
when you help others.
MENTORING BENEFITS
❂Feeling of “giving back” and doing something for another person.
❂One of the best ways to learn something in depth.
❂Chance that someone you mentor will someday be able to help
you.
❂Growth opportunity. You grow when you help others grow.
Picking a “worthy” apprentice
One difficulty of being a mentor is finding an apprentice who is worth
investing time in. As you progress in your career and become success-
ful, you’ll find that there are more and more people who are asking for
190 CHAPTER 32 Taking on an apprentice: Being Yoda
your time and help, but not all of them are sincere. It’s really easy to
end up wasting your own valuable time helping someone who has no
real desire to help themselves. For this reason it’s important to choose
an apprentice carefully. Don’t throw your pearls to swine.
When deciding on an apprentice, look for base qualities that you know
will lead to success. A person who has the right qualities and princi-
ples, though lacking wisdom or knowledge, will eventually succeed if
given the right guidance. A person without them can be given all the
help in the world, but it won’t matter.
Look for a person who truly has a desire to learn and is willing to work
hard to do it. Look for someone who isn’t asking for your help out of
laziness and unwillingness to put forth the effort required, but wants
your help to accelerate their progress and to prevent making mistakes
that could easily be avoided by the benefit of experience.
Taking action
❂What are some areas in which you could provide mentorship to others? Make a
list of topics that you're passionate about and have sufficient knowledge of to
help someone else.
❂Go ahead and become a mentor. Find someone who needs your help and them.
Just be sure that you find someone who meets the criteria of a good apprentice.
191
33
Teaching: Learn you want?
Teach you must.
We’ve already talked about this topic in the chapters on the 10-step pro-
cess, but I think this is such an important concept that it’s worth explor-
ing in a little more detail. One of the greatest ways to learn—perhaps the
only way to learn anything deeply—is to teach.
This profound truth is so frequently ignored because many people feel
intimidated—and often unworthy—of trying to teach someone else. This
chapter is all about getting over that fear, understanding just how valu-
able teaching is, and exploring some ways you can start teaching to begin
reaping benefits in your learning experience.
I’m not a teacher
One of the most common excuses I hear when I tell developers they need
to teach is that they aren’t a teacher and they don’t know how to teach.
Now, not all of us are trained in teaching methods, but everyone is capa-
ble of teaching. More often than not, the real issue isn’t ability, but rather
confidence. If I ask you to show me how to do something that you’ve
mastered, most likely you can, without hesitation. But if I ask you to
show me how to do something that you yourself are unsure of, this is a
much more frightening prospect.
The problem with only teaching things that you feel you’re an expert in is
that part of the requirement of becoming an expert is teaching. It’s very
difficult to gain expertise in an area that you haven’t taught to someone
192 CHAPTER 33 Teaching: Learn you want? Teach you must.
else. In fact, I’d challenge you to try to find a skill that you’ve “mas-
tered” but you’ve never taught to someone else. You might be able to
find a few, but I’d venture to guess most skills you’ve really mastered,
you’ve done so partially through helping someone else learn them. The
trick is that most of us teach without even knowing it.
Teaching has such a formal ring to it, but really teaching is just sharing
some knowledge with someone else. You do this all the time and don’t
even realize it. How many times have you explained some concept to a
coworker or demonstrated how to use some framework or library?
You may not have gotten in front of a class with a chalkboard and
ruler, but you were still teaching.
You don’t have to have degrees and certifications to become a teacher
and you certainly don’t have to be an expert. You just have to be one
step ahead of a person to successfully teach them. So, although you may
think you don’t have what it takes, the truth is that we’re all teachers.
What happens when you teach?
We tend to overestimate how much we know about a subject when we
first learn about it. It’s very easy to fool yourself into thinking you
really understand something—that is, until you try to teach it.
Have you ever had someone ask you a question—a simple one—and
been stunned by your inability to articulate a response? You start off
by saying “Well, obviously,” but then the next words are “umm.” It
happens to me all the time. This common phenomenon often happens
when we think we understand a subject, but we really only have a
surface-level knowledge of it.
This is why teaching is so valuable. Teaching forces you to confront all
the areas in your own knowledge that aren’t deep enough to be able to
adequately explain them to another person. As humans, our brains are
good at recognizing patterns. We often can recognize patterns and
solve many problems that fit into the patterns we’ve recognized with-
out truly understanding what we’re doing or why.
This kind of surface-level understanding can go unnoticed as we’re
able to function and do our jobs with it, but the moment we try to
Getting started 193
explain to someone else how something works or why we do some-
thing, the gaping hole in our understanding is exposed.
But this isn’t a bad thing. We have to know where our weaknesses are
in order to fill them in. By trying to teach something to someone else,
you force yourself to confront difficult questions about your subject
matter and to explore it more deeply until you go from merely learning
about a thing to understanding it. Learning tends to be temporary, but
understanding is permanent. I can memorize multiplication tables, but
if I understand how multiplication works, I can reproduce the tables
even if my memory fails me at some point.
When you teach, you’re also forced to reorganize data in your brain.
When you learn something initially, it usually comes in bits and pieces.
The material you were taught may have been organized nicely, but
when it goes into your head, it often goes in a much more disorganized
manner. You grasp one concept, which leads you to the next, and
bounces you back to the previous one as you finally get that part you
didn’t grasp before.
Storing data in your head in this way is inefficient and confusing. This
is why when someone asks you a question that you know you know the
answer to, your words often come up in a garbled mess. You know you
know it, but you just can’t explain it.
When you try to teach someone, you’re forced to reorganize the data in
your own head. The act of thinking about the best way to explain
something and put it on paper, or into words or slides, causes you to
put together the disconnected bits of information in your brain and
reorganize them in a way that makes sense. You essentially have to
reteach yourself before you can teach someone else. This is why teach-
ing is so effective for learning.
Getting started
Perhaps, by now, I’ve convinced you that teaching is both something
you can do and something you should do—especially if you want to
actually have a deep understanding of what you know. But you might
be wondering how you can actually get started teaching. It isn’t exactly
194 CHAPTER 33 Teaching: Learn you want? Teach you must.
easy to step out there and act as an authority on a subject that you may
or may not feel comfortable about.
I find that teaching is best approached from a humble perspective, but
with an authoritative tone. What I mean by this is that when you teach,
you don’t act like the knowledge you have makes you in some way bet-
ter or smarter than your student, but you do teach with confidence,
firmly believing what you’re saying. No one wants to learn from some-
one who is unsure of what they’re saying, and they also don’t want to
be made to feel stupid when they are being taught.
It takes some practice to get this right—it’s easy to step too far in one
direction or the other. Just try to realize that your job in teaching is to
help someone else, not to prove your superiority or to seek approval.
Think about some of the teachers in your life who were most effective,
the ones who made you enjoy learning and made an impact on your life.
What qualities did they have? What approach did they take to teaching?
Now, where to get started? Should you open up your own classroom
and invite people to attend?
I’d recommend starting small and getting used to the idea of sharing
your ideas. I always recommend developers start a blog (did you read
section 2?), which is a great place to teach what you’re learning with-
out much pressure. As you learn about a subject, blog about what
you’re learning. See if you can distill the information you’ve acquired
in a simple way. After all, that’s exactly how my blog, Simple Program-
mer, got started. My original goal—and still the most important one—
is to make the complex simple. When I started my blog, I wanted to
take what I was learning and simplify it so other people could under-
stand it better.
You don’t have to stop with blogging, though. Another great step is to
start giving presentations at local user groups or your own workplace.
Just remember to keep that humble yet confident spirit—not arro-
gant—and you’ll do fine, even if you aren’t the best presenter.
Videos, especially tutorial screencasts, are another great way to teach,
and it doesn’t take much to get started. You can use screen-recording
Getting started 195
software like Camtasia (http://simpleprogrammer.com/ss-camtasia) or
ScreenFlow (http://simpleprogrammer.com/ss-screenflow) to record
your screen and provide a voiceover explaining what is going on. This
kind of teaching will really challenge you and force you to think about
the best way to present information, because it involves audio, visual,
and actual demonstration.
Taking action
❂Figure out a topic you can teach about and do it. You could write a blog post, give
a presentation, or record a screencast, but do some form of teaching this week.
❂As you're preparing to teach a subject, pay special attention to how your prepara-
tion to teach actually increases your own understanding of a subject. Pay atten-
tion to any gaps in your own knowledge that you wouldn’t have discovered if you
hadn’t tried to teach.
196
34
Do you need a degree or can
you “wing it?”
Long has the debate raged on among software developers about the value
of a college degree. Can a software developer succeed in their career, in
life, without a degree, or are they doomed to walk the earth ever search-
ing, but never finding…work?
In this chapter, we’ll explore the advantages and disadvantages of pursu-
ing higher education. I’ll also give you some tips for succeeding even if
the roads in life didn’t lead you to academia.
Do you need a degree to succeed?
I’m sure you know this is a very charged question. If you asked someone
who has a degree they are likely to say “yes.” Ask someone who doesn’t
have one, and you’ll most likely get a “no”—unless they happen to be
unemployed at the time. But what is the truth? Do you need one or not?
Well, I happen to have a degree in computer science, but I didn’t start my
career with one, so I’ve been on both sides of the fence. That doesn’t
make my answer infallible, by any means, but it does give me the perspec-
tive of having tried to get jobs and promotions in either situation.
From my experience, I’ve found that having a degree isn’t required to suc-
ceed, but it’s certainly a limiting factor that narrows down the number of
jobs available to you and to some degree your advancement—especially
in larger corporations. Not having a degree can end up causing you to be
filtered out before your resume is even looked at by a human. Many
Do you need a degree to succeed? 197
companies, especially large corporations, filter job applications on
education levels. In fact, some corporations have explicit hiring policies
that require software developers to have a college degree. Again, that
doesn’t mean you can’t get a job with one of those companies—there are
always exceptions—but it certainly would make it harder to do.
I don’t want to overemphasize the importance of a degree here, but I do
want you to understand that not having one will limit your options. With
that said, I firmly believe a degree isn’t required to actually succeed.
I know many software developers who have had successful careers
without ever getting a degree. Bill Gates is a great example of this. He
didn’t finish his degree, but look at him now. For a good portion of my
software development career I didn’t have a degree and I did just fine.
In the field of software development, the most important thing is abil-
ity. If you can write good code and solve problems and you can demon-
strate that ability, it will take you much further than a piece of paper
that says you’re “educated.”
The thing that’s different about software development, compared to
many other industries, is that the field is constantly changing. Every
day new frameworks and technologies are introduced. It’s virtually
impossible to adequately prepare a software developer for the real job
environment in an educational institution. By the time textbooks
are published and course curriculums are decided on, many things
have changed.
Now, this doesn’t mean that there aren’t some core areas of software
development that don’t change. Many computer science degrees
include courses on algorithms, operating systems, relational database
theory, and other topics that are timeless, but the simple truth is that
when you sit down at your desk to write some code, you rarely fall
back on the skills you were taught in school. Most of the work we do as
developers involves using new technologies and learning how to work
with them. We rarely need to go back to our computer science roots.
Again, that doesn’t mean that a basic computer science education isn’t
valuable. The ability to be able to dig deep into a problem and to
198 CHAPTER 34 Do you need a degree or can you “wing it?”
understand it at more than a surface level can be very valuable. It’s just
that, for most developers, the more relevant indicator of success at a
job is relevant experience.
Advantages to having a degree
We’ve already talked about some of the advantages of having a degree,
but let’s dive in a little deeper.
First, having a degree is going to ensure that you have a well-rounded
education in software development. A computer science degree, or sim-
ilar software development–related degree, won’t give you all the educa-
tion you need to be a good software developer, but most degree
programs are going to at least equip you with the basics and a solid
foundation.
You can, of course, learn these things on your own, but if you’re self-
taught, you may end up with some holes in your education that could
hurt you later in your career. A computer science or related degree will
equip you with high-level mathematics; understanding of programming
languages, operating systems, and algorithms; and a few other key top-
ics that you might not necessarily need to know to do your day-to-day
job, but that will provide you a good foundation and deeper under-
standing of what you’re actually doing and how things work.
Having a degree also helps you get started without experience. It’s
very difficult to break into the field of software development, especially
without any experience. Having a degree, in that case, can make a big
difference. It’s very hard to convince someone that you can write code
when you’ve never had a job doing it before and you don’t have formal
education.
A degree can also give you more options. There are some positions that
you’ll never get without a degree—especially in large corporations.
And you’ll have a hard time moving over to an executive position with-
out a degree. If you decide you want to switch tracks and advance up
the management track, you may want to get an MBA, which will
require a lower degree first. Table 34.1 outlines a few benefits and
drawbacks of having a degree.
What if you don’t have a degree? 199
What if you don’t have a degree?
Okay, so obviously having a degree isn’t going to ever hurt you, and it
could help you, but what do you do if you don’t have a degree?
If you don’t have a degree, you’re going to have to rely more on experi-
ence and demonstrated proof of your capabilities. A degree gives an
employer at least some confidence that you know something about soft-
ware development, so without one you need to be able to prove your
ability on your own.
The best way to prove your ability is through previous experience. If
you were a software developer for the past five years without a degree,
it’s pretty likely that you can write code. But if you’re just starting out,
your job is going to be a bit tougher. You’re going to have to prove that
you can actually do what you say you can do. One of the best ways to
do this is with a portfolio.
I’d recommend having a portfolio of your work, whether or not you
have a degree or experience, but if you have neither, you better be able
to show some code you wrote. One of the best ways to do this today is
to contribute to—or start—an open source project hosting on a site like
GitHub (http://github.com). GitHub is a service that hosts many open
source projects. Someone can look at your GitHub account and see
your contributions.
You can also put together some websites or applications you’ve created
and bring the source code with you to a job interview. I always recom-
mend that developers, especially ones starting out, create a mobile
application, like an Android or iOS app. This is a good way to show a
Table 34.1 Benefit and drawbacks of a degree
Benefits of degree Drawbacks
Well-rounded education in software
development
Spend time learning when you could be
earning
Get started easier without experience Might be trapped in a way of thinking
that’s hard to break
More options; easier to move to execu-
tive route or management
200 CHAPTER 34 Do you need a degree or can you “wing it?”
prospective employer that you have what it takes to build an entire app
and deploy it.
Take a moment now and think about apps that you could create or how
you could create some kind of a portfolio that you could bring to an inter-
view. Do you already have some code or a project that you could use?
Another thing to consider, if you don’t have a degree at present, is
whether or not you want to get one in the future. When I first started
out, I didn’t have a degree. I ended up working hard to get my first few
jobs, but then I got to a point where I had enough experience that a
degree wasn’t all that important. Still, I decided to pursue my degree
after working for a couple of years, just so I could get that piece of
paper. By going after my degree this way, I was still able to work, so in
the end I actually ended up having about four more years of experience
than my peers, but also had a degree. The only downside is that I had
to spend my evenings studying for a few years. Even the cost wasn’t a
factor for me, because correspondence and night schools are usually
cheaper. Plus, when you already have a job, the expense seems much
less and you don’t have to go into debt. Not only that, but some compa-
nies will actually pay some or all of the cost of your degree.
If you don’t have a degree right now, you can pursue a similar route.
You can keep your current job and get a degree by taking classes part-
time. It’s a good backup plan that may help you in the future.
One other course you may want to pursue is professional certifications.
While not as powerful as a degree, they aren’t nearly as expensive and
can help you to prove competency in an area. There are professional
certifications for Microsoft and Java technologies and for methodolo-
gies like Scrum. You can usually self-study for one of these certifica-
tions programs and take a fairly cheap test to become certified.
Taking action
❂If you don’t have a degree, look into online or part-time courses you could take.
See how much it would cost and how long it would take you to graduate.
❂If you decide to forgo the degree completely, make sure you have a good portfo-
lio of your work. Spend some time putting together solid examples of your code
that prove you know what you’re doing.
201
35
Finding gaps in your knowledge
There is nothing wrong with focusing on your strengths, but sometimes
your weaknesses, if not addressed, can be the limiting factor in your
career or life in general. We’ve all got weaknesses. We all have gaps in
our knowledge that prevent us from doing things as efficiently as possi-
ble. The more of these gaps we can find—and eliminate—the better off
we’ll be in the long run.
This chapter is all about finding those gaps in knowledge that are holding
you back from reaching your full potential. We’ll examine why those gaps
exist, how to find them, and finally how to fill them in so that you aren’t
limited by what you don’t know.
Why we leave the gaps
For a long time I didn’t understand how lambda expressions worked in
C#. Lambda expressions are basically anonymous functions that can be
used to create a delegate in C#. You could use a lambda expression as a
shortcut for declaring a function that doesn’t have a name.
I kept seeing lambda expressions in C# code I was working with, and I
could kind of figure out what was going on, but I didn’t really understand
it. I knew that if I took the time to understand how lambda expressions
worked and what they really were that I could do my job better, but I just
didn’t have the time.
Eventually, it became readily apparent to me that I had a severe gap in
my knowledge. Neglecting to take the time to thoroughly learn how
lambda expression worked was costing me hours of wasted time. I
202 CHAPTER 35 Finding gaps in your knowledge
eventually decided to take the time to understand lambda expressions.
It only took me a few hours of reading and experimenting with them
before the concept clicked.
An observer, watching me work, would have immediately identified
my weakness and how much productivity it was costing me, but even
though it’s apparent now, I couldn’t see it at the time.
That’s the problem with gaps in our knowledge. We tend to gloss over
them and we tend to be too busy to stop and take the time to fill them
in. We end up not really understanding what we’re doing or do things
in an inefficient way to avoid areas where we’re weak or feel uncom-
fortable.
Even when we do eventually identify these gaps and understand the
pain they’re causing us, we still have a tendency to do nothing about
it—even though we know we should. It’s like avoiding going to the
dentist when you have a toothache, because you don’t want to be both-
ered with it.
Finding your gaps
Now, not all gaps in your knowledge are apparent. In fact, I’d say that
most of them you’re only vaguely aware of—if at all. It’s often difficult
to know what it is you don’t know and it’s easy to ignore.
One of the best ways to identify gaps in your knowledge that could be
holding you back is to look at where you’re spending the largest
amount of your time and any repeated tasks you’re doing. Often, you’ll
find that tasks that are taking you an inordinate amount of time are
being slowed down by some gap in your knowledge. You might be
fumbling through something because you lack a thorough understand-
ing. That’s exactly what was happening to me with lambda expres-
sions. I was spending a large amount of time trying to debug or work
with code that had them, instead of taking the few hours it would have
taken me to understand them.
The same goes for repetitive tasks. Anything you’re doing repeatedly is
worth a thorough examination to see if there’s something you don’t
Finding your gaps 203
know that, if you did, might increase your efficiency. Consider key-
board shortcuts. Perhaps you’re using an application repeatedly, but
you aren’t working as efficiently as possible, because you have to man-
ually drag a mouse around the screen and click. A possible gap in your
knowledge could be keyboard shortcuts. Just spending the time to
learn the keyboard shortcuts for an app you use for hours each day—
hint: your IDE—could save you hours a week.
Another technique for identifying gaps in your knowledge is to always
try to be aware of anything you don’t understand or that isn’t clear to
you. You can keep a list of things you need to research or aren’t clear
about and keep track of how often those same subjects keep coming
up. You’d be amazed how quickly that list can grow. Just be honest
with yourself: if you encounter something you don’t understand, you
don’t have to learn it right away, but add it to your list so you can at
least identify gaps in your knowledge.
This technique works great if you’re preparing for a job interview and
need to identify what you need to study. Try to find as many job inter-
view questions as you’re likely to be asked at an interview. If you’re
looking for a Java job, perhaps you’ll find lists of Java job interview
questions. Go through all the questions, and put any concept that you
don’t understand or any questions you can’t answer with complete cer-
tainty on your list. Once you’re done, you’ll have a nice long list of top-
ics to study. It seems simple and obvious when I say it here, but many
software developers preparing for a job interview have no idea what to
study or how to figure it out. Completing table 35.1 can help you with
this task.
Table 35.1 Checking for knowledge gaps
Areas to check for gaps What are your gaps?
Where you’re spending the most amount of time
Repetitive tasks that could be improved
Things that you don’t fully understand
Job interview questions you can’t answer
204 CHAPTER 35 Finding gaps in your knowledge
Filling the gaps
It does no good to identify all the gaps in your knowledge if you don’t
have a way to fill them in. Fortunately, just like the trip to the dentist,
the actual work of filling in a gap, once you identify it, isn’t as dreadful
as you might imagine.
Really, the key to filling in a gap is identifying it. Once you know what
a gap in your knowledge is and how it’s holding you back, it’s usually
easy to figure out how you can fill in that gap. When I was able to fig-
ure out that not learning C# lambda expressions was holding me back,
all I had to do was take the few hours needed to sit down and make a
concerted effort to learn.
Just make sure you know exactly what it is you need to learn—and
make sure the focus is narrow. If your weakness is that you aren’t good
at physics, you aren’t going to be able to easily fill in that gap. But if
you can identify that not understanding how springs work is what is
actually causing you the trouble, you can spend some time studying
Hooke’s law (http://simpleprogrammer.com/ss-hookes-law) and you’ll
be good to go.
Often, you can fill in a knowledge gap very quickly just by being will-
ing to ask questions. You might be a bit embarrassed because you don’t
Find a gap and then fill it in.
Filling the gaps 205
know something, but if you can overcome that embarrassment and ask
a question when you don’t understand something, you’ll find that you’ll
fill in many gaps in your knowledge with little effort. When you’re hav-
ing a conversation or discussion and you encounter something you
don’t understand completely, don’t gloss over it—ask for clarification.
Taking action
❂For the next few days keep a pad of paper with you, and anytime you encounter
something you don’t understand, write it down.
❂Make a conscious effort to ask questions—even if they're embarrassing—any
time you don’t understand something in a conversation.
❂Identify some “pain points” in your day and figure out ways you can get rid of
them by filling in some gap in your knowledge.
206 CHAPTER 35 Finding gaps in your knowledge
Section 4
Productivity
Amateurs sit and wait for inspiration, the rest of us just
get up and go to work.
—Stephen King,
On Writing: A Memoir of the Craft
f I could distill this whole section into one piece of advice, I’d say “Do
the work.” But the problem is that doing the work isn’t as easy as it
seems. We all know we’d be more productive if we’d do what we know
we’re supposed to do, but a variety of reasons including laziness, lack
of motivation, Facebook, and funny cat videos tend to foil our plans.
How can we sit down and do the work we’re supposed to do? How can
we overcome our addiction to animated feline antics and kill procrasti-
nation dead in its track?
That’s precisely what this section is about. I’m not perfect myself. (I
spent way too much time delaying writing this opening.) But I’ve fig-
ured out quite a few techniques for being extremely productive, and in
this section, I’m going to share them with you. Some of these tech-
niques will seem pretty obvious—we all need gentle reminders—and
hopefully some of these techniques will be not so obvious.
Ultimately, though, I can’t make you a superproductive machine of
performance and quality, although I can give you some effective tools
to fight distraction, hone your focus, and click the X in the top corner
of that browser window playing cat videos—as funny as they are.
208 CHAPTER
209
36
It all starts with focus
There is no big secret to productivity. If you want to be more productive,
you need to get more work done faster. Now, being productive doesn’t
guarantee you’ll be effective. Producing a lot will make you very produc-
tive, but getting the
right
work done will make you effective. But for right
now, we’ll just focus on being productive; I’ll assume you can solve the
problem of choosing what to work on, once you can produce consistently.
How do you get more work done…faster? Well, it all starts with focus.
Focus is critical to getting any task done. Right now, I’m focused on the
task of writing this chapter. I’ve got my headphones on, I’m ignoring my
email, I’m looking at my screen and typing, because I know this chapter
could take me all day to write, or it could take me a couple hours. It all
depends on focus.
In this chapter, we’ll discuss what focus is, why it’s so important, and—
most importantly—how you can get more of it. Resist the temptation to
flip the pages ahead, put your phone on vibrate, and let’s get started.
What is focus?
Put simply, focus is the opposite of distraction. The problem is we live in a
world that’s so distracting that many people don’t actually know what
true focus is. It’s easy to work an entire day and never reach a point of
focus. The constant bombarding of emails, phone calls, text messages,
distractions, and interruptions tends to rob us of focus and make us forget
what it even feels like to be focused. Let me take a second to remind you
what true focus is—in case you’re having trouble recalling the last time
you had it.
210 CHAPTER 36 It all starts with focus
Remember the last time you were working a really hard problem? Per-
haps you were trying to fix some bug or trying to figure out why your
code didn’t work. Time seemed to fly by as you forwent food, drink,
and sleep laboring at your task. Anyone who dared distract you was
greeted by an angry growl and you poured all your attention into a sin-
gle task.
That’s focus. We’ve all felt it from time to time, but the problem is that
most of the time we aren’t focusing. Most of the time, we’re in quite the
opposite mode of working—we’re easily distracted and can’t seem to
settle down into the task we know we should be doing. Focus, like many
things in life, is a game of momentum. It’s harder to get focused, but rel-
atively easy to remain focused once you’ve pushed the ball up the hill.
The magic of focus
I don’t usually believe in magic pills, but I do believe focus is the magic
pill for productivity. If I could buy focus, I’d whip out the credit card
and max it out, knowing full well the return on my investment was all
but guaranteed. Focus is that important.
The problem is, without focus, tasks end up getting stretched out over
a very long period of time. Distractions that break our focus—or pre-
vent us from ever getting it—end up costing us more than the time they
take away. We’ll discuss this more in chapter 41, when we talk about
multitasking, but many tasks we take on have a context-switching cost.
When we switch from one task to another, we end up having to regain
some lost ground before we can begin again.
Focus is important, because it keeps us from having to keep laying that
foundation over and over again when we’re trying to work on a task. It
can take some time to get everything set in our mind so that we can
actually perform at our peak. Think of it like a car getting up to high-
way speed. It takes a few gear shifts before that car can maintain a
highway speed. If you have to constantly stop and start, you’ll be
forced to go at a much slower speed overall. It takes time to get that car
back up to highway speed again and shift it into fifth gear. But once
you’re there, you can cruise along with very little effort.
Getting more focus 211
I’m sure you’ve probably experienced situations where you were able
to work very hard, yet it seemed effortless. In those situations it often
takes some time to get to that point, but once you’re there, you can
really get a lot done in a short period of time (unless you’re chasing
your tail trying to track down an elusive bug).
Getting more focus
I probably don’t have to take any more time to convince you of how
important focus is. But you’re probably wondering how you can get
more of it. (No, sorry, I haven’t figured out how to get it in pill form,
but I’ll let you know if I do.) In fact, it’s pretty critical that you learn
how to get focused, because most of the rest of this section will be of lit-
tle help to you without the ability to stay focused. I can tell you all the
productivity hacks and techniques in the world, but if you can’t sit
down and focus on a task, it won’t do you much good.
Now is as good time as any to put this into practice. Is there some task
you can pick up right now that will take you around 15–30 minutes?
Put a bookmark in this book and do it now. But concentrate on doing it
with complete focus. Don’t think about anything else, just work on the
task. See how that feels.
Focus helps you maintain speed.
212 CHAPTER 36 It all starts with focus
As I said before, focus has its own kind of momentum. If you want to
get into a focused mode, you have to realize that it isn’t an instant
switch that you can flip. You’d be kind of a strange person if you could
instantly flip into focus mode. I think you’d probably scare people
when you sat down at your computer and in an instant your eyes
glazed over as you started typing frantically.
To get into a focused mode, you have to push through the initial pain of
contorting your mind to a single task. And unless your task is some-
thing you thoroughly enjoy doing, it’s pretty painful—at first. But
that’s the key. You have to realize that the pain and discomfort is only
temporary and doesn’t really last that long.
When I first sat down to write this chapter, I felt a burning urge to
check my email, urinate, and get some coffee all at the same time—and
I don’t even drink coffee anymore. My brain was doing anything it
could to stop me from focusing. I had to subdue it and force my fingers
to start typing. Now I’m in a zone where I could keep typing for
hours—well, maybe half hours. The point is that I had to sit down and
force myself to get going to get into a focused mode.
Most of the techniques I use to be productive are rooted in this back-
bone of productivity, reaching a point of focus. In chapter 38 we’ll talk
about the Pomodoro Technique, which is a formalized way to force you
to sit down and work long enough on a task to build up the momentum
that will take you to focus nirvana.
It’s not as easy as it sounds
Now, I may have made it seem a little easier than it is. Focusing isn’t as
simple as just sitting down at the keyboard and typing. You’ve got to
actively fight against the distractions that will come at you while you’re
upshifting to the high gear that will send you cruising. Fighting these
distractions requires some forethought.
Before you begin a task, make sure you have done everything you can
to protect yourself from interruptions—both internal and external.
Silence your phone, close distracting browser windows, disable popups
on your screen, and you may even consider hanging a sign up on your
It’s not as easy as it sounds 213
door or cubicle entrance that says you’re busy. You might think I’m
joking about the sign part, but I’m absolutely serious. Your coworkers
and boss might be a bit resistant at first, but once you start producing
like a madman, they’ll understand—in fact, they’ll want to buy some of
your magic pills.
Okay, so you’re ready to start working. You sit down at your computer
and start typing. No distractions in sight, but wait—oh, what’s that?
You can’t think of what to say. You feel like you just have to see if
someone liked your post on Facebook. Stop it. Don’t even think about
it. Now it’s up to you to use your willpower to remain glued to the task
at hand. At first the focus will be forced, but eventually the momentum
will build up and carry you through. Your goal is just to survive the
first 5 or 10 minutes. If you can make it to 10 minutes, chances are
you’ll have enough momentum to continue. At that point, even a minor
distraction will be unlikely to break your focus.
Taking action
❂Think about a time when you were extremely focused. What did it feel like? What
caused you to get into that focused mode? What eventually caused you to break
the focus?
❂Time to practice focus. Pick a task that will take you a half hour or more and
block off the time needed to complete that task, giving it complete focus. Force
yourself to concentrate on that task and that task only. Make a mental note of
what it feels like when you’re in the “zone.”
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37
My personal productivity plan
I’ve gone through almost all the major productivity systems out there.
I’ve tried Getting Things Done. I’ve spent time using the Pomodoro
Technique. I’ve used variations of the “Don’t break the chain” technique
from Seinfeld. (In this technique, you basically mark each day on a calen-
dar that you successfully achieve doing some task. The idea is to make the
streak as long as possible.) I’ve even tried list-based systems like Auto-
focus. After trying all these systems, I couldn’t find one that worked per-
fectly for me, so I took some of the most useful things from all of them
and combined them with some Agile processes to create my own.
In this chapter, I’m going to tell you the exact productivity plan I use to
keep myself as productive as possible—the same plan I’m using right now
to help me write this book.
Overview
The basic idea of my productivity plan is to plan out my entire week in
small tasks that take no more than two hours. I use what is called a Kan-
ban board to organize my week. The Kanban board is a simple board
that has different columns that you can move tasks between. In the Agile
world, Kanban boards usually contain columns for the various states
some work could be in. Typically, there will be states like “not started,”
“in progress,” and “done.” But my Kanban board has columns for each
day of the week. (Take a look at Kanban in Action by Marcus Hammar-
berg and Joakim Sundén [Manning, 2014] for an excellent book that
talks more about the Kanban technique.)
Weekly planning 215
I utilize the Pomodoro Technique to stay focused when I’m working
on my tasks and to estimate and measure how long they’ll take. We’ll
talk more about how that technique works in the next chapter.
Quarterly planning
My planning starts at the quarter level. I divide my year up into four
quarters of three months each. When I plan out my quarter, I’ll try to
come up with one big project that I want to get done during that quar-
ter and I’ll also plan out some smaller goals. I’ll also think about what
things I’ll do on a weekly or daily basis. This planning is usually done
in a list in an application like Evernote. I’ll create a high-level outline
of what I want to accomplish during the quarter. This gives me a good
idea of what my one major goal is and how I’ll achieve it. It also keeps
me focused.
Some of my quarterly goals have been things like writing this book,
creating my How to Market Yourself as a Software Developer pack-
age (http://devcareerboost.com/m), and sometimes even just taking a
big break.
Monthly planning
Every month, on the first day of the month, I print out the calendar for
that month and try to plan out where I think work will fall on the days
of the month. I can’t be very exact here, but I can estimate roughly how
much work I can get done that month based on how many days are
available and any previous commitments I made. I’ll simply take items
from my quarterly outline and see what I can fit on the calendar.
I’ll also plan out anything that I want to do on a monthly basis. For
example, I batch-create all my YouTube videos for the month at the
beginning of the month and that usually takes me a whole day.
Weekly planning
Every Monday morning, I’ll start my day by planning my week. I was
using a tool called Trello (http://trello.com) for the Kanban board I
216 CHAPTER 37 My personal productivity plan
use to organize my week, but lately I’ve been using Kanbanflow
(http://simpleprogrammer.com/ss-kanbanflow) to create my Kanban
board, because it has a built-in pomodoro timer. My Kanban board
has a column for each day of the week and also has columns for
“today,” for what I’m going to be doing that day, and “done,” for any
tasks that I’ve already completed. I also have a column called “next
week” where I move any tasks that I couldn’t get done this week or
anything I know I need to do next week and don’t want to forget.
I start off by going through the list of things that I need to do every
week. I have a checklist I created in Evernote that lists everything I
need to do each week. For me, it includes
❂Writing a blog post
❂Producing a YouTube video
❂Creating a blog post about the video
❂Recording two podcasts
❂Creating a blog post about the podcast
❂Getting my podcast transcribed and edited
❂Writing a newsletter email
❂Scheduling my social media content for the week
Sample Kanban weekly schedule
Weekly planning 217
I schedule all of these tasks by creating cards in Trello or Kanbanflow.
For each card, I estimate how long it will take in pomodori (which are
each 25 minutes of focused work). I assume that I can get about 10
pomodori done each day. I make sure to add these tasks first, because
I know they need to get done each week.
Once I’ve added the mandatory tasks for the week, I go through my
calendar and see if there are any fixed appointments that will take up
time during the day. For those days, I’ll either create cards to repre-
sent those appointments—if they’re work-related—or I’ll reduce the
number of pomodori I expect to complete that day.
Finally, I’ll slot in whatever work I plan to get done that week. I’ll add
cards for each task I’d like to get done that week, filling in all the
available slots. I usually leave myself a small amount of slack by only
scheduling nine pomodori worth of work each day.
At this point I’ll have a pretty good idea of what I can accomplish dur-
ing that week. I find this prediction to be very accurate. I have the
Schedule your weekly tasks.
218 CHAPTER 37 My personal productivity plan
power to shift around cards to prioritize certain tasks that I think are
more important and I want to be sure get done. I’m also able to see
clearly where my time is going each week and I’m able to control
where I spend that time ahead of time instead of looking back at
where I actually spent the time in retrospect.
Daily planning and execution
Each day I’ll start off by getting my workout done, before I sit down
to work. I do this so that I won’t have an interruption during my day
that might break my focus. Once I’m ready to sit down and actually
work, the first thing I do is plan my day.
To plan my day, I move the cards from the corresponding day into the
“today” column and put them in the order of importance. I make sure
that I work on the most important things first each day. I’ll also adjust
the tasks for that day and give them a bit more detail if what the task
entails wasn’t clear enough from the card. I want to make sure that I
know exactly what I’m doing and what criteria I’ll use to determine
that a task is done before I start it. Doing this prevents me from pro-
crastinating and wasting time during the day with tasks that aren’t
clearly defined.
Once I’ve slotted everything I plan to do for the day, I’ll go back and
make small changes to the schedule of the rest of the week. Some-
times, I’ll get more done than I expected, so I’ll need to move cards
forward or add new cards to the board. Other times, I’ll be behind, so
I’ll need to make adjustments and possibly move some cards to the
next week.
Finally, I’m ready to work. I’ll go over the Pomodoro Technique in
more detail in the next chapter, but I basically use the Pomodoro
Technique throughout the day to focus on a single task at a time and
to work through my list.
Dealing with interruptions
There are many interruptions that can come at you during the day. As
soon as you sit down, the phone rings. Your email notification pops up
Breaks and vacations 219
on your screen. Someone has liked your post on Facebook. Oh no, the
world is coming to an end again, better check CNN and find out why.
Some interruptions are unavoidable, but I’ve found that you can actu-
ally get rid of most of them if you’re willing to put forth the effort.
I try to avoid interruptions as much as possible during the day,
because I know they’re the biggest productivity killers. I work at
home in my home office, so this is a bit easier than in cubicle environ-
ment, but it’s still a challenge. My phone is never set to ring. It’s
always on silent during the day. My wife and daughter also know not
to disturb me while I’m working on a pomodoro. If they need my
attention, they’ll either send me an email or pop their head in the door
so that I know when I’m on a break to come and see them—unless, of
course, there’s an emergency.
Another big thing I do to avoid interruptions is to basically ignore
email during the day. During breaks, I’ll often check email just to
make sure there isn’t something urgent that has to be dealt with imme-
diately, but unless there’s something truly urgent, I’ll only reply to
email at one set time in the evening. By batching up all my email cor-
respondence at one time, I’m able to get through my email much more
efficiently. (I’d probably be more productive if I could kick the habit
of checking email, but I’m only human.)
I also either log out of or make myself unavailable on all the chat pro-
grams that can be a source of constant distraction. I find chat pro-
grams to be a complete waste of time. In most cases an email works
better, because I can respond at my leisure instead of being inter-
rupted while I’m trying to focus.
Breaks and vacations
Working like a machine on a tight schedule every single day isn’t
something that can be maintained in the long run, so I make sure that
I have some time off and some weeks I’ll do what I call “free work,”
which is basically a week where I don’t use pomodori and I don’t plan
the whole week out. I just work on what I feel like working on during
that week. Those weeks are usually pretty unproductive and I’m eager
220 CHAPTER 37 My personal productivity plan
to get back to my system, but they give me a break from the monotony
and help me to remember how important having a system is to being
productive.
I also take a day off every once in a while to recharge or do something
with my family. I just schedule my week around it accordingly.
Tomorrow I’m taking my daughter to Disney World, so I’ll be just
doing three pomodori worth of work when we get home. I take a lon-
ger break every few months for a couple of weeks or a month at a
time. During that longer break, I either queue up things like blog
posts and podcasts, or I do the minimum I need to get done to keep up
with my weekly commitments. I find that this kind of break is needed
after working hard and being productive for an extended period of
time. (After I finish this book, I’ll be taking one of those breaks.)
Taking action
❂You don’t have to use my exact productivity system, but you should have some
kind of system in place to ensure you get consistent results. Make a note of
what you’re doing right now each week. See if there's some way you can develop
a system that you can repeat on a monthly, weekly, and daily basis.
221
38
Pomodoro Technique
I’ve tried quite a few productivity techniques over the years, and
although I use a combination of parts of different ones, the one that has
the biggest impact on my productivity is the Pomodoro Technique®
(http://simpleprogrammer.com/ss-pomodoro). If there’s just one produc-
tivity habit that I’d encourage you to develop, it’s the Pomodoro
Technique.
I wasn’t always sold on the Pomodoro Technique, though. The first time I
tried it I thought it was far too basic to be effective. I didn’t really see the
point of it until I tried using it for a week and immediately began to see
results.
In this chapter, I’m going to introduce you to the Pomodoro Technique
and I’ll show you why this fairly simple technique is so effective.
Pomodoro Technique overview
The Pomodoro Technique was created by Francesco Cirillo in the late
1980s, but it started to gain traction in the 1990s. The technique is actually
very simple at its core—so simple that you might dismiss it at first, as I did.
The basic idea is that you plan out the work you’re going to do for a day.
Then you set a timer for 25 minutes and work on the first task you’ve
planned. You work only on a single task at a time and give it your com-
plete focus for the full 25 minutes. If you’re interrupted, there are various
ways of handling the interruption, but generally you strive to not be inter-
rupted at all. You never want to break focus.
222 CHAPTER 38 Pomodoro Technique
At the end of the 25 minutes, you set a timer for 5 minutes and take a
break. That’s considered one pomodoro. After every four pomodori,
you take a longer break, usually 15 minutes.
Technically, if you finish a task early, you’re supposed to dedicate the
remaining time to “overlearning.” That is, you continue to work on the
task by making small improvements or rereading material if you’re try-
ing to learn something. I tend to ignore this part and move on to the
next task immediately.
And that’s basically it. The Pomodoro Technique is really that simple.
Francesco originally used a tomato-shaped kitchen timer to time the
pomodori (pomodoro is Italian for tomato), but there now exist plenty
of apps for tracking and recording pomodori. I use the built-in pomodoro
timer in the Kanbanflow app (http://simpleprogrammer.com/ss-kanban
flow) for tracking my pomodori. (In fact, I have one running right now.)
Using the Pomodoro Technique effectively
When I first started using the Pomodoro Technique, I didn’t do it prop-
erly. I simply tried to do some pomodori during the day by setting a
timer for 25 minutes. I didn’t pay attention to how many I got done or
Pomodoro Technique process
Using the Pomodoro Technique effectively 223
do any estimation of how many pomodori a particular task would take
me, so I didn’t get much out of it. I figured that the whole technique
was about focusing for an extended time period. I thought it was a
good idea, but I didn’t see why I’d need to do much more than remem-
ber to focus for 10–15 minutes to get into my work.
I didn’t see the real value of the Pomodoro Technique until later, when
I decided to apply a bit more rigor to my use of it. A friend of mine, and
fellow software developer, Josh Earl (http://joshuaearl.com/), had
been using the technique very effectively and convinced me to give it
another try. What he was doing that was so effective was tracking how
many pomodori he was getting done in a day—and setting a goal for
how many to accomplish. It turns out this makes all the difference.
The real power of the Pomodoro Technique is using it as a tool to esti-
mate and measure your work. By tracking the count of pomodori done
in a day and having a goal of how many to accomplish in a day, you’re
suddenly given the power to truly gauge how hard you worked in a day
and what your true capacity is.
Once I started applying the Pomodoro Technique in this way, I found
that I was getting quite a bit more out of it than before. I was able to
utilize the Pomodoro Technique, not just to stay focused during the
day, but to plan my days and weeks, figure out where I was spending
most of my time, and motivate myself to be as productive as possible.
Using the Pomodoro Technique, you can start thinking about your
week in terms of a finite resource of pomodori. Want to get a certain
amount done each week? Figure out how many pomodori you can do
in a week and prioritize accordingly. You no longer have to feel like
you didn’t get enough done, because you can be sure of exactly how
much you got done during a week by measuring the amount of pomo-
dori you completed. If you didn’t get done what you wanted to, but you
completed your target amount of pomodori, the problem isn’t doing
enough work, it’s one of prioritization.
Using the Pomodoro Technique in this way taught me the true value of
prioritization. When I have only so many units of work I can assign to
each week, I have to be careful with how I dole out those precious
224 CHAPTER 38 Pomodoro Technique
pomodori. Before using the Pomodoro Technique, I’d always imagine I
could get a lot more done in a week than what was actually possible. I
was overestimating my time and underestimating the length of time
tasks would take me, but once I started using the Pomodoro Tech-
nique, I knew exactly how much time I had to work with during a
week and I had a good idea how many pomodori tasks would take. I
can’t even begin to tell you how valuable that is. In fact, I know with a
precise degree of accuracy how long it will take me to finish this book.
I have a good idea how many pomodori each chapter of the book takes
to write, and I know how many pomodori I’m willing to assign to the
job each week.
Try it out yourself. Now is a good time to put down this book and try
applying the Pomodoro Technique to some task you have to do today.
Give it a shot and then come back and finish reading this chapter.
The mental game
So far I’ve only really talked about how the Pomodoro Technique can
make you more effective by increasing your ability to plan, but the
Pomodoro Technique is also very powerful because of the psychologi-
cal impact time-boxing has on you.
One huge problem I’ve always had with my work is that I always feel
guilty that I’m not doing more. It doesn’t matter how much I work in
the day, it seems like I can never relax. I always feel like I should be
doing something. I’d sit down to play a videogame (one of my favorite
pastimes) and I wouldn’t be able to enjoy it, because I’d feel like I was
wasting my time and should be doing more work. Perhaps you have
this same feeling as well.
The problem stems from not being able to accurately assess how much
you’ve accomplished in a day and not having a clear goal of how
much should be accomplished. Perhaps, like me, you’ve tried to solve
this problem by defining a list of things you wanted to accomplish for
the day. This seems like a good idea until you hit a day when the tasks
you estimate take way longer than they’re supposed to take. You’ve
The mental game 225
been working like a dog all day, but you didn’t complete the tasks on
your list, so even though you’ve put in a herculean effort, you still feel
like a failure. That sucks.
We can’t necessarily control how long a task takes to complete. All we
can do is control how much time we dedicate to the task—or any
tasks—during a day. If you put in a hard day’s work, you should feel
good about yourself. If you’ve slacked off and it turns out you ended up
getting everything on your list done because the tasks turned out to be
easier than expected, you don’t really deserve a pat on the back. Mak-
ing a list of things is arbitrary; what really matters is the volume of
focused work that gets done in a day.
That’s exactly where the Pomodoro Technique saves the day. When
you have a goal of x pomodori for the day and you get that goal done—
a goal you can actually control—you know you did what you were sup-
posed to do that day and you can give yourself permission to feel good
about it—and more importantly—relax.
This realization has made a huge improvement in my working life and
has helped me to get much more done while enjoying my free time.
Once I’ve hit my goal for the day, pomodori-wise, I’m free to do what-
ever I want. If I feel like it, I might get more work done, but if I want to
sit down and play a videogame or even waste time watching a movie or
some other mindless activity, I can do it without guilt, because I know
I’ve put in a hard day’s work.
We’ve already talked about focus, so I won’t drive too hard on that
topic here, but there’s a huge difference between doing focused work
and unfocused work. The Pomodoro Technique also forces you to
focus, so when you do a full day’s worth of work using the Pomodoro
Technique, it ends up being a lot more work than you might normally
be used to. The good news is that you’re more productive. The bad
news is that you feel it. I’m not going to lie; it takes some getting used
to. Focusing for a majority of your day is hard—probably a lot harder
than what you’re used to.
226 CHAPTER 38 Pomodoro Technique
How much work can you get done?
One thing I’ve discovered after using the Pomodoro Technique is that I
have a definite cap on the amount of pomodori I can get done in a week
or a day. That cap has grown over time and I’ve gotten better at focus-
ing and used to the increased amount of work, but if I overstretch my
bounds and exceed my capacity, I always end up paying the price.
The actual cap might be a surprise to you. You might figure that in a
given average work day you have 8 hours, so theoretically, you should
be able to do about 16 pomodori in that time, because each pomodoro
takes about 30 minutes to complete. Realistically though, getting 16
pomodori done in a single day, even in 12 hours, would be a ginormous
effort.
When I first started doing the Pomodoro Technique, I found it difficult
to even get 6 pomodori done during a day. You’d be amazed how time
just seems to disappear during the day and the amount of dedication
and mental strain it takes to stay focused for most of your day. Now I
set a goal of about 10 pomodori per day, which is still a very taxing
effort. I often put in more than 8 hours to reach this goal and some days
I still fall short.
Landmine: I work in an office and I can’t just focus for 25 minutes
at a time
Just because you work in a regular office doesn’t mean you can’t start using the Po-
modoro Technique. I often hear the complaint that the Pomodoro Technique sounds
great, but I’m constantly interrupted throughout the day. Coworkers stop by my cubicle,
my boss wants to talk to me; I can’t just hold up my hand and tell them to wait 10
minutes until my timer dings.
Ah, but you can. Well, as long as you give people notice ahead of time. If you’re hav-
ing trouble with too many interruptions, try telling your boss and coworkers what
you’re planning to do and how it will increase your productivity. Tell them that you’ll
never be unreachable for more than 25 minutes at a time and that you’ll respond to
any requests as soon as you’ve completed a pomodoro.
I know this sounds a bit crazy and that no one would go for it, but if you present it in
the right way, you’ll be surprised how supportive many people will be. Just present
your case to show how this will be best for the team and help you to be more pro-
ductive overall, and you’ll have the best chance of success.
How much work can you get done? 227
My goal for the week is about 50-55 pomodori. If I hit that range, I
know I’m doing well and I can count on making consistent progress
each week toward my goals. If I go even just a little bit above that
range, I feel it the next week. It hits me hard.
If you’re going to adopt this technique, make sure you have a realistic
expectation of what you can actually accomplish. Just because you
work 40 hours in a week doesn’t mean you can get 80 pomodori done.
(If you’re able to achieve that feat, I’d be utterly amazed, and, quite
honestly, would fear for your mental health.)
And lest you think I’m a bit crazy or just lazy, examine this quote
from John Cook about Henri Poincaré, a famous mathematician, theo-
retical physicist, engineer, and philosopher of science (http://simple
programmer.com/ss-poincar), courtesy of Cal Newport’s blog (http://
simpleprogrammer.com/ss-four-hour):
Poincaré…worked regularly from 10 to 12 in the
morning and from 5 till 7 in the late afternoon. He found
that working longer seldom achieved anything.
Many other famously productive people, like Stephen King, have said
similar things about the maximum capacity of focused, productive
work a person can hope to achieve in a day. You only have so much
time—it’s up to you to choose what to do with it.
Taking action
❂Give the Pomodoro Technique a shot. For now, don’t worry about setting a goal
for how many pomodori to get done in a day, but try using the technique and
chart how many you get done for an entire week.
❂Once you have an idea of how many pomodori you can get done in a week, set a
goal for the next week and see if you can reach it. Pay attention to how much
work you end up getting done and how it makes you feel to accomplish the set
number of pomodori for a day.
228
39
My quota system: How I get
way more done than I should
I’ve already told you about the basic system I use to stay as productive as
possible, but there’s another part to it that I haven’t talked about very
much. This part of my productivity system is unique—as far as I can tell.
I haven’t ever heard anyone else talk about it or seen it in any productiv-
ity systems. I call it the quota system.
I use the quota system to make sure I make definite, measurable progress
toward my most important goals on a daily and weekly basis. In this
chapter, I’m going to tell you about the basics of the quota system and
how you can use it yourself.
The problem
One of the major problems I had with all the productivity systems I tried
is that none of them seemed to do a great job of addressing repeated tasks
that occur every single day. I also wanted a way to handle big tasks that
might take weeks or even months to complete.
I found that I have many different tasks that repeat each week. Every week
I need to produce a blog post, several podcasts, exercise, and make prog-
ress toward my major goals. I even have daily tasks that I repeat every sin-
gle day. I’m sure you have similar weekly and daily commitments.
I was always slipping on getting these kinds of repeated tasks done,
because I’d either forget about something I was supposed to do or I’d end
up not having as much time in the week as I had expected. I never quite
Enter quotas 229
got as much done as I planned and I always felt like I couldn’t get trac-
tion, because I wasn’t consistent.
Perhaps you’ve tried to do a workout program and you found that you
just didn’t get to the gym as much as you had expected. Maybe you
have a blog and you’d like to update it regularly, but months go by
without an update. You know that if you could just consistently blog,
you’d see much better results, but even though you mean well, you
never actually end up having the time to blog as much as you’d like.
Enter quotas
I began to realize that the only way to guarantee that I’d make consis-
tent progress in something I was pursuing was to create a defined goal
for how much progress I needed to make in a predefined time period.
I originally had some success with my workouts by creating quotas for
how many times I needed to run in a week—three—and how many
times I needed to lift weights during the week, also three. I decided
that every week I needed to meet this quota of three runs and three
weightlifting sessions.
I started applying a weekly quota of doing one blog post per week and
added quotas for other things I wanted to make sure I got done regu-
larly, like creating YouTube videos and podcasts. I created a quota for
everything I did that I needed to do more than once. I quantified
exactly how frequently I’d do any repeatable task. It could be once a
month, four times a week, or twice a day. If I was going to repeat it, I
was going to define how often, and I was going to make a commitment
about it. Rain or shine, I was going to do what I committed to. I took
these quotas very seriously.
What I began to find is that I was producing much more than I ever
had before. And the best part was that I was doing it on a consistent
basis, so I could measure and chart out my progress over time. I knew
exactly how much volume I’d produce in a given amount of time.
One of the biggest successes I had with this system was in my produc-
tion of Pluralsight courses. I set a quota for myself to get three modules
230 CHAPTER 39 My quota system: How I get way more done than I should
done every single week. (A module is a 30- to 60-minute part of a course.
Most of my courses have five modules in them.) By setting this quota
for myself, I was able to complete over 55 courses in under three years,
even while taking some time off. I quickly became the top producer and
had three times more courses than any other author for the company.
QUOTA EXAMPLES
❂I will run three times each week.
❂I will create one blog post each week.
❂I will write one chapter each day.
❂I will get 50 pomodori done each week.
Try it yourself. Take some time now to come up with your own list of
quotas. Think about what you’d like to accomplish each week or each
month and write them down. You don’t have to commit to it now, but
just doing the exercise can be helpful.
How the quota system works
You might be wondering how this quota system works. It’s actually
pretty simple. Just pick some task that you do repeatedly and set a
quota for how often you’ll get that task done in a given interval. Your
interval could be monthly, weekly, or daily, but you have to have a
clear interval of time in which so much work must be done. If you have
a large project, you need to find a way to break it into smaller repeat-
able tasks. For my Pluralsight courses, I was able to break the work
into modules. For this book, I’ve broken the work into chapters. (By
the way, my quota for this book is one chapter a day.)
Once you’ve defined what you’re going to do and how often you’re
going to do it, the next step is to commit. This is the really important
part, because without really committing, you aren’t going to be suc-
cessful. True commitment means you’re going to accomplish what you
committed to so far as it’s humanly within your possible ability. It
means there’s virtually nothing, besides physical incapacity, that’s
going to stop you from completing the task.
This idea is the core of the system. You don’t leave yourself any choice
but to do what you set out to do. In your mind, failure can’t be an
Why the quota system works 231
option. Because if you’re willing to let yourself slip once, you’ll slip
again, and pretty soon the “quota” won’t mean anything at all.
The whole system falls apart if your commitment is weak, so you have
to choose attainable and maintainable quotas. Don’t commit yourself to
something you know you can’t do; otherwise you’re setting yourself up
for failure. Start with small commitments and make them bolder as you
become successful at reaching them.
If a quota is too high, I only have one rule about it: you can’t quit in the
interval in which the quota must be completed. At one point I commit-
ted to doing five modules for my Pluralsight courses each week. I was
able to meet the quota for a few weeks, but it was very difficult to do
and required me to work on Saturdays and Sundays most weeks.
When I decided to reduce the quota, I made sure I completed the quota
of five for the week and then reduced the quota to three for the next
week. I didn’t stop midway and change the rules, because I knew that
doing so would cause me to lose respect for the quotas in the future.
QUOTA SYSTEM RULES
❂Pick a repeatable task.
❂Define an interval in which that task must be done and repeated.
❂Define a quota for how many times the task should be done dur-
ing a given interval.
❂Commit. Make a firm commitment to meet your quota.
❂Adjust. Make your quota higher or lower, but don’t adjust during
an interval.
Okay, now is the time to act—to make your own commitment. Pick a
task that you came up with a quota for and commit to it. Go through the
quota system rules and apply the quota system to just one thing at first.
Why the quota system works
The secret of why the quota system works goes back to the story of the
tortoise and the hare. It’s better to work at a slow and steady pace than
to go really fast at times but lack consistency and follow-through. A
quote from one of my favorite books, The War of Art by Stephen Press-
field, describes it nicely:
232 CHAPTER 39 My quota system: How I get way more done than I should
He [the professional] sustains himself with the
knowledge that if he can just keep those huskies
mushing, sooner or later the sled will pull in to Nome.
The problem most of us face when it comes to long-term productivity is
maintaining a consistent pace. Over time, small bricks put perfectly
into place each day eventually build up a wall. It can be discouraging to
focus on the large task at hand, but it’s easy to think about just laying a
single brick. The key is putting a system in place that ensures you lay
that brick each day, week, or month.
The quota system also helps you overcome willpower weakness by pre-
setting a course for you to follow, eliminating the need to make deci-
sions. Because you’ve already precommitted to doing a task so many
times during a set interval, you no longer have to make a judgment call
of whether or not to do a thing—you know you must do it. Any time
you’re required to make a decision during the day, you’re forced to tap
into the limited reserves of willpower you have left. Eliminate the deci-
sion by making it mandatory, in the form of a quota, and you eliminate
the willpower drain. (For an excellent book on this subject, check out
Willpower Instinct by Kelly McGonigal [Avery, 2011].)
Taking action
❂Make a list of all the tasks in your life that you repeat. Especially focus on things
that you don’t do consistently right now, but you know you'd benefit from if you
did.
❂Pick at least one task and commit to a quota for a specific interval of time. Take
this commitment seriously. Try to keep the commitment for at least five inter-
vals. Imagine what would happen if you continued the quota for months or years.
233
40
Holding yourself accountable
There are two kinds of motivation that can cause people to get work
done: internal—the motivation that comes from inside us—and exter-
nal—the motivation that comes from outside penalties or rewards.
Internal motivation is much more effective than external motivation.
When we’re motivated internally, we get much more done and we tend to
do a better job as well. The trick is getting your primary motivation to
come from inside you instead of from the outside.
That’s what this chapter is all about. Motivating yourself by holding
yourself accountable to…you. Making promises to yourself does you no
good if you can’t keep them. If you’re interested in learning more about
this topic in depth, you might want to check out Daniel Pink’s book
Drive
(Riverhead Hardcover, 2009).
Accountability
Most of us show up to work each day and on time at least to some degree
due to the fact that we’re accountable to our employers. The accountabil-
ity of having a job requires us to do certain things we might not otherwise
do if it were left up to us. If you currently work for someone else and
you’ve had the opportunity to work from home for a day, or perhaps
you’ve ventured out on your own and worked for yourself, you’ve proba-
bly quickly realized how powerful this concept of accountability is.
The first time I had a job working from home I intended to get up early
and work, but I didn’t. I wasn’t trying to be a slacker. I just wasn’t used to
being accountable to myself. I was used to an external entity influencing
234 CHAPTER 40 Holding yourself accountable
my behavior. When it was up to me whether or not I worked, I chose
not to work. Just basic human nature.
This experience exposed a critical flaw in my work ethic that was hurt-
ing me in terms of productivity. I was influenced by external motiva-
tions rather than internal ones. Being accountable to my employer kept
me in check, but once I was out on my own, I didn’t have my own sense
of accountability to control my behavior.
It’s important to develop a sense of self-accountability to be productive
when no one is looking. You could also call this having character or
integrity, because they’re all part of the same idea. Without this sense
of accountability to yourself, you’re always dependent on external
motivations to get you to perform. You become easily manipulated by a
carrot promising a reward or a stick promising…a beating if you fall
out of line.
Self-mastery is the art of self-motivation, and at the heart of self-moti-
vation is self-accountability. You have to learn how to be accountable
to yourself if you want to have predictable, reliable results that aren’t
dependent on someone else’s influence.
Becoming accountable to yourself
I struggled with this problem of being primarily influenced by external
motivation for quite a while. I had to learn some self-discipline to be
effective at my job and productive when the results were totally up to
me. Eventually, though, I did figure out how to tame the wild beast that
was dwelling inside me.
To develop self-accountability, you need to first develop some kind of
structure in your life. If you don’t know what you’re supposed to be
doing, you can’t really hold yourself accountable to anything. When
you go to work, you usually have certain days you’re supposed to work
and a starting and quitting time. Even though some of these things can
be flexible, they’re rigid enough to be clearly defined. You know when
you’re in violation, so you can be held accountable by your superiors.
Becoming accountable to yourself 235
You have to put that same kind of structure in place in your own life,
voluntarily, by making rules for yourself. You need to create your own
rules that govern how you’d like to live your life, and you need to make
these rules ahead of time, when you’re able to think clearly and your
head isn’t clouded with bad judgment.
You probably have some rules you’ve already defined for yourself, like
brushing your teeth every day or paying your bills on time. But it’s a
good idea to put rules around any areas of your life that are trouble
areas for you or are critical to your success. This added structure can
help you to stay on task and do what you’re supposed to be doing
rather than being ruled by whims and emotions.
Sometimes it can help to step outside of yourself and think about how
you’d schedule your life and your activities each week if you didn’t
actually have to do the activities yourself. Imagine if you were playing
a videogame where you had to plan the activities for your character for
each day. How would you plan out and schedule the time? What kind
of diet would you put in place? How many hours of sleep would your
Make rules for yourself so you can develop structure in your life.
Think about how you’d schedule your life if you
didn’t have to do the activities yourself.
Steps for self-accountability
236 CHAPTER 40 Holding yourself accountable
character get? Answers to these questions are good candidates for
rules that you can use to hold yourself accountable.
External accountability
You may find that it’s easy to violate your own rules when you’re only
accountable to yourself. It may help to have a little bit of external help
in those situations. You can still define your own rules and, thus, the
motivation is still internal—because you’re the one making the rules—
but you can have someone else help you enforce them.
There’s no weakness in getting others to help you hold yourself
accountable to something you’ve agreed to. It can be helpful to recruit
an accountability partner—ideally someone who shares a similar goal.
You can tell the person your rules or the goals you’re trying to achieve
and you can keep each other accountable by reporting your progress—
both successes and failures—regularly to each other.
Often the thought of having to report a failure to your accountability
partner can be enough to discourage self-defeating action. It can be the
difference that’s the tipping point in making a good choice over a bad
one. You can also run important decisions by your accountability part-
ner to ensure that choices you’re making are truly in your long-term
best interest and not shadowed by temporary bad judgment.
I have a mastermind group that functions as an accountability group.
Our group meets weekly and we each talk about what we did each week
and what we planned to do. By discussing our plans in the group, we
hold each other accountable to follow through with them. No one wants
to let down the group by not following through on their actions. Since
I’ve started this group, my productivity has increased tremendously.
It can also be a good idea to make your actions as public as possible. I
publish blog posts, YouTube videos, and podcasts every week. If I miss
a week, I’ll know that it won’t go unnoticed, so I don’t feel like I can be
lazy and not do what I know I’m supposed to do. It can be helpful to
expose your own work to public scrutiny, because it can motivate you
to action due to either embarrassment or letting down other people
who are relying on you.
External accountability 237
The important thing is to make sure you have some kind of account-
ability for your actions. You’ll be much more productive when you’re
holding yourself to a standard you’ve created.
Taking action
❂Decide how you'd like to live your life and spend your time and create some rules
to help you ensure you’re heading in the right direction.
❂Create an accountability system that will help you to enforce your rules.
238
41
Multitasking dos and don’ts
Ah, multitasking. Some people call it a bane to productivity and others
swear by it. More and more, though, the sentiment has turned toward
eliminating multitasking completely.
I don’t think it’s quite that simple though. I think some tasks are suited
for multitasking and others aren’t. If you really want to maximize your
productivity, you’ll have to learn when to multitask, when not to multi-
task, and how to multitask effectively.
Why multitasking is generally bad
Most of the recent research on multitasking seems to indicate multitask-
ing almost always results in reduced productivity even though multitask-
ers themselves may think they’re increasing their productivity. Take a
look at this article from the American Psychological Association to see a
summary of some of that research: http://simpleprogrammer.com/ss-
multi-task.
The reason for this seems to be rooted in our inability to truly multitask.
For many activities we may think we’re multitasking, but in reality what
we’re doing is constantly switching between tasks. This task-switching
seems to be the culprit for the hit on productivity. The more you switch
between tasks, the more time you waste getting your brain ramped up to
work on a task. True multitasking means to do two or more things at the
same time—and that can be effective, as we’ll talk about a little later on—
but most of the time, we’re actually doing task-switching.
This makes sense when you consider how important focus is to produc-
tivity (as we talked about in chapter 36). When you multitask, you tend
Batching is much more productive 239
to break your focus and end up having to take time to get back into that
task. You’re also more likely to procrastinate or allow other interrup-
tions to distract you when you aren’t in that focused mode. If you con-
sider that you’re most productive when you’re “in the zone” and it
takes a period of focused work to get there, it makes sense that rapidly
switching tasks wouldn’t be effective.
Now, this is only true for certain kinds of work where you can’t actu-
ally do two or more things at the same time or doing so breaks your
focus. If you can actually manage to combine tasks together, you can
get quite an efficiency boost, but we’ll get to that a little later on. For
now, let’s talk about a more effective strategy for dealing with tasks
that we’d normally try to multitask.
Batching is much more productive
I get quite a few emails during the day. I used to have notifications on
my computer to tell me when a new email came in. Almost every time a
new email came in, I’d stop what I was doing and read and respond to
that email. It wasn’t very efficient, because I was interrupting my focus
all the time and I never got into “email mode” either.
It’s pretty obvious in that case that I wasn’t actually multitasking. I was
simply interrupting whatever work I was doing to deal with email. I
was task-switching. It wasn’t possible for me to answer email while
writing this book, for instance. I simply don’t have enough keyboards
or fingers to accomplish that task.
The way I handle email now is in batches. I might check my email a
couple of times each day and answer any urgent emails. But in general,
I process all of my email at a single time during the day. I go through
my entire inbox and deal with it all at once. I’m much more efficient,
because I’m not interrupting my other task and I can get into the “email
zone” where I can deal with emails much more quickly than I can when
I’m just opening my inbox.
What’s my point in telling you this? Well, if you’re having trouble with
multitasking during the day because there are multiple tasks you have
240 CHAPTER 41 Multitasking dos and don’ts
to get done, you’ll probably be better off learning how to batch those
tasks and work on a series of related tasks all at once rather than split-
ting them up throughout the day. Email is a great place to start, but
anything that you do in small intervals is a good candidate for batching.
POTENTIAL AREAS TO BATCH
❂Dealing with email
❂Making phone calls
❂Fixing bugs
❂Short meetings
Batching related tasks instead of working on them at different times
during the day has two major benefits. First, you don’t break your
focus on bigger tasks you’re working on during the day. Second, you’re
able to get into a deeper focus on the tasks that you’d normally not
spend enough time on to get into a focused mode. Answering a single
email doesn’t afford you enough time to get focused on that task, but
answering 20 emails in a row can put you in the zone.
Take a moment now and think about some areas of your life that you
might be able to batch together. What types of activities do you do a lot
of but are spreading out over time? Can you set aside a bigger chunk of
time and do those things all at once?
What about true multitasking?
Okay, so now that we’ve got the multitasking hate out of the way, let’s
talk about true multitasking, when you’re actually doing two things at
once, not just switching between tasks rapidly.
I get quite a bit of a productivity benefit out of doing true multitasking.
It only makes sense that if you can combine two tasks and actually do
them both at once, you’ll be able to get much more done. The trick is
figuring out what tasks can actually be combined without reducing the
productivity on each task more than the overall gain.
I’ve found that it’s possible to combine a brainless task together with a
task that requires some degree of mental focus. Right now I’m listening
What about true multitasking? 241
to music on my headphones while I’m typing this chapter. Now, argu-
ably listening to music itself isn’t a productive activity, but it turns out
that listening to music while writing makes me more productive at the
task of writing. The music seems to help me get my words flowing and
reduces the chances of other distractions stealing my attention.
How about a more productive example? I usually try to combine fit-
ness activities with educational ones. When I’m at the gym lifting or
running, I’ll often listen to an audiobook or podcast. I’ve found that I
can do a physical activity while listening to something educational
without any negative impact. I’ve been able to get through many books
by listening to audio versions while running or lifting weights.
But imagine what would happen
if I tried to listen to an audiobook
while writing this chapter. I’d
either not be paying attention to
the book, or I’d be unable to
write. Our brains can’t do two
mentally taxing things at once.
The key is to find time during
your day when either your brain
or body isn’t engaged. Driving in
the car is a great time to listen to
audiobooks. You don’t have to
focus to drive. You can almost do
that on autopilot, so you might as
well learn something while you
commute.
Flipping it around, I’ve got a treadmill that has a little shelf that I can
put my laptop on. There’s no reason why I shouldn’t be walking while
I’m typing replies to emails. I’ve found, though, that I can’t do a good
job of writing code while walking on the treadmill—unless I’m going
very slowly. It seems there’s a small tax of concentration that walking
or another physical activity imposes. For that reason, I’d recommend
It’s too hard to do two mentally taxing
things at once.
242 CHAPTER 41 Multitasking dos and don’ts
reserving the least concentration-requiring tasks for combining with
physical exercise. You’d probably also find it hard to solve difficult
math equations while lifting weights—not that I’ve tried.
Taking action
❂Cut out any multitasking that isn’t true multitasking. Strive to work on only a sin-
gle thing at a time during the day. The Pomodoro technique is a great help.
❂Batch together any smaller tasks that can be done at one time instead of multi-
ple times throughout the day or week.
❂Look for areas where you can implement true multitasking. Any time you’re doing
a non-mentally taxing activity, try to combine it with something else. Any time
you’re doing a mentally taxing activity, try and combine it with a physical activity.
243
42
Burnout: I’ve got the cure!
One of the biggest hindrances to productivity is the physical and mental
state known as burnout. We all tend to get started on a project with large
amounts of enthusiasm and energy, but after some time, even our most
passionate endeavors can make us sick to our stomach at the very thought
of them.
Most people call this state burnout, and they never get past it. It’s unfor-
tunate, though, because if you can manage to get past that burned out
feeling, you’ll find that renewed energy and rewards are just on the other
side of the wall you’re banging your head against.
In this chapter, we’re going to talk about what burnout is, how it hap-
pens, and why I think burnout—in most cases—is just an illusion.
How you burn out
As humans we tend to get really excited and motivated about new things
at first, but then as they become more familiar and time wears on, we tend
to either take those things for granted or even grow to despise them.
It’s a natural cycle in life and I’m sure you’ve experienced it many times
before. Remember when your car was brand new (at least to you)?
Remember how excited you were about driving it and how good it made
you feel? How long did that last? How long was it before you didn’t
really care about your car anymore? How long before it got “old”?
You’ve probably experienced the same thing with a new job. I remember
my first days of work at several different jobs. I was excited and hopeful,
244 CHAPTER 42 Burnout: I’ve got the cure!
eager to get started. But it didn’t take long for most of that enthusiasm
to fade. It didn’t take long before I eventually dreaded going to work
and felt like I couldn’t take it anymore.
What happens is that the newness wears off and reality sets in. If you’re
starting a new project or trying to learn a new skill, you eventually reach
a point where your interest and motivation are low and the results you’re
seeing are increasing very slowly—or seemingly not at all.
Eventually you get to a point where you feel mentally and physically
exhausted. You may try to deny the fact—or hide it—but eventually
you know that you just don’t feel excited about that job, project, work-
out routine, and so on anymore. You feel as though you’re burned out.
The harder you push, the more work you get done, the faster you
accelerate the pace of this feeling of being burned out. That’s why it’s
so hard to be productive. The more productive you are, the less you
feel like being productive.
In reality, you’re just hitting a wall
Now, most of us think of burnout as the end. We can’t really see past it.
We think that we’ve just lost our motivation and interest, so therefore
we must move on and do something else.
We go out and look for a new job. We leave that book half-written. We
drop the side project a few weeks from completion. We’re off to search
for something new—to find our real passion. Because if what we got
burned out on was our real passion, we wouldn’t have gotten burned out.
Sometimes we think we need to take a vacation. But often when we
come back from vacation, we feel even more burned out than we did
before. Not only have we lost motivation and interest, but momentum
is gone as well.
The truth is that—in most cases—this feeling of burnout is totally natu-
ral and doesn’t indicate a serious problem. The truth is that most of us,
in any endeavor we pursue, eventually hit a wall, a point where our ini-
tial interest and motivation have dropped off and we aren’t seeing
enough results to rev them back up.
On the other side of the wall 245
When you first start a new project, your interest is the highest. But just
like that new-car feeling, the interest level drops down rather quickly.
Interest seems to be fueled by hope and anticipation. We’re most inter-
ested in things before we actually start doing them.
Motivation tends to start out low, but as you make progress doing
something, your motivation level starts to rise. Early successes make
you feel more motivated. Momentum pushes you forward.
Over time, though, the slow pace of results starts to wear on your moti-
vation. You eventually find yourself at a point where your motivation
and interest are both close to rock bottom. This is the wall.
On the other side of the wall
Unfortunately, most people never get past the wall. You only have to
look around to see that this is true. How many people give up before
they actually get good at something or before a project is completed?
Look at your own history. How full is your closet of half-completed
projects, yellow belts, dusty guitars, and soccer cleats? I know I’ve hit
the wall many times and I’ve failed to push through it. My own closet is
filled with plenty of passions that ended in defeat.
But there’s good news. Remember that cure for burnout I promised
you? Well, here it is. It’s pretty simple. Ready for it?
Push through the wall.
Wall
Interest
Results
Results
Motivation
Interest
We all hit a wall in our
motivation from time to time.
246 CHAPTER 42 Burnout: I’ve got the cure!
Yes, it’s that simple. And yes, I’m serious. Take a glance back at the fig-
ure of interest, motivation, results, and the wall. Notice what happens
right after the wall, if you can manage to get through it? All of the sud-
den, results shoot up extremely fast. Motivation and interest come
right along for the ride.
Before you get too skeptical, let me explain what happens and why the
wall is there. Like we discussed earlier, most people quit when they hit
the wall. They don’t try and go past it, because they feel like they’re
burned out. Before you hit the wall, the competition is fierce. There are
many runners in the race. Everyone is enthusiastic and excited. The
road is easy. No one has been filtered out.
But because so many people never get past the wall, the other side of the
wall is very sparse. There isn’t much competition. Most of the runners
have dropped out of the race. Each runner on the other side of the wall
gets a bigger share of the reward, because there are so few runners left.
If you can just make it to the other side of the wall, suddenly things will
start to get easier and your motivation and interest will pick up again.
We have a high level of motivation and interest in new endeavors we
undertake, but we also have a high level of motivation and interest in
things we’ve mastered. Starting to learn guitar is fun and easy. Sticking
to the path and becoming good is long and boring. Becoming a great
guitarist is the most fun and rewarding.
If you can grit your teeth and bear it, if you can push your way through
the wall, you’ll eventually find that you’ve “cured” your burnout by
simply ignoring it. Pushing through the pain is the secret to overcom-
ing burnout. You’ll eventually hit more walls, but every time you push
through one, you’ll get a burst of renewed energy and motivation. Plus,
the number of people you have to compete with gets fewer.
Pushing past the wall
Okay, so maybe you’re a little unsure of what I’m saying. I mean, you
really do feel burned out. When you wake up in the morning, you seri-
ously don’t feel like typing at your computer. You just want to get away
to a cabin in the woods where you’ll never have to see a computer again.
Pushing past the wall 247
But perhaps…just maybe, you’re willing to give it a try. Perhaps you’re
willing to see if there really is a pot of gold on the other side of the wall.
Good. Then let me tell you how to do it.
You’ve already gone through the first step, which is realizing that
there’s something waiting for you on the other side. Most people give
up because they don’t realize that things will get better if they just keep
pushing through. Knowing that your efforts aren’t in vain can help you
to hold on and eventually make it through.
Unfortunately, though, that isn’t enough. Trying to push on when
motivation is at an all-time low is really difficult. Without motivation,
you don’t feel like pressing on. You feel like doing exactly the opposite.
What you need is some structure. You might want to review chapter 40
on holding yourself accountable, but essentially, you need to create a
set of rules for yourself that will ensure you keep moving forward.
Take this book, for example. When I first started writing it I was
extremely excited. I couldn’t imagine what could be more fun than sit-
ting down and writing “my book” all day. It didn’t take long for that ini-
tial excitement to wear off. But the fact that you’re reading this proves
that I made it through to the end. How did I do it when my motivation
You need to push past the wall.
248 CHAPTER 42 Burnout: I’ve got the cure!
and interest eventually faded? I set a schedule for myself and I stuck to
it. Rain or shine, no matter how I feel, a chapter gets written each day.
Some days it’s more, but it’s always at least one chapter.
You can adopt a similar approach to help push you through the walls
you hit. Want to learn to play the ukulele? Set aside a certain amount
of time to practice each day. Do this before you even start your first
lesson—while you have the interest and motivation. When you eventu-
ally hit that inevitable wall, you’ll have a structure in place to help you
get through it.
Taking action
❂Think about all the unfinished projects and endeavors you undertook but never
completed or mastered. What was it that made you quit? How do you feel now
about this thing?
❂Decide that next time you take on a project, you’re going to take to completion or
mastery. Set up rules and constraints that will force you to overcome the walls
you’ll inevitably hit.
❂If you’re facing a wall of some sort in your career or personal life, try and push
past it. Think about what might lay in store for you on the other side of the wall.
Imagine that your motivation and interest will eventually return.
249
43
How you’re wasting your time
We all do it. We all waste time. In fact, if we could learn to stop wasting
time, by definition, we’d be as productive as possible. If you could maxi-
mize the hours of your day so that there was absolutely no time waste,
you’d be operating at maximum capacity.
Unfortunately, you can’t squeeze every minute out of every day—that’s
too unrealistic of a goal. But you can figure out the places you’re wasting
the most time and eliminate them. If you can get rid of your one or two
biggest time wasters you’ll be in pretty good shape. In this chapter, I’m
going to help you identify some of the biggest time wasters in history,
help you find your own, and give you some practical advice on eliminat-
ing them once and for all.
The biggest time waster of all
I’m just going to come right out and say it. Stop watching television!
Seriously, stop doing it as soon as you can. Put down the remote, turn off
the TiVo, and find something else to do—anything else to do.
We live in a world where a majority of people waste a large chunk of their
lives watching TV with no benefit to themselves or society. In 2012, a
Nielson report showed that the average American over the age of two
spends more than 34 hours a week watching live TV. But wait, that’s not
all. They also spend 3–6 more hours watching taped programs. Holy cow.
Are you serious? Did I read that right? We’re spending 40 hours a week
watching TV? We’re spending as much time as a full-time job every week
glued to the TV. That’s just insane.
250 CHAPTER 43 How you’re wasting your time
Now, you might not watch much TV, or perhaps you don’t watch as
much as the average American, but it’s pretty hard to ignore this kind
of data. It indicates we all may be watching much more TV than we
think.
Imagine what you could do with an extra 40 hours per week. If you
want to start your own business, there you go, 40 hours. If you want to
get ahead in your career, do you think you might be able to do it with
about 40 more hours each week? How about getting in shape? I think
40 hours ought to be enough time.
Even if you’re watching half as much TV as the average American,
that’s still 20 hours per week—a part-time job. Be honest with yourself
and estimate how many hours of TV you’re watching each week. Track
it so you know for sure.
Take a moment now and track your own TV watching. Think about all
the shows you watch and track how long you think you spend watch-
ing TV each week. Be honest with yourself. Add up all those hours
over a year’s worth of time.
Giving up the TV
I probably don’t need to tell you why watching TV is such a waste of
time, but you might need a little more convincing to give it up com-
pletely or at least cut it back.
The biggest problem with TV is that there’s no actual benefit from the
time you spend watching it. Unless you’re purely watching educational
programs, you’re basically wasting time. Time would be better spent on
literally just about anything else.
Not only is TV watching a time waster, but it also has the ability to
influence you in ways that you aren’t likely aware of. TV programs
short-circuit the problem-solving part of your brain and lay everything
out for you. Everything from your spending habits to your world view
is directly influenced by TV. The more you watch, the more you’re giv-
ing up control of your own mind and actions. The TV is literally pro-
graming you.
Other time wasters 251
How do you give it up? I’ll be the first to admit it’s not easy. I used to
watch quite a bit of TV every week. I had the habit of getting home
from work and turning on the TV. (I even bought a little foldable table
so I could eat dinner in front of it.) I grew up doing it, my parents did
it, and when I became an adult, that’s what I did. I was used to it. I felt
like after a hard day of work I needed to relax and watch some TV. I
needed my mindless entertainment.
I didn’t start to back off watching TV until I started working on side
projects of my own. I started out creating an Android application to
help track my runs. I was setting aside a couple of hours each day to
work on the app. I found that by replacing the time I was spending
watching TV with working on this project that I enjoyed, I was getting
a lot more done and I was feeling better about it.
After seeing these positive benefits, I wanted to reclaim more of my
time, but I didn’t want to give up some of my favorite programs. I
decided to narrow down my TV programs to just one at a time. Instead
of watching TV live or recording episodes on TiVo, I bought complete
seasons of the shows I wanted to watch and I watched them when I
wanted to watch them or when I had the time. I stopped letting the TV
programming and weekly cliffhangers set the pace for my TV watch-
ing. (Even now, I’ll occasionally buy a complete season of a TV pro-
gram and watch it as if it were a movie.)
By finding something else to occupy my time and by breaking the con-
trol over my schedule that regularly scheduled TV programming had
on me, I was able to eventually break my addiction to TV, freeing up
20–30 more hours per week.
Other time wasters
I primarily set my focus on TV, because for most people it’s the biggest
time waster. Just eliminating that one time waster can potentially dou-
ble or triple your productivity—not to mention save you some money.
But there are some other major time wasters out there that you might
want to learn how to eliminate from your life as well.
One of the major ones today is social media. It’s definitely important to
have a social media presence, as we talked about in section 2, but it’s
252 CHAPTER 43 How you’re wasting your time
easy to waste countless hours on Facebook, Twitter, and other social
media sites when you’re supposed to be working or you could be doing
something productive.
One good strategy, which applies to email as well, is to batch up your
social media activities to one or two times during the day. Instead of
incessantly checking Facebook during the day, try only checking
Facebook at lunch time or in the evening. Trust me, you won’t miss
out on much.
If you’re working a corporate job, one major time waster that can make
you less productive is meetings. I probably don’t need to tell you about
how much time meetings can waste. I’ve worked jobs where I was in at
least two to three hours of meetings a day. Needless to say, there
wasn’t much time left over for actual productive work.
One of the best ways to stop letting meetings waste your time is to sim-
ply not go to them. I know this sounds a bit heretical, but I found that
many of the meetings I was going to were meetings where I was an
optional attendee or where my presence truly wasn’t needed.
You might also be able to reduce the number of meetings you go to by
getting the meeting organizers to cancel a meeting if the agenda in that
meeting can be handled over email or another medium. I found that
calling a meeting is often chosen as the default action because it’s so
easy to do. Try to use a meeting as a last resort if an issue can’t be han-
dled via a less time-consuming medium like email or even a quick
phone call. (Check out the book Rework by Jason Fried and David
Heinemeier Hansson [Crown Publishing Group, 2010] for some more
details on how to streamline your meetings.)
SOME OF THE BIGGEST TIME WASTERS
❂Watching TV
❂Social media
❂News sites
❂Unnecessary meetings
❂Cooking
❂Playing videogames (especially online games)
❂Coffee breaks
Tracking your time 253
Tracking your time
If you’re having a problem with social media distractions, you might
want to track just how much time you spend on social media sites. You
can use a tool like RescueTime (http://simpleprogrammer.com/ss-
rescue-time) to track what you’re spending your time on during the
day and generate a report that will show you exactly how much time
you’re wasting on social media sites and doing other nonproductive
things on your computer. The best way to eliminate the time wasters in
your life is to identify them. You have to know where you’re wasting
your time before you can start claiming that time back.
I’d recommend implementing some kind of time-tracking system to see
exactly where your time is going each day. When I first started work-
ing for myself, I didn’t understand where all my time was going. I felt
like I should be able to get much more done in a day than what I was
actually getting done. I started meticulously tracking my time for about
two weeks and eventually was able to find out many areas where I was
wasting the most time.
If you can get an accurate read on where you’re spending your time,
you’ll be able to identify and eliminate your biggest time wasters. Try
Landmine: Are cooking, coffee breaks, and other things you like do-
ing really wasting time?
Yes and no. It depends on why you’re doing them. Things you consciously do for en-
joyment aren’t a waste of time if you’re doing those things specifically because you
enjoy them and not to avoid doing real work that you know you should be doing.
I saw playing videogames as a waste of time, but I love playing videogames. Does
that mean I give up playing video-games completely? No. But it does mean that I
don’t play videogames when I should be doing something else that needs to get done
as a way of avoiding my work.
The same goes for cooking. Perhaps you enjoy cooking and making healthy meals for
yourself. If so, great, but if you’re spending a large amount of time cooking when you
could come up with a simple meal plan that would greatly reduce your time, and you
don’t particularly enjoy it, perhaps you should consider finding healthy ways to re-
duce your cooking time.
The point isn’t to cut out everything you enjoy doing in life, but to make sure that you
aren’t wasting time by doing things that you don’t need to do and you don’t enjoy or
things that eat up all of your spare time.
254 CHAPTER 43 How you’re wasting your time
to figure out exactly how much time you spend on different tasks each
day. Even track how long you spend eating meals to really get an idea
of where your time is going.
Taking action
❂For the next week, meticulously track your time. Get an accurate estimate of how
you spend every hour of your day. Look at the data and see where your biggest
two or three time wasters are.
❂If you have a TV habit, try and kick it for just a week. Have a “no TV” week and
see how you do. Keep track of what you spend your time doing instead of watch-
ing TV.
❂Figure out if you can buy back more time by hiring someone to do your yard work
or cleaning for you. (If you cut your cable, you might even be able to pay for these
services from just those savings.)
255
44
The importance of having a
routine
The true secret to productivity: small things done repeatedly over a long
time period. Write 1,000 words a day, every day, and in a year you’ll have
written four novels. (The average novel is between 60,000 and 80,000
words.)
Yet, how many people sit down to write a novel but never complete even
a single one? They don’t realize that the only thing that’s standing
between them and their dream is routine. A routine is one of the most
powerful ways to shape your life, become more productive, and achieve
your goals. What you do every day adds up over time in every area of
your life.
In this chapter, we’re going to discuss the importance of having a routine
and talk about some ways you can set up a routine for yourself to make
you more productive and help you achieve goals that might currently
seem out of reach.
Routines make you
Every morning I get up and either go to the gym to lift weights or go for a
three-mile run. I’ve been doing this for years and I’ll continue doing this
for years to come. When I get back from my workout, I sit down at my
desk and go through my daily routine. I know exactly what I’m going to
do each day and each week. The routine changes from time to time, but I
always have some routine that’s pushing me toward my goals.
256 CHAPTER 44 The importance of having a routine
The routine I put in place a year ago shaped the person I am today. If
my routine involved going to the donut store every morning instead of
working out, I’d actually look quite a bit different than I do now. If my
routine involved practicing kung fu every day, I’d probably be a pretty
good martial artist.
The same is true for you. What you do every day defines and shapes
who you are over time. There are many things you may want to change
about yourself, but the trick is that it takes time and consistency to do
it. If you want to achieve a goal, like writing a novel, developing an
application, or even building your own business, you have to put in
place a routine that slowly but surely moves you in the direction you’re
trying to go.
It seems like common sense when I write the words here, but take a look
at your own life and goals; examine the dreams and aspirations you have.
Are you making an active effort to progress toward them every day?
Don’t you think that if you created a routine that put you one step closer
toward your goals, each day, you’d eventually achieve them?
Creating a routine
Now is the time to act. Not tomorrow or next week, but now. If you
want to reach your goals, if you want to shape your future—rather
than let someone else or circumstance shape it for you—you have to
develop a routine that will guide you in the direction you want to go.
A good routine begins with a big goal. What is it that you want to
accomplish? You can usually only focus on accomplishing one big goal
at a time, so pick the most important goal you have right now. You
know, that one that you’d like to do some day, but you’ve never had the
time to get around to doing.
Once you’ve picked your big goal, it’s time to figure out how you can
make incremental steps toward that goal each day or week that will
eventually get you there. If you want to write a book, how many words
do you need to write each day to get it done in a year? If you want to
lose weight, how many pounds do you have to drop each week to reach
your goal?
Getting more detailed 257
This big goal will form the basis of your routine. You’ll build your
schedule around this goal. Most people have to commit 8 hours of their
day to working at their job. There might not be much flexibility there,
but you still have 16 hours left to schedule your day. We’ll take another
8 hours off for sleeping, which leaves you 8 hours. Finally, we’ll take
another 2 hours off per day for eating. At worst you should have about
6 hours each day that you can allocate to what you want to achieve.
Now, 6 hours a day might not seem like all that much, but that’s 42 hours
a week. (And if you read the previous chapter on how you’re wasting
your time, you can probably guess what most people do with 40 of those
hours each week. See how important it is to quit watching TV?)
Alright, so now that we know what we’re working with, the next task is
to actually schedule that time. You’ll be most successful scheduling
your routine around a five-day work week because you already have a
routine around going to work each day. I’d recommend taking the first
hour or two of your day and devoting that time to your most important
goal. You might have to wake up a couple of hours earlier, but by uti-
lizing the first hour or two of your day, you’ll not only be more likely to
stick to what you’re trying to do, you’ll also have the most energy.
With just that simple change, you’ll move yourself each day in the
direction of your most important goal. If you only schedule your prog-
ress on weekdays, you’ll still move 260 steps each year in the right
direction. If you’re writing a novel and writing 1,000 words a day,
you’ll write 260,000 words in a year. (Moby Dick is 209,117 words long.)
Getting more detailed
So far we’ve only scheduled one thing into your routine—but it’s the
most important thing. If you only do this, you’ll be pretty happy with
the results, but we can do a bit better than that. If you really want to be
productive, you need to be even more in control of your life.
I work from home for myself, so you can imagine that my routine is
pretty detailed. I have a routine that defines what I’m going to do for
most of the day. This routine enables me to get the maximum amount
of work done each day. Most people I talk to are surprised to find out
258 CHAPTER 44 The importance of having a routine
that I follow a routine each day when I have the flexibility to do any-
thing I want. But that routine is critical to my success.
If you work for yourself or from home, you should definitely put
together a routine that clearly defines what you’re doing during the
day, including what time you start working and what time you stop.
The lack of flexibility will be more than made up for by the increase in
productivity and the security of knowing you’re making forward prog-
ress toward your goals.
But even if you don’t work from home, you still need to develop a rou-
tine that encompasses the majority of your day. If you’re working a
regular 9-to-5 job, the good news is that most of the structure is already
in place for you.
I’d highly recommend scheduling out your workday so that you know
what you’re going to be doing each day and each week. We talked
about having a big goal that defines your routine, but you probably
have many smaller goals you want to make progress toward as well.
The best way to make progress toward those smaller goals is to sched-
ule them into your routine.
Decide what you’re going to do each day when you first start working.
It might be checking and responding to your email, but perhaps a bet-
ter choice is to start working on the most important thing you have to
do each day. (Email can always wait until later.) Pick out a few tasks
that you’re going to repeat on a daily or weekly basis (see chapter 39
for details on a quota system that can help you with that). Schedule a
time each day to work on those tasks so you can be sure they get done.
When I worked in an office, I regularly had 30 minutes each day I ded-
icated to learning more about whatever technology I was working
with. I used to call it “research time.”
You should also schedule your meals and even create a routine around
what meals you’ll eat each day. I know it might sound a little bit crazy,
but we waste a large amount of time deciding what to eat and cook and
we end up eating poorly if we don’t plan these things out ahead of time.
The more structured your day is, the more control you’ll have over
your life. Think about it: if you’re always reacting to circumstances, if
Getting more detailed 259
you’re always handling things as they come up instead of planning
them out, your environment is directing your life, not you.
Table 44.1 shows an example of a routine for a day.
Table 44.1 Example routine
Time Activity
7:00 AM Workout (run or lift weights)
8:00 AM Eat breakfast (M, W, F: breakfast A; T, Th: breakfast B)
9:00 AM Get to work and pick most important task to work on
11:00 AM Check and respond to email
12:00 PM Eat lunch (M, T, W, Th: bring lunch; F: eat out)
1:00 PM Professional development time (research, improve skills)
1:30 PM Work on secondary work, meetings, and so on
5:30 PM Plan tasks for the next day; record work done from today
6:30 PM Eat dinner
7:00 PM Play with kids
9:00 PM Read
11:00 PM Bedtime
Landmine: Be careful not to be too obsessed with your routine
You should have a general routine you follow, but be flexible as well. You may miss
a day or mess up your schedule. Don’t forget that there are unpredictable events like
your car breaking down that will potentially mess up your routine. You need to learn
to take these events in strides.
Taking action
❂What is your current routine? Track your daily activities and see how much of a
routine you’re already following.
❂Pick one big goal and work it into your routine at least every week day. Calculate
how much progress you’ll make in a year if you make a daily step toward your goal.
260
45
Developing habits: Brushing
your code
We are what we repeatedly do. Excellence, then, is not an
act, but a habit.
—Aristotle
We all have habits—some good, some bad. Good habits propel us for-
ward and help us grow. Bad habits hold us back and stunt our growth.
Developing and cultivating good habits can help you be productive with-
out conscious effort. Just like routines help us to slowly but surely build a
massive wall a brick a time, habits also can move us forwards or back-
wards by an accumulation of our efforts. The big difference is that routine
is something we can control, and habits aren’t.
In this chapter, we’re going to talk about the value of having good habits
and how to develop those habits. We don’t have control over our habits,
but we do have control over forming and breaking them. Learning how
can be one of the most effective things you can do in your life.
Understanding habits
Before we can dive into changing your habits and building new ones, we
need to discuss exactly what habits are. I’ll give you a brief overview
here, but for a more detailed explanation, you might want to check out
the excellent book by Charles Duhigg, The Power of Habit (Random
House, 2012).
Understanding habits 261
Habits basically consist of three things: a cue, a routine, and a reward.
A cue is something that causes your habit to be triggered. It might be a
certain time of the day, some kind of social interaction, a particular
environment, or just about anything else. I’ve got a cue of buying pop-
corn whenever I’m in a movie theater.
Next up is the routine. A routine is something you do—the actual habit
itself. A routine might be smoking a cigarette, going for a run, or run-
ning all your unit tests before checking in your code.
Finally, there’s the reward. This is the anchor that actually keeps the
habit in place. This is the good feeling you get from executing your
habit. The reward might just be a feeling of satisfaction, a “ding” when
you gain a level in World of Warcraft, or that sugary taste of your
favorite treat.
Our brains are really good at forming habits. We automatically form
habits around things we do. The more we do a thing, the more likely a
habit will be formed. The strength of the habit is often based on the
value of the reward. We like to do things that give us better rewards.
Strangely, though, variable rewards are more addicting than a known
standard reward. This is why you see so many people in casinos. Not
knowing if you’ll get a reward or how big that reward will be can cre-
ate some pretty bad habits, also known as addictions.
Habits consist of three things: a cue, a routine, and a reward.
262 CHAPTER 45 Developing habits: Brushing your code
You probably have hundreds of habits that you aren’t even consciously
aware of. There is probably a particular routine you perform each
morning when you get up. You probably brush your teeth every eve-
ning, and you likely have all kinds of habits that influence the way you
work and how you work. That’s what I really want to focus on in this
chapter, because developing those habits is going to help you increase
your productivity the most.
Recognizing bad habits and altering them
It’s often easiest to start by taking bad habits and turning them around
to create good habits out of them. If we can identify what our bad hab-
its are, we can gain a double boost in productivity by taking negative
habits and making them positive ones.
I’ve got a bad habit of immediately checking my email and then check-
ing a few internet deal sites and my social networks when I first sit
down to my computer each day. I’d venture to guess that you have
some similar routine that you do each day as well.
Now, I’ll be the first to admit that I’m still in the process of breaking
this habit and changing it around—it’s not exactly easy to do. But it
serves as a good example of a bad habit that I know I could turn
around and change into a good one.
Let’s examine that habit and break it down into three parts. First is the
cue. Sitting down at my desk seems to be the cue. Once I get in front of
my computer first thing in the morning, the habit begins. Next comes
the routine. The routine is checking email, seeing if there are any good
deals on Slickdeals.com, checking Facebook, checking Twitter, and so
on. Finally, there’s the reward. The reward is two-fold. It feels good to
check all the internet sites I like to check—sometimes there are likes on
my posts or shiny new emails just waiting for me. I also feel a bit of
stress relief, because I can distract myself from what I know I need to
get done that day and take a few moments to relax.
I could try to stop this habit completely, but it would be rather hard to
do. I’d be constantly tempted by its alluring call, and half the time that
I’m doing the habit I don’t even realize it; it’s just automatic. But
Recognizing bad habits and altering them 263
instead of trying to completely eliminate it, I can change the routine.
Instead of checking all those internet sites I like to check, I could leave
the cue in place and have the cue direct me toward another action—a
more productive action.
What if instead of checking internet sites the first thing in the morning,
I decided to plan my day and cherry-pick the one task for the day that I
enjoyed the most? I’d be able to get more work done and I’d start off
with the work I enjoyed instead of the work I enjoyed least. Sure, I
wouldn’t be working on the most important thing first each day, but I’d
be working on something productive rather than waste half an hour
doing something completely unproductive.
It might take me awhile to make the switch to turn the bad habit into a
good one, but eventually the good habit would replace the old bad
habit and it would start to become part of my daily routine.
You can apply the same approach to bad habits of your own, but first
you have to identify them. The best way to identify your bad habits is
to try to find things in your life and routine that you feel guilty about.
What are the things that you want to stop doing, but you always put off
for another day?
Try starting small. Pick a single bad habit that you’ve been able to
identify and don’t try to change it right away. Instead, try to identify
exactly what triggers the habit, what exactly it is that you end up
doing, and what the reward is that motivates you to execute on that
impulse. Sometimes, you might even find the reward is a phantom
one—a promise you expect to be fulfilled but that never really is. Many
It’s important to have good habits.
264 CHAPTER 45 Developing habits: Brushing your code
people buy lottery tickets habitually because they think they might
win, even though they never do.
Once you have a good handle on the habit itself, you’ll find that you’ll
become much more conscious of it. You might even be able to break or
change a habit just by examining it closely.
Next, try to figure out if there’s some other routine you can substitute
for the one you’re currently doing for that habit. If possible, try to find
something that you can do that will carry a similar reward or even the
same type of reward.
Finally, the hard part is forcing yourself to stick with this new change
of habit for a long enough time period for it to take over the old one. It
helps to know that the new habit will eventually become easy and auto-
matic as long as you can stick with the change long enough.
Forming new habits
In addition to changing old habits, you’ll want to form new habits
around the things you want to do. In the previous chapter we talked
about the importance of having a routine, but you won’t be very suc-
cessful with a routine unless it’s made up of habits that will keep you
doing it.
You might be successful in forming new habits by just sticking with a
routine long enough. I was able to develop my habit of running and lift-
ing weights three times a week mostly by sticking with the routine for a
couple of months. After a couple of months, I automatically felt com-
pelled to get outside and run or to go to the gym, depending on what
day of the week it was.
One of my favorite examples of forming a new habit comes from a blog
post from John Resig, a developer I hold in high regard. In his blog
post titled “Write Code Every Day,” John talks about how he wasn’t
making any progress in his side projects until he created the habit of
writing some amount of useful code for a minimum of 30 minutes each
day. After implementing his new routine, it became a habit and it
resulted in a huge productivity increase for him. You can read the full
blog post at http://simpleprogrammer.com/ss-write-code.
Forming new habits 265
The idea of forming habits is similar to that of creating a routine. Try to
think of one big goal you want to accomplish and see if you can form
habits that will move you in the direction of it. The more positive habits
you have, the easier it will be to progress toward your goals.
Once you’ve picked out a habit that you’d like to develop, think of a
reward that will help motivate you to start the habit. You might decide
that you want to develop the habit of running all your unit tests before
checking in your code. Perhaps you decide that if you run the unit tests
before checking in your code, you’ll give yourself a nice five-minute
break to check your email. Just watch out to make sure the reward you
give yourself isn’t a bad habit in itself. I wouldn’t recommend eating a
candy bar every time you work out.
Next, figure out the cue for your new habit. What’s going to trigger the
habit? Make this cue something constant that you can rely on. A certain
time of day or day of a week is a great cue that will ensure you don’t put
the action off until another time. If you can piggyback off of another
habit, even better. I had a habit of reading a technical book for 30
minutes every evening to keep my skills sharp. I decided I could create
a new habit of walking for 30 minutes a day by combining the two.
Now when I want to read a book I feel compelled to walk on the tread-
mill as well.
Taking action
❂Track your habits. What are the most influential habits that currently make up
your life? How many of them would you consider good habits and how many
would you consider bad habits?
❂Take one of your bad habits and try to turn it around into a good habit. Before
you do it, visualize what the net result will be in your life one week from now, one
month from now, and one year from now.
266
46
Breaking down things:
How to eat an elephant
When eating an elephant take one bite at a time.
—Creighton Abrams
One of the main reasons for procrastination—which is the bane of produc-
tivity—is problem admiration: being so busy admiring the size of a prob-
lem that you don’t actually try and solve it. When we look at tasks in their
entirety, they can seem much larger and intimidating than they really are.
In this chapter, I’m going to talk about a productivity hack than can help
you overcome procrastination: breaking things down. By breaking down
big tasks into smaller ones, you’ll find that you’re more motivated to get
them done and you’ll make much steadier progress toward achieving
your goals.
Why bigger isn’t always better
The bigger a task, the more intimidating it appears to be. Writing an
entire software application is difficult. Writing a single line of code is
easy. Unfortunately, in the field of software development, we tend to
encounter more large tasks and projects than smaller ones.
These large tasks or projects can psychologically hurt us and our produc-
tivity, because of our inability to see far into the future. A large task can
seem almost impossible when you look at it in its entirety. Think about
incredible feats like building a skyscraper or a bridge that spans for miles.
Why bigger isn’t always better 267
Many skyscrapers and bridges have been built, so we know it’s possi-
ble, but if you look at any of these kinds of projects as a whole, it seems
like no one could possibly accomplish them.
I struggled for a long time to complete a large project like building an
application from scratch. I started many different applications, but
never ended up quite finishing any of them until I started learning to
break things down. It seemed that I’d always be enthusiastic about a
project at first, but pretty soon I’d get bogged down in the details. I’d
get caught up in thinking about how much work there was left to do
and I’d never quite make it to the finish line. The bigger the project
was, the more likely I was to fail.
I’ve found that I’m not alone in this regard. In my various roles in the
software development field, when I’ve given out work to other devel-
opers, I’ve invariably found that the biggest indicator of the success of
a project was the size of the task that I doled out. The bigger the tasks I
asked someone to do, the more likely they were to not do them.
We’ve already talked about one of the reasons why this is true: the psy-
chological burden of a large task. When faced with large problems we
tend to spend more time thinking about the problem than taking steps
to solve the problem. Humans tend to take the path of least resistance.
When faced with a big task, checking your email or getting another
cup of coffee almost always seems like the easier path, so procrastina-
tion ensues.
But procrastination isn’t the only reason why bigger tasks aren’t better.
The bigger a task, the less it tends to be defined. If I ask you to go to
the store and get me eggs, milk, and bread, that task is well defined and
you know exactly what to do. Executing on that task is easy and
chances are you’ll execute correctly on your mission.
On the other hand, if I ask you to create a website for me, that’s a much
bigger, less defined task. You might not know where to start and there
are many unanswered questions. You’re less likely to know exactly
what to do to get that job done. I could write up a description of what
exactly creating a website for me means and what I expect, but that
268 CHAPTER 46 Breaking down things: How to eat an elephant
level of detailed description would take some time to read and under-
stand and there would be a high probability of error.
Big tasks also tend to be very difficult to estimate. If I ask you how
long it will take you to write an algorithm to find the biggest item in a
list, you can probably give me a pretty accurate estimate. But if I ask
you to tell me how long it will take you to implement a shopping cart
feature on a website, your estimate is probably going to be closer to a
wild guess than anything else.
Bigger tasks are mentally challenging, more likely to bring about pro-
crastination, generally less descriptive, error-prone, and more difficult
to estimate than smaller tasks.
Breaking down things
Don’t lose hope. There is a solution. It turns out that most big tasks can
be broken down into smaller tasks. In fact, almost every large task can
be broken down into an almost infinite number of easier smaller tasks.
Breaking down large tasks into smaller ones is one of the techniques I
use all the time to get more work done and to have more accurate esti-
mates of how long the work will take me to do.
In fact, it’s no coincidence how this book is structured. You may have
wondered why there are so many small chapters in this book. When I
set out to write this book, I purposely chose to create many small chap-
ters broken up into several sections instead of a few large chapters. The
reason is two-fold.
First, you as a reader will have an easier time digesting this content. I
know that when I read books with long chapters, I’m more likely to
avoid picking up the book and reading unless I have enough time to get
through a full chapter. The task of reading a book with longer chapters
seems more intimidating, so I’m less likely to do it. Hopefully, you’ve
found that each chapter of 1,000–2,000 words is easier to read and less
intimidating than a much larger, less broken-up text.
Second, it’s easier for me. I know that writing a book is a challenge. I
know that most people who sit down to write a book don’t finish it. I’ve
How to break down things 269
sat down to write books myself and never completed them. Having small
chapters that are each the size of a long blog post makes the task of writ-
ing a book much more manageable. Instead of having one big task of
writing a massive book, I have 80 or so small tasks of writing chapters.
When you break down tasks into smaller pieces, those tasks become
easier to do, your estimates for completing the tasks are much more
accurate, and you’re more likely to perform them correctly. Even if a
smaller task is done incorrectly, you have more opportunity for correc-
tion before you get too far into a large project or undertaking. I’ve
found that it’s almost always a good idea to break down any large task
into smaller ones.
How to break down things
It turns out that breaking things down isn’t all that hard. Most tasks
can be easily decomposed into smaller tasks by taking them one step at
a time. The quote about how to eat an elephant is very true. The only
way you can conceivably eat an elephant is by taking one bite at a time.
The same goes for almost every large task. Even if you don’t con-
sciously break down a large task, you’re still limited by time’s linear
progress. One thing must be done before another thing can be done
and so forth and so on.
If you want to take a large task and make it less intimidating, you need
to start by determining what steps need to be done to complete the
task. If I’m given a large task to work on, the very first thing I try to do
is figure out if I can chop that task into smaller sequential pieces.
I was recently working on a project for a client of mine to get their con-
tinuous integration system and deployment working for their code.
This was a large task. The task seemed quite intimidating and difficult
at first, but instead of trying to tackle it head on, I started by breaking
down the task into smaller tasks.
270 CHAPTER 46 Breaking down things: How to eat an elephant
It made sense to first start by try-
ing to get my client’s code to build
and compile from the command
line, because that would be neces-
sary for creating an automated
build. The next task that made
sense was to have a build server
be able to check out the code.
Then another task could be cre-
ated to combine the two—have
the build server check out the
code and use the command-line
script to compile the code.
I broke down the entire project
into small tasks like these and
suddenly the insurmountable
beast looked like a little mouse.
Each little task seemed trivially
simple, even though the whole
project seemed like a very diffi-
cult problem to solve.
One thing you’ll probably find when you’re trying to break down a
large task into many smaller ones is that you don’t have enough infor-
mation about exactly what you’re supposed to do. Remember how I
said that bigger tasks are usually less defined? A critical step of break-
ing down a large task into smaller ones is identifying what information
is missing that’s preventing you from creating smaller, well-defined
tasks. If you’re having a problem breaking down a large task into
smaller ones, chances are it’s due to lack of information.
This isn’t a bad thing, though. It’s much better to learn early on in a
project that you’re lacking the information to complete it than it is to
find that out when you’re already far into a large undertaking. When
you break down large tasks into smaller ones, make sure each small
task has a clear goal. Trying to identify these goals will often reveal
important information you might have otherwise missed.
Step 3:
Step 2:
BYTECODE
CHECK OUT
BUILD SERVER
BUILD SERVER
c:\>compile from command line_
Step 1:
Breaking down a large task into smaller
tasks makes more sense.
Breaking down problems 271
When I work on Agile teams, I often try to use this technique to get the
right information out of the customer. Customers often have a hard
time stating exactly what they want when they’re asking you to per-
form some large task like adding a shopping cart to their site. But if
you can break down the large task into smaller ones, you can make it
much easier for them to tell you what they want.
Breaking down problems
This same approach to breaking things down can be applied directly to
code and problem solving as well. Many new developers get over-
whelmed with trying to solve what they perceive as a difficult piece of
code to write or a difficult problem to solve, because they try to tackle
too big of a problem at once—they don’t know how to break things
down. (I have to admit, I’m still guilty of this myself from time to time.)
We naturally do some of this to manage the complexity in our code.
That’s why we don’t have one large method with all the code in it. We
break down our code into methods, functions, variables, classes, and
other structures to help simplify it.
No matter how difficult a programming problem may be, it can always
be decomposed into smaller and smaller pieces. If you’re trying to write
a difficult algorithm, instead of plowing ahead and writing code, it can
help to break the problem down into smaller pieces that can be solved
independently and sequentially. No matter how large and complex an
application is, it can always be distilled into lines of code. A single line
of code is never beyond the complexity level of any programmer to
understand or to write, so if you’re willing to break down a problem far
enough, you can literally write any application with only the ability to
write a single line of code.
Taking action
❂What large tasks are you avoiding right now because the size of them intimidates
you? Are you procrastinating on cleaning the garage, writing a blog post, or tack-
ling that difficult algorithm?
❂Pick a large problem you're facing now and see if you can figure out a good way
to decompose it into smaller tasks.
272
47
The value of hard work and
why you keep avoiding it
This chapter is near and dear to my heart. I feel like there was a huge turn-
ing point in my career—and my life—when I finally embraced the idea that
hard work was necessary for success and not something to be avoided.
Everyone is always looking for a shortcut in life—some way to get out of
doing the hard work required to succeed—myself included. We all want
to find some way that we can enjoy the results of hard work without actu-
ally having to do it. I’d like to have this book be magically finished with-
out me having to do the hard work of sitting down to write it.
The reality of the situation, though, is that everything that’s worthwhile
comes as a result of hard work. In life, and especially in your software
development career, you have to learn how to sit down and do the work
you don’t want to do—and do it consistently—if you really want to see
results.
In this chapter, we’ll dispel some of the myths of the charlatans that
promise you great rewards by working smarter instead of harder, and
we’ll tackle some of the motivational challenges behind doing hard work.
Why is hard work so darn…hard?
It’s a mystery to me why some things are so much harder to do than other
things. Why is it that I have no problem playing a videogame for hours at
a time—which arguably may involve quite a bit of mental strain—but I
can’t seem to get myself to sit down and type out the words to a blog
I’ll just work “smarter” 273
post? Does my mind really care what kind of work it’s doing? I know
that to my brain, the machine that runs the show, it’s all work. Does my
brain really care if it’s mashing buttons on a videogame controller or
mashing keys on a keyboard? But to me, one is work and the other is
play. One is hard and the other is fun.
I’ve never met a person who really enjoys doing hard work. There are
plenty of people who will say they enjoy hard work and most of us
enjoy the work once we get into it or once it’s finished, but hardly any-
one ever wants to start doing hard work.
To be honest with you, I don’t think I could give you a good reason
why this is so. I can’t tell you why it’s much more difficult to get your
brain to send the electrical signals to your hands to write the code to fix
that bug you need to fix than it is to get that same brain to send those
same electrical signals to your hands to type a comment in Facebook or
the address of your favorite time-wasting website. But the reality is
that certain work is hard and other work is easy.
It seems to me, though, that the work that we consider hard is the work
that’s most likely to benefit us. It’s the work that’s most likely to
advance our careers or open up new opportunities. All the work that
doesn’t have any benefit always seems so easy.
I’ll just work “smarter”
All the time now, it seems, I hear someone preaching the idea of work-
ing smarter rather than harder. While I agree that we should work as
smartly as possible, I don’t agree that working smarter is a substitute
for hard work. Everyone who promises greater results with less work
is trying to sell you something, or they have forgotten how hard they
had to work to get to where they are.
There is a major fallacy in the idea that smarter work can overcome
harder work. It’s true that to get ahead you have to work smart, but a
hard worker will consistently pass a self-proclaimed smart worker any
day. The truth of the matter is that if we want to actually see results
from our actions, we have to be willing to work hard.
274 CHAPTER 47 The value of hard work and why you keep avoiding it
If you really want to be effective, you have to learn how to work both
smart and hard. Being smart isn’t enough. There is a certain amount of
gumption that’s required, a certain amount of perseverance in the face
of obstacles that’s necessary to actually succeed.
Hard work is boring
If I had to speculate as to why we avoid hard work, I’d say it’s because
hard work is generally boring. When I first started writing my blog I
was excited about it. I was enthusiastic about this new opportunity to
express myself. But over time, it became drudgery. If I didn’t learn to
stick with it, even through the drudgery, I’d never have seen the bene-
fits of my actions.
The things that we perceive as difficult are actually the things we don’t
want to do because they aren’t exciting or they aren’t glamorous. It’s
very tempting to fly through life going from one passion to the next,
only doing the things that interest you. As soon as something stops
interesting you, you fly on to the next thing.
But there’s a problem with this kind of thinking. The problem is that
your peers who are willing to stick with a single thing over time will
eventually surpass you. At first you may appear to be ahead of them. At
first your passion for what you’re doing will give you a temporary
boost, but the person who is willing to put in the long, hard hours and
do the boring work necessary to get a job done will eventually pull
ahead…far ahead.
The race is to the driven, not to the swift.
—John Jakes, North and South
The reality
The reality of your situation, of all our situations, is that nothing comes
easy. If you truly want to succeed, if you truly want to be successful,
you’re going to have to pull some all-nighters. You might have to spend
a few years of your career doing 60- or 70-hour weeks. You might have
to forgo watching TV or hanging out with friends for a few years to
Working hard: How to do it 275
pull ahead. You can’t cheat the system. You get out exactly what you
put in. In one season you plant, in another season you reap. You never
reap what you didn’t plant.
But it doesn’t mean that you’ll never be able to take it easy. Success
begets success. The more successful you are, the easier success will
come. It’s just that the first hill you have to climb is a long and steep one.
Few people ever make it to the top. Few people ever actually see real
success. Most people go through their careers being mediocre. They
aren’t willing to put in the time and the sacrifice necessary to truly suc-
ceed. You could follow all of the advice in this book, but if you weren’t
willing to work hard, it would do you no good. No good at all. You
have to be willing to work. You have to be willing to put the things you
learn into practice to make them effective.
Working hard: How to do it
Okay, so at this point you might be wondering how it is that you can
motivate yourself to actually sit down and do the work you know you
need to do. I wish I had a magical answer that could suddenly make
you the most productive person alive, able to take on any task without
procrastination or protest, but unfortunately I don’t possess a miracle
to that degree.
What I can tell you, though, is that we all struggle with the same prob-
lems. We all have a tendency to procrastinate and to avoid the work
that’s truly important to us. Stephen Pressfield, the author of one of my
favorite books, The War of Art, calls this mysterious force that throws
these roadblocks in our way resistance. He claims that whenever we try
to elevate ourselves to a higher plane of existence, resistance rears its
ugly head and tries to keep us where we are.
We have to learn how to beat this resistance if we’re ever going to suc-
ceed at whatever endeavor we’re pursuing. But how do we beat this
foe? How do we hold resistance’s face to the mat and make him tap
out? We simply sit at our desks and do what we’re supposed to do. We
all have to learn how to push through and just do the work. There’s no
easy answer.
276 CHAPTER 47 The value of hard work and why you keep avoiding it
I know that isn’t what you wanted to hear. It isn’t what I wanted to
hear, either. But at least you know you aren’t alone. At least you know
it’s just as difficult for me to sit down and write this book as it is for you
to sit down and read it. At least you know when you’re avoiding your
work browsing Facebook instead, there are 100 million other people
doing the same exact thing.
The question, though, is this: Are you going to be beaten? Are you sim-
ply going to decide that you’re unable to focus and concentrate on your
work, or are you going to push past those barriers and take resistance
head on? It’s a choice that only you can make. You just have to decide
that you’re going to do the work that needs to be done. You have to
realize that the work must eventually be done, so it might as well get
done now instead of later. You have to realize that the only way you’re
going to accomplish your goals, the only way you’re going to reach
your full potential is if you’re willing to grit your teeth, bite the bullet,
and get to work.
Taking action
❂What kind of hard work are you putting off? What kinds of tasks do you procrasti-
nate because you don’t ever feel like doing them? Pick one of those tasks and,
without hesitation, do it. Get in the habit of not delaying, but immediately execut-
ing on work that needs to be done.
277
48
Any action is better than no
action
Any action is often better than no action, especially if you
have been stuck in an unhappy situation for a long time. If
it is a mistake, at least you learn something, in which case
it’s no longer a mistake. If you remain stuck, you learn
nothing.
—Eckhart Tolle, The Power of Now
I thought I’d end this section by talking about one of the worst killers of
productivity: inaction. In your software development career, nothing is
more deadly to your productivity than failing to take action. It’s impor-
tant to make wise decisions and to think things through, but often you
don’t have all the information you’d like to have and you have to just go
ahead and make a choice—take action.
In this chapter, we’ll talk about why taking any kind of action is almost
always a better choice than taking no action at all, why so many people
default to inaction, and what you can do about it.
Why we refuse to take action
So many opportunities are wasted and so many possibilities are squan-
dered by the refusal to take action. It seems somewhat obvious. I mean,
without taking action, how can you expect anything to happen? I think
most people understand this statement to be true—it’s pretty obvious. But
why then do so many people choose not to take action?
278 CHAPTER 48 Any action is better than no action
I know for me—and I’d venture to guess for you, too—the reason is
pretty simple: fear. Fear of being wrong. Fear of messing something
up. Fear of not measuring up or failing. Fear of change, of doing some-
thing different.
Fear is probably the biggest reason that we refuse to take action when
we know we should. But it’s important that we don’t let our fears trap
us in. It’s important we learn to overcome our fears and realize the
truth that even though an action we take might not be the best one, it’s
almost always better than taking no action at all—the default choice.
Very few people regret actions they took based on the best knowledge
they had available to them, but very many people regret not taking
action—the opportunities they missed because they were too shy, cau-
tious, or indecisive to go forward and do something.
What happens when you don’t take action
I know a couple who are constantly plagued by their inability to take
action. The husband is a very logical person and the wife is more feeling-
oriented. A pretty common situation. But the problem they have is when
it’s time to make a big decision and to take action on that decision.
One time that couple decided it was time to upgrade the guest bath-
room. They got a new tub installed, but then had the problem of decid-
ing whether they should put in a shower curtain or a glass enclosure
for the tub. One wanted a curtain, the other an enclosure. The debate
raged on for years. Neither side wanted to give in or take any kind of
action. Arguments were laid out, possibilities were discussed, but no
decision was made. No action was taken.
This went on for years. My wife and I stayed at their house at least
seven times over the last 10 years, and every time we stayed with them
we had to use the master bathroom instead of the guest bathroom
because there was no shower curtain or enclosure for the tub.
They went for years without being able to utilize a shower they had,
inconveniencing their guests and themselves, because a decision
couldn’t be made; action couldn’t be taken. This same couple is now in
What is the worst that could happen? 279
another epic battle over replacing the lawn, which threatens to last for
the next decade.
Now, this couple could have decided to take some kind of action, even
if it wasn’t optimal and it would have almost certainly been a better
outcome than not having a functioning shower for 10 years, but they
didn’t. Instead, they chose the default choice that most of us choose
when we can’t make up our minds—no action at all.
You might not have a shower without a shower curtain for 10 years, but
how many choices in your life have you dragged out over time that could
be solved today, in five minutes, if you would just take action? How
many choices are you stuck on because you haven’t found the optimal
solution or you’re afraid of making the wrong decision, so instead you’re
ensuring defeat by choosing to do nothing at all? How many hours,
years, decades of your life are you wasting by not taking action?
Perhaps you want to learn how to play guitar. Maybe you aren’t happy
with your job and you want to find a new one. Perhaps your financial
situation needs a major overhaul. Whatever it is you’re avoiding, what-
ever it is that’s plaguing you, but you refuse to take action on, now is
the time to act. Now is the time to make a decision.
What is the worst that could happen?
What is the worst that could happen? You should always ask yourself
this question if you’re stuck on making a decision. Most of the time, the
answer to this question is that you find out you were wrong and take
another course of action instead.
Many times you’ll need to be wrong quite a few times before you’ll find
the correct course of action to take. The longer you delay any action,
the longer it will take you to go down all the wrong paths and finally
end up on the correct one.
Most of the decisions we tend to get hung up on tend to be trivial.
We’re often trying to find the 95% solution that will take us 300% more
effort rather than settling for the 90% solution that’s more than good
enough. We do this with life, we do this with code, and we even do this
280 CHAPTER 48 Any action is better than no action
when we’re trying to decide on a new television set. (Although for the
third choice, you’re arguably better off if you never do decide on a tele-
vision set to buy; see chapter 43 on how you’re wasting your time.)
Yet, some of these trivial decisions can have a big impact on our life if
we choose to do nothing rather than risk a suboptimal solution or an out-
right failure. Consider what happens when you can’t decide between
two comparable algorithms for solving a problem in some code that
needs to be completed to deliver a feature to an important client.
Perhaps both choices would produce an acceptable outcome, but one
of those choices might be marginally better. What happens when you
delay taking action so that you can gather more information and end
up missing a deadline that results in you losing that important client?
In that case, it would have been much better to choose one of the algo-
rithms, even if it wasn’t the best one. By taking action, you might have
even found out that one of the algorithms didn’t work and had time to
still implement the other. The choice to not make a choice—to delay
action—resulted in the worst possible outcome.
Even some seemingly important choices—life-altering ones—are better
off left to a random roll of the die than indecision and inaction. Many
college students think that choosing a major or a career is a really
important decision. While that decision may be important, it isn’t
nearly as important as choosing something, but how many college stu-
dents graduate with unusable degrees or generalized majors because
they couldn’t make and commit to a real decision? Being paralyzed by
indecision prevented them from taking action.
It’s easier to steer a moving car
Often not taking action is like sitting in a parked car and turning the
steering wheel. Have you ever tried to turn the steering wheel of a
parked car? It’s not easy to do. It’s much easier to turn the steering
wheel on a car when the car is in motion.
Yet, so many of us are sitting in the garages of our lives behind the
wheel of a parked car, furiously cranking the steering wheel to the left
What can you do now? 281
and right trying to decide which direction we should go before we’ve
even pulled out of the driveway.
It’s better to just get in your car and start driving, so you’re at least
going in some direction. You can always turn the steering wheel and
course-correct once the car is in motion—and it’s much easier to do. As
long as you’re sitting parked in the garage, you might not turn the
wrong direction, but you won’t turn the right direction, either.
Once a car is moving, it has momentum. That momentum can carry
you forward in the wrong direction, but it can be just as easily diverted
with a turn of the steering wheel to the correct direction once you fig-
ure it out. And you might even start out in the correct direction to
begin with.
Sometimes, when you’re completely unsure about what to do, the best
course of action is to do something and course-correct along the way.
Sometimes, this will be the only way to proceed. You can’t know where
the left-hand turn that you need to make is if you never see it, because
you never moved forward. You can’t anticipate all the future actions
you’ll need to take and what might possibly go wrong until you start
doing something.
Often, the only way to find out a direction is wrong is to go that direc-
tion. When the cost of being wrong is small, always opt to do some-
thing rather than nothing.
What can you do now?
Okay, so how can you apply this to your life right now? How can you
start taking action today? Go through the simple checklist in table 48.1
and see if it can help spur you into action.
Table 48.1 Checklist for taking action
Checklist for taking action Answers
What specifically is holding me back from taking action?
If there is a choice I need to make, what is that choice? What
options do I have to choose from?
282 CHAPTER 48 Any action is better than no action
What’s the worst that can result from making a wrong choice?
If I choose wrong, can I go back and try another choice? Will the
cost of doing so be high?
Is there a big difference between the choices? Can I get away
with a suboptimal solution that I can take action on right away?
Does the problem I’m facing lend itself to self-discoverability? If
I start taking some action, will I be able to course-correct until I
eventually find the right action to take?
What will happen if I don’t take any action? What will the cost
be in time, missed opportunity, or money?
Taking action
❂Pick something that you know you should be taking action on and fill out table
48.1.
❂Identify a past missed opportunity from not taking action; for example, buying
and selling a stock, investing in a company, or starting a business.
❂What would have been the worst outcome if things didn't go as you had hoped?
❂What would have been the best?
❂If an action goal is too complex to decide on today, what smaller decision can
you make to still move forward? For example, if you’re trying to decide whether to
learn to play guitar or piano, could you make a decision to temporarily start
learning one while you decide which one to take on for the long term?
Table 48.1 Checklist for taking action
Checklist for taking action Answers
Section 5
Financial
Money is only a tool. It will take you wherever you
wish, but it will not replace you as the driver.
—Ayn Rand
oftware development is one of the most well-paid occupations available
today, and in the future it’s only likely to increase in value as more and
more of the world is run on computers and software. But all the money
in the world will do you little good if you don’t know how to handle it.
Plenty of lottery winners, movie stars, and famous athletes have made
and lost millions because they lacked the financial intelligence to deal
with their fortunes.
You can be a millionaire or live your entire life paycheck to pay-
check—the choice is up to you and in great part is based on your
knowledge of how to manage your finances and how the financial sys-
tems of the world work. Just a little bit of knowledge about how
money works and how you can make the best use of it can go a long
way toward securing your financial future.
In this section, we’ll go over some of the most important financial con-
cepts that are likely to benefit you as a software developer. We’ll go
over topics like how the stock market actually works, how to get
started in real estate investing, retirement plans, and more, and at the
end of this section, I’ll share with you my story and how I used the
principles and knowledge in this section to retire at the age of 33.
Now, I know what you may be thinking. You may be thinking “That’s
great, John, but I’m not really interested in reading about finances. I’m
a software developer. I want to improve my career.” But before you
skip this section, think about it this way: how you manage your
finances and the investments you make or don’t make will have a major
impact on your life, probably more so than any other thing, besides
your health—which we’ll also cover in this book.
In fact, many of the key decisions you make about your career will be
in a very large part based on finances. The opportunities you have as a
software developer will be equally influenced as well. A little know-
ledge here can go a long way. Even though you might be a bit skepti-
cal, I’d encourage you to seriously consider how changing your
financial situation could significantly alter your life and the decisions
you make in your career.
After getting some feedback from the initial version of the book, I’ve
decided to move some of the more basic and generalized chapters into
the appendix at the end of this book. If you find that some of the things
I’m talking about in this section are a bit over your head, you might
want to visit the appendixes first and check out the basic financial
information there.
285
49
What are you going to do with
your paycheck?
Over the course of your career, if you work for 30 years and get paid
every two weeks, you’ll get exactly 780 paychecks. If you work for 40
years, you’ll get 1,040. What you do with those paychecks over that time
will determine how long you work, how much money you’ll have when
you retire, and whether or not you can even retire.
It’s important to have an understanding of where your money is going
each month and how that money is either working for you or against you
for the future. In this chapter, we’ll explore some crucial financial con-
cepts related to your income that will help you better manage your money
and think about it in slightly different terms than you might be used to.
Stop thinking short term
I’ve stopped a lot of coworkers from buying new cars by talking to them
about one simple scenario that changes almost everyone’s mind—or at
least makes them seriously reconsider their choice.
Whenever anyone tells me they’re going to buy a new car, I ask them how
much they think it will cost. Usually the number is between $20,000 and
$30,000, which is quite a bit of money. Most people I know don’t have
that kind of money lying around. In fact, most people I know would have
to save for several years to come up with that kind of money. It seems
that so many people will gladly trade it for a car, but would they really?
286 CHAPTER 49 What are you going to do with your paycheck?
After they tell me how much the car costs, I usually follow up by ask-
ing how they’re going to pay for the car. Almost always I get the
response that they’ll get a loan, and they tell me how low the payments
will be because they’re stretched over so many years. Usually this
seems to make sense, until I ask the next, all-important question: “If
you had a suitcase with $25,000 in cash in it, right now, would you take
the suitcase full of cash and trade it for that same new car?”
Some people still insist they would, but most people realize that they
wouldn’t—that they’d rather have $25,000 cash than a new car. But
when they can buy a $25,000 car for $30,000 stretched over four to six
years with only $300-a-month payments, it seems like a much better deal.
I usually then talk about how much more enjoyment you could get out
of buying a $5,000 car that will get you from point a to point b just as
well, but will leave you with $20,000 to spend however you like over the
next few years. I’m not saying I’ve never bought a new car in my life,
but it’s hard to justify it when you think about the situation like this.
The problem is most of us think about money matters in the short term
rather than the long term. We think about what things will cost us this
month versus what they will cost us overall.
When I first started my career, that was exactly how I thought about
things. I remember thinking about how much money I made each
month. I’d take that number and from it decide how I could live. The
more money I earned each month, the more money I could afford to
pay for rent. Then I could subtract out some food and basic living
expenses, and whatever I had left over I could use toward a car pay-
ment. The more I had left over, the better the car I could afford.
I remember getting a raise at my job and immediately thinking about it
in terms of how much more I could afford to spend each month. I
remember thinking that my $500-a-month raise meant that I could
afford about a $300-more-a-month car payment, after taxes.
That kind of thinking is very dangerous, because it keeps us living
exactly at or above our means. It’s a short-term way of thinking about
Assets and liabilities 287
finances that never lets us get ahead, because the more we make, the
more we spend.
I have a friend who owns a payday loan business that loans people short-
term loans to cover them until the next paycheck. He charges ridiculous
interest rates for these loans, because people getting a loan from him are
in a desperate situation—or at least, they’re supposed to be.
One time I asked him about the kinds of people that get payday loans. I
mentioned that it must mostly be poor people who can’t make enough to
live so they’re always deferring to the future. His response surprised me.
He said that most of his clients were at or below the poverty line, but
that a good percentage of them were doctors, lawyers, and other highly
paid professionals making well over $100,000 a year or more in income.
It turns out that making a lot of money doesn’t make someone finan-
cially smart. The doctors and lawyers who were getting payday loans
from my friend were trapped in the short-term thinking and same kind
of mentality I had early in my career. They were literally living pay-
check to paycheck, because they always made sure to spend whatever
they brought in each month. The more money they made, the more
money they spent. They would buy bigger houses and faster cars, all on
credit, because that’s what they thought they were supposed to do.
Assets and liabilities
There’s another way of thinking, though, that doesn’t require you to
spend more money just because you make more money. You can think
in the long term and think about what the actual cost of things are, not
what they end up costing you each month in relation to your income.
This kind of thinking is based around the idea of assets and liabilities.
There are many definitions of assets and liabilities floating around out
there, but here are mine. An asset is something that has a higher utility
value than what its maintenance cost is. That means that for something
to qualify as an asset, it has to be able to provide more dollars of value
than it costs to own.
288 CHAPTER 49 What are you going to do with your paycheck?
A liability, on the other hand, is just the opposite. It’s something that
costs more than the value it provides. To keep the liability around, you
have to shell out money, but you could never get as much money as
you’re shelling out.
Now, I realize these definitions don’t exactly match the definitions an
accountant would give for an asset or liability, but these definitions can
help you to think about everything you own or buy as either an asset or
a liability—something that either has a positive financial impact on
your life or a negative one.
Let’s look at a few examples of assets versus liabilities, according to my
definition. Let’s start with some clear examples of both, and then we’ll
get into some things that could fall into either category.
A clear example of an asset would be some stock you owned that paid
you a dividend every quarter. That stock doesn’t cost you anything to
hold on to, but it gives you income every three months, just for owning
it. The value of the stock itself may fall or rise, but if we look at it just in
terms of the money it generates, it’s an asset—by my definition.
An example of a liability would be your credit card debt. Having credit
card debt doesn’t give you any benefit. It just costs you money, because
every month that credit card debt has interest that has to be paid on it.
If you could get rid of it, you’d be in a better situation financially, no
argument about it.
But things get a little trickier when you consider something like your
house. Is your house an asset or a liability? One of my favorite authors
about money management, Robert Kiyosaki, author of Rich Dad, Poor
Dad (Demco Media, 2000), says that your house is actually a liability
and not an asset, and in most cases I agree with him.
We all need a place to live. Regardless of whether or not we own a
house or rent, we have to pay for some kind of shelter. Even if you
owned your house outright you’d still be “paying for shelter” because
you’d be using up a resource you could potentially rent out. When you
own a house, you’re essentially renting it from yourself.
Assets and liabilities 289
If the cost of your house is more than the basic cost of shelter that you
need, it’s a liability to you. For most people, their house is a big liabil-
ity, because they don’t get the extra utility value out of their home that
gives them more value than paying rent.
The same goes with your car. You probably need some kind of
transportation, but if you are making payments on a car that doesn’t
provide you any extra real value than a much cheaper car would, it
becomes a liability.
Table 49.1 outlines some main assets and liabilities to consider.
Robert Kiyosaki is even stricter on these terms than I am. He calls any-
thing that puts money in your pocket an asset and anything that takes
money out of your pocket a liability. You certainly can’t go wrong tak-
ing that viewpoint.
The key is to realize that certain things you buy generate income for
you or generate more value for you than your initial investment, while
other things you buy take away from your income or aren’t really
worth what you paid for them.
When you have this viewpoint, you’re more likely to think in the long
term rather than the short term. The money you make each paycheck is
money you have to work for. The money your assets generate for you
each month is money that you didn’t have to work for. If you can use
Table 49.1 Assets versus liabilities
Assets Liabilities
Dividend stocks Credit card debt
Rental real estate House (if it’s more than you need)
Bonds Car (if it’s more than you need)
Musical royalty rights Monthly services
Software royalty rights Equipment that loses value over time
Businesses
290 CHAPTER 49 What are you going to do with your paycheck?
more of the money you have to work for to buy assets that generate
money you don’t have to work for, you’ll eventually make more money
while doing the same amount of work or less. If you spend money you
work for to buy liabilities that cost you money each month, you’ll go
the opposite direction and be forced to work harder to make more
money to continue to pay for the upkeep costs on those liabilities.
Take a moment and list your assets and liabilities. It doesn’t have to be
perfect, but try and identify your biggest assets and you biggest liabilities.
Don’t worry if you don’t have anything in assets—most people don’t.
Back to your paycheck
What does all of this have to do with your paycheck? Let me tell you a
story that might make things a little more clear.
Back when I was 19 years old, I got a ridiculous opportunity that I def-
initely didn’t deserve. I was offered a contracting position in Santa
Monica, CA, working for a company that would pay me $75 an hour.
(This was back in the early 2000s, when that was even more money
than today.) This job would basically pay me at least $150,000 a year,
assuming two weeks of vacation.
This was an incredible amount of money to make at my age, and I
thought I was surely rich. While the opportunity was a golden one, it
didn’t take me long to realize that not only was I not rich, but I wasn’t
going to get rich anytime soon unless I made a lot more money.
I was living pretty frugally, so I ran the numbers to see how long it
would take for me to reach millionaire status. If I made $150,000 a year,
I’d have to pay about 30% of that in taxes, so that leaves $105,000. Then
I’d need to live, and I could probably live frugally off of about $35,000
a year. So, that would leave me with $70,000 to save each year.
Then I calculated that if I was able to save $70,000 each year, it would
take me just over 14 years to finally become a millionaire. Of course, 14
years later, 1 million dollars wouldn’t be quite as valuable due to infla-
tion. In fact, if you go to http://simpleprogrammer.com/ss-measuring-
worth, you can punch in the numbers to see that 1 million dollars in the
Back to your paycheck 291
year 2000 would be worth $1.3–1.6 million today. I’d actually need to
make more than that, but we’ll assume that my salary would rise with
inflation.
That was a bad day for me. I realized that I’d have to work hard at my
job—the one I was lucky to get—for 14 more years, and during that
time I’d have to live extremely frugally, saving as much money as possi-
ble to finally become a millionaire. And then what? Being a millionaire
was nowhere close to rich. And it wasn’t exactly enough to retire on.
I’d need to have at least 2 or 3 million to retire comfortably.
It was at that point that I realized that if I wanted to actually be rich some-
day, not only would I have to not waste my paycheck on liabilities that
would bring me down, but I’d also have to invest a significant portion of
that paycheck in assets that would eventually earn me more money.
If you want to be financially successful, you have to learn how to
invest. There’s no other option. Even if you work your entire life and
sock away as much money as possible, you’ll never become rich or even
financially independent unless you find a way to make your money
work for you.
Taking action
❂Follow the cash that goes through your hands every month. See how much
money you start with and where that money goes. Does most of your money go
toward liabilities instead of investing in assets?
❂Calculate how much money you’d have to save each year to reach 1 million dol-
lars in the bank or whatever number you’d consider to be financially indepen-
dent. Can you possibly save that much money in your lifetime without investing?
❂Start asking yourself “How much can I save?” rather than “How much can I
afford?”
292
50
How to negotiate your salary
I’m often surprised how many software developers neglect to do any sal-
ary negotiations at all or make a single attempt at negotiating their salary
and then give up and take whatever is offered.
Negotiating your salary is important, not just because the dollars will add
up over time and you could end up leaving a lot of money on the table,
but also because how you value yourself and how you handle yourself in a
salary negotiation will greatly influence how you’re perceived at the com-
pany you’re working for.
Once you’re part of a company, it’s difficult to shake the first impression
that has been pinned on you. If you handle salary negotiations in a tactful
way that indicates your value while still respecting your prospective
employer, you’ll likely paint yourself in a more positive light, which can
have huge implications on your future career with that company.
Negotiations begin before you even apply for the job
Your ability to negotiate your salary will be greatly influenced by your
reputation. Think about a famous athlete or movie star—how much nego-
tiation power does having a well-recognized name have for either of these
professions? The same is true for software development or any other
field. The more recognized your name, the more power you’ll have when
it comes to negotiations.
So what can you do to build up a name in the software development
field? For some people it will happen by chance, but for most software
developers it will require some careful planning and tactics. I highly
How you get the job is extremely important 293
recommend building a personal brand and actively marketing yourself
as a software developer.
The basic strategy to do this is to get your name out there through as
many different mediums as possible. Write blog posts, get on podcasts,
write books or articles, speak at conferences and user groups, create
video tutorials, contribute to open source projects, and do whatever
else you can to get your name out there.
Because marketing yourself isn’t the topic of this chapter, I won’t go into
details here, but if you’re interested in learning more about marketing
yourself as a software developer, you can check out my blog post on the
topic at http://simpleprogrammer.com/ss-3-easy-ways, or if you want a
real in-depth treatment of the topic, you can check out my “How to Mar-
ket Yourself as a Software Developer” course at http://devcareerboost
.com/m.
Just remember that the better job you do of marketing yourself and
building a reputation, the easier it will be for you to negotiate. This
might even be the most important factor. I’ve worked with software
developers who have been able to literally double their salaries based on
nothing but building up a bit of a personal brand and online reputation.
How you get the job is extremely important
The second biggest factor that will influence your ability to negotiate
your salary will be how you get the job. There are many different ways
to get a job and not all of them are equal. Let’s examine a few different
ways you might get a job.
First, you might get a job by seeing a job posting and cold-applying to
that job posting with your resume and hopefully a good cover letter. In
fact, many job seekers think this is the only way to get a job. This is, in
fact, the worst way to get a job. If you get a job in this manner, it’s diffi-
cult to have a good negotiating position, because you’re in a much
weaker position than the employer. You’re the one taking all the initia-
tive and asking for the job.
294 CHAPTER 50 How to negotiate your salary
The person with the greatest need always has the disadvantage when
negotiating anything. Ever played Monopoly? Ever tried to negotiate
with someone who didn’t really need anything from you, but you
needed one of their properties to complete your monopoly? How did
that go?
Another way to get a job is through personal referral. You know some-
one who works at a company, they personally refer you for the job, and
you end up getting offered the job. This is definitely a much better situ-
ation than just applying for a job. In fact, you should always try to get a
personal referral when you’re actively seeking a job. In this situation,
the prospective employer might not even know that you’re actively
looking for a job—so your need is going to register as less. And because
you got a personal referral, you already have some credibility. You’re
essentially borrowing the credibility of the person who referred you for
the job. I’m sure you can figure out that the higher the credibility of the
person who referred you for the job, the higher credibility you’ll have.
This credibility will greatly influence your ability to negotiate when
given an offer.
Okay, so how else can you get a job? How about the best way possi-
ble? When the company that offers you a job finds you and comes after
you by either directly offering you the job or asking you to apply for it.
How the situation presents itself will influence your negotiating power.
Obviously, your best situation would be if a company knows of you
and directly offers you a position without even an interview. In that
case, you’ll be able to just about name your own price. But any time an
employer directly seeks you out, you’ll have a good position to negoti-
ate from.
You might be thinking “Yeah right, an employer isn’t going to directly
seek me out, much less offer me a job without an interview.” I’ll admit,
it’s somewhat rare, but it does happen. The best way to make these
kinds of opportunities happen is to build up a name for yourself and
market yourself like I mentioned in section 2 of this book.
First person to name a number loses 295
First person to name a number loses
Okay, so now that we’ve covered the preliminaries—which are actually
the most important parts of negotiating your salary—let’s get into the
actual details of negotiations.
One important thing to understand is that the first person to name a num-
ber is at a distinct disadvantage. In any kind of negotiation, you always
want to act second. Here’s why: Suppose you apply for a job and you
expect that the salary for that job is $70,000. You’re offered the job and
the first question you’re asked is what your salary requirements are. You
state that you’re looking for something around $70,000. Perhaps you’re
even clever and say somewhere in the range of $70,000–$80,000. The HR
manager immediately offers you a salary of $75,000. You shake hands,
accept the deal, and are pretty happy—only there’s one big problem. The
HR manager budgeted a range from $80,000 to $100,000 for the job.
Because you named a number first, you ended up costing yourself poten-
tially as much as $25,000 a year—whoops.
You might think this is an extreme example, but it isn’t. You have no
way of knowing what someone else is expecting to offer until they tell
you. Revealing your number first puts you at a distinct disadvantage.
You can’t go up from the number you state, but you can certainly be
talked down. When you name a number first, you have no upside, but a
big downside potential.
Oh, but you’re more clever than that, you say. I’ll just name a really
high number. This can blow up in your face as well. If you name too
high of a number, you might not even get countered, or you may get
countered very low in response. It’s almost always to your advantage to
have the employer name a number first.
The only exception to this is when an employer is purposely going to
low-ball you. This situation is pretty rare, but if you have a good reason
to suspect this will happen, you may want to name a number first to set
an anchor point. Why? Because if you get a low-ball number, it may be
difficult to get an employer to come up very far from that number. Of
296 CHAPTER 50 How to negotiate your salary
course, in that situation, you probably aren’t going to have much suc-
cess no matter what you do.
What about when you’re asked to name a number first?
Don’t do it. Just say “no.”
Yes, I know this is tough advice to follow, but let me give you some spe-
cific situations and some ways to deal with them.
First, you may be asked about your salary requirements before an
interview or as a field on a job application. If you have a field on a job
application, leave it blank if possible or simply put “negotiable depend-
ing on overall compensation package.” If you have to name a specific
number, put $0 and then explain why later.
If you’re asked directly in a prescreening interview about what salary
you require or are expecting, try to answer the same thing. Say it
depends on the overall compensation including benefits. You may get a
response stating what the benefit would be or that they just need a gen-
eral number. In this case, you should try, as tactfully as possible, to turn
the question around and ask a series of questions like the following:
❂“I’d rather learn more about your company and understand more
about the job I’d be doing before naming an exact number or esti-
mate, but it sounds like you’re trying to figure out if we’re in the
right range so we don’t both waste our time—is that correct?”
Most likely you’ll get a yes. Then follow up with something like this:
❂“You must have a range that you’ve budgeted for this particular
position, right?”
Again, you should get a yes. If you’re brave, just pause here and don’t
say anything else. You may then get them to answer with the range, but
if you aren’t brave or they aren’t volunteering any information, you can
follow up with this:
❂“Well, if you tell me what the range is, even though I don’t know
enough to state exactly what my salary requirements are, I can tell
you whether or not the range matches up to what I’m looking for.”
What if you’re asked about your current salary? 297
Now, obviously, this isn’t easy to do, but if an employer is going to ask
you to name a number, there’s no reason why they shouldn’t expect to
name one as well—or even first. Try as hard as you can to get them to
name one first.
If they absolutely refuse, you still have some options. If you have to
name a number, name a large range and make it conditional on the
overall compensation package, but make sure the lower end of the
range is slightly above the absolute lowest you’re willing to go.
For example, you might say, “I can’t really name an exact figure because
it’s completely dependent on what the overall compensation package is,
but I’d generally be looking for something between $70,000 and
$100,000—again, depending on the overall compensation package.”
What if you’re asked about your current salary?
This is a tough one; technically it’s none of their business, but you can’t
exactly say that. Instead, what you want to do is to turn the question
around. There are a variety of different ways to do this, but here’s one
suggestion:
❂“I’d prefer not to say what my current salary is because if it’s higher
than what you expect to pay for this job, I wouldn’t want that to
eliminate me from being considered for this job—because I might be
willing to accept less for the right position—and, if it’s lower than
what this job would pay, I wouldn’t want to sell myself short either—
I’m sure you can understand.”
This is a pretty honest answer, which will most likely avoid the ques-
tion without causing offense. You can also state that you’d prefer not to
answer that question or that you’re under a confidential agreement
with your employer to not talk about exact salary numbers.
If you absolutely have to name a number, try to make the number as
variable as possible by talking about bonuses or benefits that affect
the overall compensation, or state it as the overall compensation pack-
age is valued at
x
dollars and add up what any benefits you’re getting
are worth.
298 CHAPTER 50 How to negotiate your salary
When you have an offer
If you can avoid the salary question, you’ll eventually get an offer and it
will have a number on it. You can’t really get an offer without a number,
because it wouldn’t be an offer. But negotiations don’t end when you get
an offer, unless of course you named a number and they gave it to you—
whoops. (By the way, if you’re in this situation, don’t try and pull any
stunts. If they give you what you asked, you pretty much have to either
take it or leave it. If you name a higher number than you first asked, not
only will it be bad taste, but you’ll likely get the entire offer pulled.)
Once you have an offer in hand, you’ll almost always want to counter.
What you counter with is up to you, but I’d highly recommend coun-
tering as high as your stomach will allow. You might think that by com-
ing closer to their number, you’ll be more likely to get a favorable
response, but in general that approach will backfire. Pick a high num-
ber and counter back.
You might be worried that doing this will cause you to lose the offer
completely. As long as you do it in a tactful way, it’s unlikely that the
offer will be completely taken off of the table. Usually, the worst-case
scenario is they stay firm on their offer and tell you that you’ll have to
take it or leave it. If the offer does get pulled, you can always respond
by saying that you made a mistake and after weighing everything you
realized that their original offer was more than fair. (Not fun, but if you
really need the job, you can always go down that road.)
The fact of the matter is that once you’re offered a job, you aren’t likely
to get that offer pulled. Remember, an employer that has invested that
much time in interviewing you and making an offer isn’t going to want
to start over again, so you can afford to be a little brave.
In most cases, when you counter with your high counter, you’ll get
back another response with a slightly higher offer. You can accept this
offer, but in most cases, I’d recommend countering just one more time.
Be careful here, because you can tick people off. But one tactful way to
do it is to say something like this:
Some final advice 299
❂“I’d really like to work for your company. The job sounds great and
I’m excited to work with your team, but I’m still a bit unsure on
whether the numbers will work out. If you can do
x
dollars, I can be
sure and commit to it today.”
If you do this right and don’t ask for something too much higher, you
can usually get a yes. Most employers would rather pay you a little bit
more rather than lose you. Worst case, usually, is that they will tell you
they can’t go any higher.
I don’t recommend negotiating beyond this point. If you’re really brave
you can try, but past a second counteroffer, you risk losing goodwill
and souring the deal. You want to appear shrewd, but not greedy. No
one likes to feel like they got worked or taken advantage of.
Some final advice
Know your numbers well. Research as much as possible what the sal-
ary ranges are at the company you’re applying for and what the salary
ranges are for comparable positions. There are some sites online you
can use to get salary ranges, although they aren’t always reliable. The
better the case you can make for what your salary should be, the easier
your negotiations will be. You’re in a much better position if you can
name exact number ranges and statistics that show why the salary
you’re asking for is justified.
A reason for the salary you’re requesting is never because you “need”
that much money. No one cares what you need. Instead, talk about
why you’re worth a certain amount or what benefit you can bring to
the table. Talk about what you’ve done for past employers and why
investing in you at the salary you’re requesting is a good investment.
Get as many offers as possible at any one time, but be careful about
playing them against each other. You’re at a distinct advantage in any
negotiation if you can afford to walk away from the deal. To be in this
position, you may need to get multiple offers lined up, so you may want
to apply for several jobs at once. Just be careful in playing different
offers against each other. You can do it in a tactful way by talking
300 CHAPTER 50 How to negotiate your salary
about how you have a couple of offers you’re currently considering and
want to make the best decision, but be careful not to sound arrogant.
Confidence is good, arrogance is bad.
Taking action
❂Practice negotiating as much as you can so that you can get over the fear of
doing it. The next time you go to a store and buy something, try to negotiate.
Even if you fail, you’ll gain some valuable experience.
❂Carefully research salaries so that you know what you’re worth. Try to find out
what companies in your area are paying their employees and how your current
salary compares.
❂Try to get a few interviews, even if you aren’t looking for a new job. You might find
it easier to negotiate when you have nothing to lose (because you aren’t looking
for a new job anyway). Who knows, perhaps you’ll find a better job by trying to
practice.
301
51
Options: Where all the fun is
For a long time I thought the stock market was all about buying shares of
stocks. I didn’t understand that most serious investors do more than just
buy low and sell high. I’ve found that I wasn’t alone. Most people I talk to
have no idea what an option is and how this investment vehicle allows
you to apply the power of leverage to greatly magnify your potential
gains—or losses—in the market.
It turns out that most people who invest in the stock market don’t bother
to understand how options work because they either deem them too com-
plicated or they think it will take too much time. While it’s true that
options aren’t exactly the easiest things to understand, as a software
developer, you’ll probably find they’re much easier to digest than you
might have first guessed.
In this chapter, I’m going to take you through a lightning-fast tour of
options. I’m not going to give you a strategy for investing with these
investment vehicles, but I’m going to try to give you a solid understand-
ing of how they work. If you’ve never learned about options, I think
you’ll find this chapter fascinating. There’s a whole world of trading just
under your nose that you may have never even known existed.
Option basics
An option is exactly what it sounds like: the choice to do something or not
to do something. The basic idea behind an option is to allow someone to
pay for the option of either buying or selling a stock by a later date in the
future.
302 CHAPTER 51 Options: Where all the fun is
Let’s dive into this a little to understand exactly how this works. Sup-
pose that you wanted to invest in Microsoft because you think that
with a new operating system release in the next few months Microsoft
stock might really take off. You’d like to buy up thousands of shares,
but there are two problems. First, you don’t have enough money to buy
thousands of shares of Microsoft, and second, you think there’s a good
chance that Microsoft stock might actually go down quite a bit if the
new release is no good.
If you had to just buy the stock, you’d have to come up with quite a bit
of money, and if you’re wrong, it could be costly. But what if you could
get someone who has Microsoft stock to agree to sell it to you a few
months in the future—just after the new operating system release
comes out—for just a little bit more than the current price of the stock?
That’s exactly what an option can do.
Sounds a little too good to be true? Well, it is. To get this option, you
have to pay for it. You can purchase the right to buy Microsoft stock in
the future, but to purchase that right, you’ll have to pay a certain
amount called a premium. If you do go ahead with the transaction and
buy the right to purchase, say, 300 shares of Microsoft anytime within
the next three months, you’ll be able to purchase the stock and make a
Landmine: Why should you care about options?
Well, for a few main reasons. First, as a software developer, you already likely have the
aptitude to understand options better than most people. Options and option theory are
based on mathematics, and the way you calculate and trade options is very algorithmic.
But after talking with many software developers, I’ve found that most of them don’t
really understand options. So, the purpose of this chapter is to quickly get you up to
speed and then you can decide if you want to further your education in this area.
In addition, understanding how options work tends to stretch your mind financially.
Even if you never trade stocks or option contracts, having a good understanding of
how all this stuff works will help you to think more strategically about everyday finan-
cial decisions. You may find that this chapter triggers a switch in your mind that
changes the way you start thinking about leverage and risk, which are two key, defin-
ing characteristics of options.
Finally, options are a lot of fun when you understand them. As a software developer,
I find studying options and how they work very interesting, and I strongly suspect you
might as well. But if you don’t, don’t worry, this chapter is fairly short—plus, you can
skip it if you want to.
Digging a little deeper 303
hefty profit if Microsoft stock happens to go above the price you were
guaranteed to be able to buy the stock at (also called the strike price).
If it turns out that Microsoft doesn’t spike up beyond your strike price
or it even drops down in price, you simply choose to not exercise the
option, meaning you don’t buy the stock. In that case, you’re only out
the price of the option you bought.
Digging a little deeper
Options basically give you the option to buy a certain number of shares
of a stock by some date in the future for a fixed price. But you can also
buy an option that lets you sell a certain number of shares of a stock by
some day in the future for a fixed price as well. This kind of option
would allow you to make money if a stock dropped in value, just like
shorting a stock does, which is discussed in appendix B.
An option that lets you buy a stock at a certain price within a period of
time is called a call option. An option that lets you sell a stock at a cer-
tain price within a period of time is called a put option.
Not only does an option allow you to speculate on the movement of a
stock, but it also gives you leverage. Imagine that stock in your favorite
321
priceprice
months
months
321
Microsoft example for trading shares of stock
304 CHAPTER 51 Options: Where all the fun is
company, T-Mart, was trading at $100 a share. If you had $1,000 to
invest, you could buy 10 shares of T-Mart. If T-Mart went up to $200,
you’d be pretty happy, because you’d double your investment and now
have $2,000.
But now imagine that you decided to take that same $1,000 and invest
it in T-Mart, but through the use of a call option. Options are sold in con-
tracts that have a size of 100. So for each option you buy, you’re given
the option to buy 100 shares of T-Mart. Let’s imagine that the T-Mart
option you want to buy is to be able to buy shares of T-Mart at $110 a
share within three months. The price on that particular option contract
might be $10 per share of the stock. It would cost you $10 * 100,
The process of trading shares
Digging a little deeper 305
or $1,000, to have an option to buy 100 shares of T-Mart stock at $110
within the next three months.
That same $1,000 that was originally buying you just 10 shares of T-Mart
stock is giving you the ability to potentially buy 100 shares of T-Mart at
$10 higher than the $100 it’s trading at right now. If that T-Mart stock
rises to $200 within the next three months, instead of making $1,000,
you’ll make quite a bit more. Let’s calculate exactly how much.
If you were able to execute the option and buy the 100 shares of
T-Mart at $110 a share, it would end up costing you $110 * 100 =
$11,000. You’re able to sell those shares at $200 each, so you’d get
$200 * 100 = $20,000 for your shares. If you subtract out the cost of
buying the shares ($11,000) and subtract out the cost of the option
($1,000) you’re left with $20,000 – $11,000 – $1,000 = $8,000 profit.
The process of buying options
306 CHAPTER 51 Options: Where all the fun is
This example is a bit contrived. Things do have to work out in your
favor, and if the stock price didn’t rise above $110 within that three-
month time period, you’d end up losing the entire $1,000 you paid for
the option, but that’s the power of leverage. Options give you the lever-
age to either make or lose more money much more quickly.
Selling options
You probably can already figure out that buying options can be a very
speculative and risky move. If things don’t go how you planned, you
can end up losing a lot of money—quickly. But there’s another side to
options that allows you to make money in a wider variety of situa-
tions—just not as much.
Besides buying options, you can also sell options. Technically this is
called writing an option, because you’re creating an option contract
that someone else can buy. When you write an option, you’re taking
the other side of the bet. Instead of betting that a stock will move in one
direction, you’re betting that it will either stay where it is now or move
in the opposite direction of the option.
The tables are turned, though, when you’re writing an option. When
you write an option, you’re the obligated party who must buy or sell a
stock at a certain price. The good news is that you can charge a pre-
mium for that obligation.
Of course, writing options has its risks as well. In fact, writing options
can carry much greater risks than buying options because your costs
might not be known from the start. When you buy an option, you’re
paying a fixed price and you risk losing that entire amount. When you
write an option, if the market moves against you strongly, your losses
could be extremely high.
Fortunately, most options that are written are what are called covered
options. This means that the option contract is backed by some actual
stock or even another option that limits the potential loss for the option
writer.
In a realistic situation, you might write an option on some stock you’re
already holding. Let’s imagine that you already have 100 shares of
More complex options 307
T-Mart and you decide that you don’t think T-Mart is very likely to go
up or down, but you’d like to make a little money while you’re holding
onto the stock. You decide to write an option to sell your shares of
T-Mart at $110 within three months in the future. Right now the stock
is worth $100 a share, so as long as T-Mart doesn’t go above $110, this
would be a good deal for you and whoever bought your option would
end up having it expire worthless.
You can charge a premium for your option. Perhaps you could get $10
per share for selling your option. You write a single contract that con-
trols 100 shares of T-Mart. When you sell that option contract, you
immediately get $10 * 100 = $1,000 for it. No matter what happens,
you’ll get to keep that $1,000, but if the stock price goes above $110
(the only likely case in which someone buying the option would choose
to exercise it), you’ll have to sell them your stock at that price.
More complex options
Options can get much more complicated than just buying and selling
them and writing them. Options can be combined together and combined
with stock purchases to form all kinds of complex trading positions.
We won’t be able to go into all the details of the complex kinds of options
strategies in this short chapter, but I want to give you a basic idea of
some of the possibilities, because it’s fascinating how these tools can be
combined together to create almost any trading position you’d like.
First, let’s consider a simple use of options called a covered call. A cov-
ered call is when you buy some stock, but at the same time you sell a
call option against that stock. Why would you want to do this? Well, if
you’re buying a stock that you know you’re going to hold for a long
time period—perhaps you want to collect a dividend from it—you
might as well sell an option against that stock and make some money
from holding it.
You might use this strategy if you didn’t expect the stock you bought to
go up in value quickly and you were willing to risk missing out on a
large rise in value for some guaranteed income on the stock. You’re
basically trading some of your upside potential for less risk.
308 CHAPTER 51 Options: Where all the fun is
Another strategy is what’s called a married put. This occurs when you
buy a stock, but at the same time buy a put option on that stock that
allows you to sell that stock. This strategy would allow you to get all
the upside from a stock if it rises, but would mitigate some of the poten-
tial losses if the stock dropped, because you’d have the option to sell
the stock for a certain guaranteed price. You might use this strategy if
you bought a stock you were unsure of and thought it might either go
up high or drop low.
Options can also be combined with different option spreads, as they’re
called. You can combine options of different kinds with different expi-
ration dates to create many different kinds of trading positions that have
various degrees of risk and potential gains for many different scenarios.
One of my favorite spreads is called the iron condor. In that spread,
you sell options on both sides of a stock or exchange-traded fund
(ETF) and you buy options a bit further out in price. You make some
money off of selling the options and you spend some of that money to
buy some protection for yourself by buying options that will limit your
losses if the stock goes too high or too low. If the stock or ETF stays
within a certain range of values, you get to collect the full premium. If
you create a good iron condor, you have a very high chance of making
money. Of course, if you’re wrong, it can be very costly. (If you’re
interested more in iron condors, a good book I recommend is Profiting
with Iron Condor Options: Strategies from the Frontline for Trading in Up or
Down Markets by Michael Benklifa [FT Press, 2011].)
Taking action
❂Look up a stock you’re familiar with and see if you can find what is called an
option chain for it. Most stock quoting sites have option chains that you can find.
❂Take a look at the option chain and calculate how much it costs to buy an option
on that stock that’s one month in the future. Notice how the price of the option
changes based on the different strike prices.
309
52
Bits and bytes of real estate
investing
Of all the possible investments a person can make, I think real estate
investment is by far the best. No other investment offers such a long-term
guarantee of profit and allows so much leverage. But that doesn’t mean real
estate investing is easy. Real estate investment isn’t something you can do
with the simple push of a button, like you might do to trade a stock. Real
estate investment also requires significant capital—which is one of the rea-
sons I think it’s so well suited to software developers who often are able to
command higher wages than many other professions.
I’ll admit, I’m a bit biased, because real estate investment is my primary
investment choice, and the one that has made me the most money over the
years. But whether you do decide to invest in real estate or not, you
should know enough about it to understand how it works and what kind
of opportunities it provides you.
Unfortunately, if you look up “how to invest in real estate” or some other
similar query online, you’ll most likely be bombarded with less-than-credible
information promising you some kind of get-rich-quick scheme. The goal of
this chapter is to cut through all of that unreliable and untrustworthy infor-
mation and give you some real, practical advice on how real estate investing
works and how you might get started.
Again, you might be asking yourself why I’m including a chapter on real
estate investment in this book. Well, over the course of my career, I’ve
gotten a lot of questions from fellow software developers about how to
310 CHAPTER 52 Bits and bytes of real estate investing
get started in real estate investment. Software developers tend to make
fairly high salaries compared to many other professions, so they can
often benefit from learning how to invest in real estate. I feel like I’d do
you a real disservice if I didn’t at least address the topic of real estate
investment in this book and give you the basics you need to know to
get started.
Obviously, in a short chapter on the topic I can’t delve in as deeply as
I’d like, but I can give you the ins and outs of what you need to know to
explore the topic further on your own—should you choose to invest.
Why real estate investment?
Before we dive into how to invest in real estate, let’s address the most
important question: why. Why is real estate such a good investment,
especially when it’s a more difficult investment to get started in and
requires much more upkeep than holding a stock?
It might sound foolhardy, but the biggest reason I’m going to suggest
is stability. You’ve no doubt seen real estate prices greatly fluctuate,
so you might be a bit incredulous about this idea, but let me try to
explain it.
While real estate prices may fluctuate greatly, the kind of real estate I
recommend investing in is rental properties, and the kind of income
that’s stable about those kinds of properties is…rent.
A good real estate deal stays a good real estate deal, because rental
prices don’t tend to fluctuate much. As long as you’re able to secure a
fixed–interest rate loan on a property, that property is very stable in
terms of the income it can produce. If rents do change, they usually go
up, not down.
So even though the overall price of a property itself may swing wildly,
if you’re willing to ride it out and hang on for the long term, counting
on rental income instead of price appreciation, your investment is very
solid and stable. I, myself, have ridden out some of the roughest
patches in real estate history without so much as a scratch.
Why real estate investment? 311
Real estate investment is also one of the only types of investments that
allow a great degree of leverage with little risk. You can’t find a bank
that will give you a long-term loan on buying a bunch of stock where
you’ll only put down 10% and the bank will supply 90%, but it happens
every day in real estate. You can even secure loans with no money
down—but that’s usually not a good idea.
This kind of leverage is extremely powerful. It can be dangerous as
well, but the bank bears more of the danger than you do when the
property is the collateral for the loan. Let’s look at an example of how
powerful this leverage is.
Suppose you buy a rental property for $100,000. You get a bank loan
for 90% of the property cost and you put down a down payment of 10%.
The property you’ve selected is what we call “floating,” meaning the
costs, including the mortgage, tax, and insurance, are covered by
the rental income it produces. In this instance, we’ll assume all that hap-
pens is that the costs are covered and there’s no additional cash flow, or
very little.
Just being in this situation is great. If you get a 30-year loan on the
property, in 30 years, your $10,000 investment will be worth a minimum
of $100,000 and probably a great deal more due to price appreciation.
The tenants in your rental unit will essentially be paying your mortgage
and you’ll be getting a house for free—a good deal in my book.
But it gets better than that. The leveraged power of your investment
allows you to benefit greatly from any price appreciation. It’s not unre-
alistic for property prices to appreciate by 10% in two years’ time. Sup-
pose that your property increases in value after two years to $110,000—
a 10% increase. Now, what do you suppose the return on your invest-
ment will be at this point?
Many people I talk to guess that the return would be 10%, but that’s
not quite correct. If you were to sell the property at this point, you’d
get $110,000. Subtract from that the balance of the loan—we’ll assume
it didn’t go down by much and say it’s $90,000—and you get $20,000
left over. Your initial investment of $10,000 became $20,000. That’s
312 CHAPTER 52 Bits and bytes of real estate investing
a 100% return on your investment, or 50% per year. Have you ever
heard of anyone getting that kind of return in the stock market?
The power of leverage allows you to make high returns off of small
price appreciations, with little risk. And because the collateral for the
loan is the property, technically the most you can lose is your initial
investment. (Although there is such a thing as deficiency judgments,
but you can ignore that if you’re willing to hold on to the property.)
Finally, let’s talk about inflation again. Remember when we said that if
inflation hit, the value of your debts would be reduced and the value of
your cash in the bank would also be reduced? Real estate investment is
one of the best hedges against inflation.
If you experience a high period of inflation, but you’re holding a real
estate loan, although your cash in the bank is diminished in value, your
real estate loan is also reduced at the same time as its price is techni-
cally increased, along with the rents. What does this all mean?
Well, let’s take the example of that $100,000 house you might have
bought. In that case, let’s suppose the rent is $1,000 a month and your
mortgage and all other costs including taxes and insurance come
to $1,000 a month. You’re at a wash, or as we said before, your prop-
erty floats. But if inflation rears its head, eating up your bank account,
reducing your salary, it also raises…rent. You might be able to get
$1,200 for your rental property while your mortgage and other fixed
costs will stay at $1,000 a month. Now you’re cash-flow positive $200,
which is making up for some of the negative effects of inflation.
The property value also tends to rise with inflation. This isn’t a real
appreciation, because it’s the devaluing of the dollar, but it acts as a
hedge. The weaker the dollar gets, the higher the value of the property
gets, because it’s priced in terms of dollars.
To summarize, why is real estate a good investment? Because if you
buy rental properties and rent them out with fixed loans, the income
from them is very stable, you can use the bank’s money to finance most
of your property, thus giving you extreme amounts of upside through
leverage, and when everything else is being hurt by inflation, your real
estate investments are benefiting from it—acting as a hedge.
First step: Education 313
Okay, so how do I do it?
At this point, hopefully you’re excited about the prospect of real estate
investing—although you may still be a bit skeptical because I’ve prom-
ised such great things but haven’t told you how to do them. I can’t give
you a step-by-step guide in this short chapter, but I can give you enough
information to see how the process works and learn how to get started.
Smart real estate investment—not speculation—starts with an under-
standing that real estate investment is a long-term investment. If you
believe you’ll get rich quickly by flipping properties and buying fore-
closed properties for pennies on the dollar, you’ll get exactly the results
you deserve.
Nothing in this world is free. To achieve the great returns possible
through real estate investment, you need patience, diligence, and a
whole lot of time. When I buy investment properties, I’m planning for
the profits I will make 20–30 years out. I know that buying a rental
property that’s cash-flow positive or floating with a fixed loan will, at
the very least, result in a fully paid-off property in 30 years. That’s
what I bank on and hope for, and everything else is a bonus.
The general strategy—or at least the one I recommend—is to buy
rental properties that are either cash-flow positive or floating and to
finance them using 30-year-fixed loans. This strategy carries very little
risk and still has an enormous upside, if you happen to hit a real estate
boon and prices rocket upwards, but it also virtually guarantees you
paid-off properties in 30 years’ time.
First step: Education
The first step in executing this strategy is market education. You make
the most money in real estate investment when you buy—not when
you sell. The better deal you can find, the better position you can begin
with. Remember how we said that the stock market was very liquid?
The real estate market is not. A very liquid market is usually efficient.
This means that there aren’t many situations where there’s a disparity
in pricing.
314 CHAPTER 52 Bits and bytes of real estate investing
Because real estate isn’t very liquid there’s often a high disparity in
pricing. What’s the value of a stock at any given time? Everyone
knows within seconds. It isn’t debatable. Sure, you could say that a
stock is undervalued or overvalued, but the quoted price ultimately
reflects its real value at any given time.
Not true with real estate. What’s the price of a house? Who knows? Ten
appraisers can make an appraisal of the same property and each come
up with different answers. Sometimes, if there’s little good market data
and comparable sales, those differences in price opinions could be huge.
What does this mean for you? It means that if you’re smart and dili-
gent, you can buy real estate for a heavily discounted price. You just
need to be able to recognize a deal and learn how to make a good one.
To learn how to recognize a good deal, you need two things: practice
and market education. The first thing you should do if you want to
invest in real estate is to study the market. Get an idea of what prices
properties are selling at. Look at how many square feet those proper-
ties have, how much they’re renting for, the area they’re located in, and
any other factors that you can, until you get a feel for what’s a good
price on any piece of property.
At the same time as you’re doing this, you should also be running mock
scenarios of what would happen if you were to buy a property at a
given price and thinking about what kind of offer you’d need to make
to buy a property at a price that would be a good deal.
To do this you need to run all the numbers associated with a property.
You need to estimate, based on the price, the cost of a mortgage loan
on the property, along with any other expenses such as taxes, insur-
ance, homeowner’s association fees, utility bills, and any estimated
maintenance on the property.
This exercise is somewhat tedious, but it’s the best way to get a feel
for what is a good deal and how that deal will work. You need to
have confidence in what you’re doing before you sit down and write
that big check. My strategy for real estate investment is based on act-
ing quickly.
Taking action 315
Taking action
Once you have a decent feel for the market, it’s time to act. When I’m
ready to buy a property, I’ll sign up to receive alerts from real estate
agents on any new properties that meet my criteria. If I see a property
that’s a good deal, or one that I think I can make a low enough offer on
to make it a good deal, I’ll act immediately.
I’ll often send an offer on a property, sight-unseen, to put the seller to
an immediate test and make sure to grab a good deal before someone
else does. I almost always make a low-ball offer—one that my real
estate agent is embarrassed to present—because sometimes those offers
get accepted as is or they get countered with offers that are only
slightly higher than what I had offered.
That’s not to say that most of my offers don’t get rejected—they do.
But it’s a numbers game. Make 50 low-ball offers on properties and all
you need is one seller to accept. You may be able to pick up a property
for as much as a 50% discount on the real market value of it, because
the seller is looking to get rid of the property or just doesn’t care. You
wouldn’t believe how many sellers just don’t care for whatever reason.
When I make a sight-unseen offer, I put in a contingency in the offer
that says the offer is contingent upon my physical inspection of the
property. This allows me to go back and do my due diligence on the
property to verify the facts in the listing and make sure there wasn’t
anything major that wasn’t disclosed. If the property isn’t to my liking,
I can back out of the deal at that point without any repercussions.
Assuming the property looks good and you’ve it tied up in a real estate
contract, the next step is to get a home inspection done on the property.
I always get a home inspection by the best and most detailed home
inspector I can find. If there’s a problem with the property, I want to
know about it before I invest more money into it.
Assuming the home inspection clears, the next step is to obtain financ-
ing. You can also do this step before you actually even look for a prop-
erty—this is called prequalification. Just like you want to find the best
deal on a piece of real estate, you also should seek to find the best
316 CHAPTER 52 Bits and bytes of real estate investing
financing deal you can. I’m not going to go into the details of obtaining
financing in this chapter, but make sure you shop around and compare
rates and costs from various lenders.
Use property management
Finally, after you buy the property, my recommendation is to put prop-
erty management in place. I highly recommend against managing a
rental property yourself. In my opinion, it’s not worth the effort or the
headache. The best money I spend each month is to pay my property
management company to manage my rental properties.
A good property management company will take care of almost every-
thing concerning your rental property, including finding renters, exe-
cuting a lease, screening tenants, taking care of maintenance issues,
and collecting rents. But finding a good property management com-
pany can be difficult. Be sure you shop around and find the most hon-
est property management company you can. I’ve fired at least three
property management companies because of issues like incompetence,
false repair costs, and plain negligence.
Expect to pay about 10% of the rental income to property management
and make sure you factor that number into your rental calculations
when figuring out your deals. A good property management company
can make your real estate investments hands-off. This is necessary if
you want to own many properties over time and still handle your full-
time job.
Taking action
❂Today, go out and buy a rental property. Good luck!
❂Just kidding! Instead, look for a rental property listing in your area and practice
running through all the numbers. Try different scenarios of various down payment
amounts to figure out if it would be possible to buy that property and for it to be
cash-flow positive or at least break even.
317
53
Do you really understand your
retirement plan?
Sipping Pina Coladas on a beach with the waves crashing against your
feet while you relax and read a book. That’s how many of us envision
retirement, but I’m surprised how many people take it for granted and
assume it has to happen after the age of 60.
The truth is that a tropical beach retirement isn’t guaranteed, nor is it
only for those over the age of 60. (In fact, in chapter 55, I’ll tell you
exactly how I was able to reach a virtual retirement at the age of 33.) The
reality of the situation is that if you want to have a successful retirement,
you have to start planning for it and you have to start planning now.
Unfortunately, though, most of the advice I read on retirement is just
plain wrong. I constantly hear advisors telling people to put their money
in a retirement account and forget about it. While it’s true this advice
might serve a good majority of people, I’m guessing that you, as a soft-
ware developer—and more importantly as someone who picked up this
book—can do much better.
In this chapter, I’m going to attempt to change the way you think about
retirement. A good portion of my advice will be U.S.-centric, because the
United States has flexible retirement accounts like 401(k)s and IRAs, but
the same kind of thinking and strategy I’ll give you for dealing with those
kinds of accounts should apply to planning any kind of retirement, even if
you’re relying on a company-provided pension, like many other parts of
the world.
318 CHAPTER 53 Do you really understand your retirement plan?
Retirement is all about working backwards
The key to planning your retirement is being able to work backwards
by calculating exactly the amount of money you need to live on each
month and figuring out how you can guarantee that kind of passive
income with at least a little buffer for some breathing room.
Many articles and books I’ve read on retirement make a big mistake in
assuming that a retired person has the same financial requirements as a
working person. I don’t blame those financial advisors for making these
kinds of assumptions, although I’d strongly caution taking any advice
from someone who has a job telling other people how to increase their
wealth, but isn’t wealthy themselves.
The truth is that there are certain expenses that are greatly reduced
when you have an abundance of free time and you no longer have the
requirement of saving money or commuting. Not only that, but most of
us live lifestyles that are much more extravagant than what would gen-
erally make us happy.
It’s easy to fall into the trap of thinking that you wouldn’t want to
decrease your lifestyle once you’re retired, because you don’t want to
have to make a sacrifice after working so many years. You don’t want
to end up having to barely scape by in your later years. But the biggest
factor that will determine how much money you need to retire is what
your monthly expenses are. If you can reduce those monthly expenses
now, not only will you not have to live at a reduced style of living later
in life, but you’ll also get there much quicker.
Think about it this way. If you “need” $8,000 a month to live, and so
you think you need that much retirement income, you’ll need to make
above $8,000 a month to save anything for retirement, and you’ll be
burning through those savings at an $8,000 a month rate when retired.
But imagine if you could cut those costs. Imagine if you could find a
way to live off of $4,000 a month instead. In that case, you’d be able to
not only save money for retirement much faster, but when you got
there, the money would last you twice as long, so technically, you could
Calculating your retirement goal 319
retire much, much earlier. The savings benefits you at both ends—it
accelerates how fast you can save money and makes that saved money
stretch further.
All of this is to say that the most effective thing you can do to save for
retirement is to figure how to reduce your monthly expenses. No
investment, no job, no raise, nothing else is likely to benefit you more
than figuring out how to live on less. Frugality wins the day.
Calculating your retirement goal
Once you’ve come up with the monthly figure you need to live on to
retire, you can officially “retire” when you reach that monthly income
through passive income—that is, income you don’t have to work for.
You do need to make sure the passive income source will increase with
inflation—one of the main reasons why real estate is such a good
investment choice.
I don’t like the idea of drawing down from savings. There’s no reason
why a person should have to draw down and diminish their savings in
order to retire—not when there are so many ways to turn savings into
passive income. At the very least, you could buy bonds that would yield
a few percentage interest and have almost no risk at all.
How much money do you need to retire? It depends on your expenses,
what vehicle you use for passive income, and what investment opportu-
nities are available, but I’ll give you a practical example that applies to
the time of writing this book.
Suppose you had 1 million dollars right now. If you wanted to invest
that money into real estate, I happen to know that you could buy
approximately three four-unit rental buildings (that’s fourplexes) that
would bring in rents of about $2,400 a month each (based on a pretty
conservative estimate). Now, you still have to pay taxes, insurance,
property management fees, and other expenses on those properties, so
assume that each property actually brings in $1,800 a month (again, a
pretty conservative estimate). That means that 1 million dollars today
could earn you $5,400 a month or $64,800 a year.
320 CHAPTER 53 Do you really understand your retirement plan?
The question then becomes, can you live off of $5,400 a month? If you
can, you can call yourself retired, and the best part is that a real estate
investment will keep up with inflation. Now, this could all change in
time. Prices of real estate could go up, inflation could make 1 million
dollars have much less purchasing power, and other unforeseen cir-
cumstances could happen, but in general, there will always be some
kind of investment with a similar expected return.
To live off of passive income that’s generated from some amount of
capital, you first have to generate that capital. You can’t live off of 1
million dollars if you don’t have 1 million dollars. That’s the tricky part.
And here’s where two paths can diverge—especially if you live in the
United States.
Path 1: 401(k), IRAs, or other retirement accounts
The first and most obvious path to accumulate wealth over the long
term is to contribute to a retirement account or some kind of pension
plan. In the United States most employers offer a well-known retire-
ment plan called a 401(k) that allows you to contribute pretax dollars
from your paycheck to this investment account. Sometimes employers
even offer to match a certain amount of your contributions.
For a majority of people given this option, it’s the right one to take.
Maxing out your 401(k) contributions will ensure that you’re at least
shielding a significant portion of your income from taxes, and the gains
you make in the 401(k) account aren’t taxed either.
Example of how 1 million dollars could work for you in real estate investing
Path 1: 401(k), IRAs, or other retirement accounts 321
I’m not going to go over the exact numbers, because I don’t want to get
too specific here. But if you’re given the ability to save pretax dollars
and not get taxes on gains you make, you’ll be able to achieve a much
higher return than you would otherwise.
The only downside to this path is that it’s fully dependent on you decid-
ing to wait to retire until you have reached the age of about 60. The
strategy here is to save as much money in retirement accounts as possi-
ble and to have that money continue to grow and compound until you
reach your retirement age when you can access the money without
paying extra fees.
For retirement accounts, like 401(k)s, you have to pay a 10% penalty if
you withdraw the funds early. That’s why I say there are basically two
paths to retirement you can take. If you go down the road of using a
tax-deferred retirement account like a 401(k), you’re in it for the long
haul. You can’t really change your mind; otherwise you’ll pay a pretty
big penalty for doing so. And because you’ll be contributing to a signif-
icant amount of your income to your retirement account, you won’t
have much room do other kinds of investing.
But, again, I can’t stress enough how advantageous any kind of tax-
deferred retirement account is—especially if you have some kind of
employer match—if you’re planning on retiring at the age of 60 or
above. If you’re making a decent wage and you’re making the maxi-
mum contributions, then as long as you start early enough, you’re
going to be in pretty good shape when you choose to retire. If you
aren’t interested in path two, which I’ll explain next, you should defi-
nitely be maxing out your retirement accounts.
Landmine: What if you work for yourself?
If you work for yourself, you might not have access to a 401(k) or employer-provided
pension plan, but in the United States, at least, you can still set up a tax-deferred
retirement account. We aren’t going to cover these kinds of retirement accounts in
this book, because I don’t want to sidetrack too far, but looking up information on
IRAs and Roth IRAs is a good place to start.
322 CHAPTER 53 Do you really understand your retirement plan?
Path 2: Setting up an early retirement or aiming to get rich
While I understand that most people are perfectly content to retire at
the age of 60, I was never interested in waiting that long. I’ve always
wanted to retire earlier in life, even if it meant more hard work earlier
on and some significant risk. That’s exactly what path two is.
Before we get into the details of path two, let’s talk about why the two
paths are pretty much mutually exclusive. The biggest reason is that
retirement accounts can’t really be touched until you reach a traditional
retirement age. That means that if you plan to retire at, say, age 40,
contributing to a retirement plan that’s stashing away money you can’t
touch until you’re 60 isn’t going to do you much good at all.
You’ll basically be diverting funds away from the investments that you
could be making in order to retire earlier. Sure, it’s possible to contrib-
ute to a retirement account for when you reach age 60 and to take some
money and do something else like invest in real estate, but if you try to
go down both roads, you’ll probably be doing both strategies in a sub-
optimal way.
If you want to retire early, or you want to try to really strike it rich, you
probably shouldn’t be contributing to a retirement account. I know
that advice sounds a bit crazy, but that’s why I warned you. And that’s
why I say most people should just max out their retirement accounts—
it’s the safest way to go. But if you’re like me and would rather shoot
for the more aggressive and riskier goal of retiring young, read on.
To retire early, you need to figure out a way to build up a passive
income stream that exceeds your monthly expenses and you need to be
able to guard that income stream against inflation. You can’t just put 1
million dollars into a U.S. treasury bill that yields about 2% and think
that you’ll be good. You might be able to make $20,000 per year with
little or no risk, but inflation will eventually erode your initial capital
and your profit.
If we go back to our example of taking a million dollars and investing
it in rental properties that bring in about $5,400 a month, you can see
that kind of investment would work much better, because you’d be
Path 2: Setting up an early retirement or aiming to get rich 323
protected against inflation and you’d get a much higher return on
your investment.
The only problem is that it isn’t exactly easy to earn a million dollars to
invest in real estate, and investing in real estate isn’t a hands-off propo-
sition. You can get to the point where the investment is basically pas-
sive income, but it takes some time, work, and learning to get there.
But real estate isn’t the only way to generate passive income that would
fulfill your retirement requirements. You could utilize high-dividend-
yielding stocks that would hopefully go up in value to combat inflation.
You could create or buy intellectual property that you get royalties off
of. This could be patents, music, books, or even something like a movie
script. You could buy or start your own business and eventually hand
the management of it over to someone else while you pull in the
remaining profits.
As you can imagine, all of these kinds of passive income–generation vehi-
cles carry with them huge risks, so you should definitely try to set up mul-
tiple streams of passive income. Even just acquiring one of these kinds
of streams of passive income can be difficult, so, like I said, only choose
this path if you’re ready to do the hard work required to be successful.
Now, what about acquiring that million dollars—or more? You can’t
exactly invest without having the money, and if you’re forgoing a tra-
ditional retirement account, you aren’t going to have the tax advan-
tages or time that would make it much easier to accumulate a large
amount of capital.
This is where things get tricky. You have to be able to make small invest-
ments that pay off, and work your way up to larger and larger ones over
time. You don’t just start out by buying three fourplexes for 1 million
dollars. Instead, you start off by saving up perhaps $10,000 to make
a 10% down payment on a $100,000 property. Then you do it again, and
again. Eventually, you might trade one or two of those properties up for
something bigger.
You have to gradually work your way up, always with the goal of
increasing your passive income. The more money you’re able to generate
324 CHAPTER 53 Do you really understand your retirement plan?
from assets that you hold, the more progress you’ll be able to make in
buying more income-generating assets. What you’re after is the snow-
ball effect that occurs over time as you keep building up more assets that
generate income that gives you more income to buy more assets.
There are three main ways to accelerate this process. First, and we
already talked about this one, reduce your expenses. Buy the smallest
house or rent the smallest apartment you can. If you can live with your
parents for free, by all means do it. Get a used car, or figure out how to
live without one. Cut your cable, don’t eat out, and get used furniture;
don’t just be frugal—be cheap! The lower your living expenses are, the
more money you’ll have left over each month to invest. (I told you this
wouldn’t be easy.)
Next, make as much money as you can. Move to a big city like San
Francisco or New York where the salaries are much higher if you can.
If you’re smart, you can find a way to live cheaply in an expensive city,
which allows you to pocket the salary difference that’s mostly due to
the cost of living increase of housing. If you can start a side business, or
do some freelancing, do it. The more money you generate, the more
you can invest.
Finally, make the most profitable investments you can. Again, this one
may seem obvious, but the more careful you are to make investments
that will give you higher yields, the faster you’ll be able to multiply
your money. This will require careful research, learning to negotiate
and to spot good deals.
Like I said, this isn’t an easy route to go. Most people don’t have the
stomach for it, and I don’t blame them. On my quest to early retire-
ment, I slept on mattresses on the floor, worked 70-hour weeks, and
lived in much smaller places than I could afford—and even then there
was no guarantee of success.
What if I am stuck in the middle or close to retirement?
Not everyone is just out of college and able to clearly choose one path
or the other. Perhaps you’ve already been investing in your retirement
account for a long time, but now you’re considering trying to get on the
What if I am stuck in the middle or close to retirement? 325
path to retiring early. Or perhaps you can’t just get up and move to San
Francisco to get a higher salary—you have a spouse and kids.
Don’t worry, you can still set up a successful retirement, you’ll just
have to modify my advice to fit what’s possible for you. I wanted to
give you the extremes of each path so you could clearly see the differ-
ence, because you’re better off going hard in one direction or the other
so that you waste as little effort as possible.
And even though it isn’t optimal, you can also walk the middle between
the two paths. If you already are invested in your retirement plan and
you want to keep doing it, you may still be able to generate enough
income after maxing out your retirement account contributions to
invest in real estate or some other income-generating asset.
Taking action
❂Calculate your current monthly expenses. Figure out how much you could reduce
those expenses by if you were willing to make some big sacrifices.
❂Now calculate how much money you’d need to generate each month to retire off
of your reduced expenses—make sure you leave a little buffer room.
❂Figure out how much money you’d need to have at various rates of return, like
2%, 5%, and 10%, to have enough monthly income to retire.
326
54
The danger of debt: SSDs are
expensive
Of all the financial mistakes you can make, the biggest one is to go into
debt. Unfortunately, it seems that we’re trained to accept debt as normal
and often don’t see how bad and destructive it can be to our lives.
One of the biggest struggles you may face in your career as a software
developer—at least financially—is dealing with success. The more money
you make, the better off you are, right? No, not always. In fact, I’ve
found that many really financially successful people—especially software
developers—end up going deeply into debt, because the more money they
make, the more money they end up spending.
The only way you can really become financially successful is to make
money off of your money. You have to be able to get your money working
for you if you ever want to achieve financial freedom. If interest gives us
freedom, it only follows to say that debt compels us to bondage.
In this chapter, I’m going to discuss just how destructive debt can be and
point out some of the most common follies regarding it. We’ll also discuss
how not all debt is bad and how to tell the difference between good and
bad debt.
Why debt is generally bad
We’ve already talked about this a little bit, but in general debt is bad,
because it’s the exact opposite of what is good—gaining interest on your
Why debt is generally bad 327
money. When you’re in debt, you’re usually paying interest on your
money. That means someone else is likely becoming rich at your expense.
It’s almost impossible to be investing your money and making money
off of those investments while you’re in debt—unless, of course, that
debt is actually being used to get a higher return than the interest
you’re paying on it, but we’ll talk about that later.
When you’re in debt, you end up paying more for a product or service
than it would otherwise cost. This penalty compounds over time—
especially if you pay less toward the debt than the interest that’s being
accrued. The longer you carry a debt, the more impactful that debt is
on your bottom line. To see why, let’s take a look at a simple example.
Suppose you buy a car for $30,000 and you take out a loan with a 5%
interest rate to do it. Now, suppose that you pay off that car in six
years. Over that six-year period, you’ll pay $4,786.65 in interest in
addition to the $30,000 your originally borrowed. That car will actually
end up costing you $34,786.65.
But in actuality it will cost you even more than that. The $4,786.65 you
paid in interest could have been actually making you money. You could
have been getting interest on that money instead of paying it.
It’s a bit difficult to calculate the exact amount, but the interest you
could have made on that $4,786.65 over six years, if you put that inter-
est payment each month into an investment that yielded 5% over that
time period, would be around $2,000. So, in reality, that debt may have
cost you close to $7,000.
Now, this might not seem like a huge amount of money, but all of this
adds up over time. Especially if you have many different forms of debt
that accumulate exponentially, so the interest rates you’re paying are
higher.
The more debt you have, the heavier a burden it is on you and the more
it holds you back from ever becoming financially independent. When
you have debt, you can’t save money, and if you can’t save money, you
can’t invest, either.
328 CHAPTER 54 The danger of debt: SSDs are expensive
What’s your current debt level? Add up all your debt and determine
what your overall interest rate is and how much you’re paying in inter-
est each year to maintain your debt.
Some common debt follies
Okay, so maybe you’re in debt. It happens. I was in debt once—I’m
actually in debt right now—I owe about a million dollars in mortgages,
but we’ll get to that in just a bit. If you’re in debt, though, you need to
learn how to handle that debt properly so you can get it reduced as
soon as possible.
The biggest folly I see concerning debt is saving money while holding
debt, especially credit card debt. To me this makes no sense at all. I
often hear the justification of needing an emergency fund or saving for
the future, but there’s almost no way to logically justify this behavior.
I’ve known people who had thousands of dollars of credit card debt,
yet they had savings accounts with several thousand dollars in them as
well. Don’t be embarrassed if that situation describes you, but you
need to do something about it right away. Let me explain why.
The problem is that, in most cases, the interest you’re paying on the
debt you have is costing you more than the interest you’re making by
having money in the bank—especially if that debt is credit card debt.
Suppose you have $10,000 of credit card debt that you’re paying a 15%
interest rate on. That means you’re paying $1,500 per year just in inter-
est on that debt. Unless your bank is paying you more than a 15%
interest rate on your money, you’re much better off taking that money
and using it to pay your debt.
Now, you might think this is pretty obvious advice, but I know that
many people have car loans with moderate to high interest rates and
choose to save money in the bank at the same time. Unless the interest
rate you’re getting on your car is close to 0%, this makes absolutely no
sense. It’s just a little more difficult to realize this, because car loans
usually have lower interest rates than credit cards.
It may even make sense to pay off your mortgage on your house before
putting money into savings. You’ll have to run the exact numbers, and
Some common debt follies 329
the situation is slightly different because once you’ve put money into a
mortgage, you generally can’t take it back out and you have to wait
until it’s entirely paid off before you actually feel the benefits of reduc-
ing the loan. But from a purely by-the-numbers view of the situation, if
you can’t get a return on an investment of your money greater than
your mortgage interest rate, it makes more sense to pay the money
toward your mortgage.
To illustrate the point: suppose you had a mortgage with a 7% interest
rate. That means that you’re paying 7% interest on the balance of your
loan, every single year. Any money you pay toward the principal on your
mortgage each year basically gives you a guaranteed return of 7%. (The
numbers change a little bit based on the tax advantages you might get
from deducting your mortgage interest, but if you’re putting your money
in a savings account, you’re almost always better off putting it toward
paying your mortgage.)
Perhaps the next biggest debt mistake I often see is paying off debt in
the wrong order. The order in which you pay off your debt can make a
huge difference in how long it takes to pay that debt down. Always pri-
oritize your debt payments based on the interest rate. Make sure to pay
off the most expensive debts first.
Again, this seems obvious, but I see many people making minimum pay-
ments on all their credit cards and other forms of debt. Don’t do that.
Instead, pour as much money as you can each month into your highest-
interest debt and keep doing that until all of your debt is paid off.
Of all the debt mistakes, though, the biggest one by far is unnecessary
debt—that is, taking on debt when debt doesn’t need to be taken on.
I’ll pick on car loans again here, because one of the biggest mistakes
people make is financing vehicles. It’s so easy to go into a car dealer-
ship and buy a new car, saddling yourself with unnecessary debt.
The problem is having the order of things backwards. Typically, we
do things in reverse order. Think about it this way. When you buy a
car on financing you’re essentially buying a car and then saving up for
it. When you do things this way, it’s like paying more for everything
you buy.
330 CHAPTER 54 The danger of debt: SSDs are expensive
Reverse the problem by saving and then buying things with cash. Yes,
breaking the cycle the first time will be difficult, but once you break the
cycle, you end up paying less for everything you buy. If you have a car
that you’ve bought on credit, pay that car off. But when you do, don’t
buy a new car on credit; instead, break the cycle by keeping your old
car and making payments into a “new car fund” account. Once you
have enough money in that new car fund account (somewhere between
four to six years) you can buy a new car with cash and immediately
start making payments into your “new car fund” account again.
By doing things this way, you’ll actually get a discount on your car
instead of paying more for it, because the money you save for your new
car can be accumulating interest over time for you, instead of for some-
one else.
Not all debt is bad
Even though I’ve painted a pretty ugly picture of debt, it doesn’t mean
all debt is bad. Debt can be good if you can use that debt to earn more
money than the interest you pay on that debt.
I remember talking to a coworker of mine who figured out that his credit
card company was running a special promotion where they would give
him a 1% interest rate on a cash advance when he opened a new card or
transferred a balance to it. He took out the maximum amount they
would let him borrow and used it to purchase a 1-year CD that earned
a 3% interest rate. At the end of the year, he cashed out the CD and paid
off the credit card, making a nice profit off the bank’s money.
Remember when I said that I still have over 1 million dollars in mort-
gage loans? It’s a similar situation. I went into debt buying real estate
because I knew I could earn a higher return on the money borrowed
than the interest rate the bank was charging me. I’ll eventually pay off
that debt, but right now having that debt is actually making me more
money than it costs me.
Buying a house isn’t always better than renting, but in some markets,
depending on the interest rate, it can be profitable to go into debt to
Not all debt is bad 331
buy a house, because you’ll end up saving money that would have gone
to paying rent.
In many cases a student loan falls into the same category. If you can get
a loan so that you can get a degree that will help you to get a higher-
paying job, that debt might be completely worth the investment. But be
careful, because that’s not always the case.
I often advise recent high school graduates to spend the first two years
of their college education in a community college, and then transfer to a
university to complete their degree. It’s usually far cheaper to get your
education this way. Far too many people go into excessive debt to get a
degree from an expensive school that isn’t likely to ever show a signifi-
cant return on their investment and may even cause them to go bankrupt.
The bottom line is to make sure that before you take on debt, that debt
is actually an investment that will yield you a higher return than the
interest rate you’ll pay on that debt. Only in an absolute emergency sit-
uation should you take on debt that isn’t profitable.
Taking action
❂Make a list of all your debt. Put that debt into two categories: good debt and bad
debt.
❂Prioritize the list of bad debt by interest rate. Calculate how long it will take you
to eliminate all your bad debt.
332
55
Bonus: How I retired at 33
Ever since I started working, my goal has been to retire early. It’s not so
much that I didn’t want to work or that I was lazy—although I definitely
do have a lazy streak in me—but rather that I wanted to have the freedom
to do what I wanted to do with my time…with my life.
If you have the same kind of aspirations—even if you don’t want to retire
as early as I did—you’ll probably find my story pretty interesting. Until I
did it myself, I always wondered how other people did it, and I often
wondered if it was possible for a software developer to retire early with-
out striking it rich by founding a startup.
In this chapter, I’ll tell you my story. I’m not holding anything back. I’ll
tell you exactly how I did it and the mistakes and triumphs I had along
the way.
What it means to be “retired”
Before we get into my story, I want to define what I mean by retired,
because the word can bring up totally different images to different people.
When I talk about being retired, I don’t mean that I play shuffleboard and
eat breakfast and dinner at country diners, taking advantage of the early-
bird special. (Although I did eat breakfast at Bob Evan’s this morning.)
My definition of retirement also doesn’t involve sitting on a tropical beach
all year-round, drinking margaritas—although it certainly doesn’t pre-
clude that. I don’t imagine retirement to be doing nothing—obviously I’m
not doing nothing; I’m writing this book.
How I got started 333
Instead, I define retirement as freedom. To be more specific: financial
freedom. The ability to not be forced to spend your time in a way that
you don’t choose to spend your time due to financial constraints.
I’ve never aspired to get to a point where I never worked again, but
I’ve always aspired to get to a point where I’d never have to work
again—if I didn’t want to. That’s the point where I’m at now. I have
enough passive income coming in that’s protected against inflation that
I can sip Mai Tais on the beach if I want to, but I can also work on the
projects that interest me, the ones that I want to work on—and not
necessarily because of financial reasons.
Now, I’ll be the first to admit I’m not quite doing it right, so to speak.
Doing things for the sole purpose of making money is a hard habit to
break. I still spend quite a bit of time doing things that I don’t necessar-
ily want to do, but the difference now is that I’m at least choosing to do
these things. Being free isn’t quite as easy as it seems. But at the time
that I’m writing this book, I’ve only been “officially retired” for about a
year—I’ve still got a long way to go to figure out how I want to live and
what it is I want to do with my life, now that I’ve finally bought it back.
How I got started
In chapter 50, I told you how I figured out that even though I was
making around $150,000 a year in my early 20s, it would still take me
about 15 years to even reach 1 million dollars—with a lot of sacrifice
and patience involved. And even at that point, without a solid plan to
fight inflation, I wouldn’t really be able to “retire.”
At first this was very disheartening to me. I really didn’t want to have
to work hard for the next 20–30 years, saving money and being frugal,
with only the hope of being retired someday. I didn’t like the idea of
putting my life on hold until I reached 50 or 60 years old and then
finally getting to do what I wanted to do.
This feeling of futility forced me to think hard. I’ve already told you
how I got involved in real estate investing, and this was the primary
motivator. I realized that real estate investment was my ticket out of
334 CHAPTER 55 Bonus: How I retired at 33
the rat race. There was a chance that I’d still not be able to retire
young, but at least I’d retire wealthy once my properties were paid off.
I was willing to take the risk.
I’d like to say that I immediately started doing all the smart things that
a person should do to prepare for early retirement. I’d like to say I cut
my expenses way down to almost nothing, saving just about every
penny I earned, and started making smart investments right away, but
I didn’t.
The truth is I was 19, I was making $150,000 a year, and I was in Santa
Monica, CA, a few blocks from the beach. I went into a Dodge Viper
dealership and found out that even though I could afford payments on
a $70,000 car, the insurance for a 19-year-old driving a red Dodge
Viper around Santa Monica would be just as much as the car pay-
ments. Whew, disaster averted.
I also had a short modeling and acting career—you have to do that when you live in
Santa Monica.
Rental woes 335
Now, I don’t want to paint the wrong kind of picture. I did make some
financial mistakes—I ended up buying a new Honda Prelude for
$32,000 on some pretty bad financing terms—but I was actually pretty
frugal overall. I saved a majority of the money I was making and
started to build up pretty decent savings.
Rental woes
Well, you know how that $75-an-hour job for a 19-year-old software
developer who didn’t really have any skills seemed too good to be true?
It turns out it was—that job didn’t last very long. After about a year
and a half, the company I was contracting with began some restricting
layoffs. The project wasn’t going very well and throwing more expen-
sive labor at it wasn’t helping—surprise.
I had to find another job, but I couldn’t find anything nearly as good as
the golden opportunity that had found me a few years earlier. I ended
up moving to Phoenix, AZ, to take a less lucrative contract position,
but one that I couldn’t complain about.
About that same time, my renters at my house in Boise, ID, moved out,
having pretty much trashed the place, and I was supposed to get mar-
ried about one week after I started my new job—fun times.
I ended up getting several different renters in the property I had in
Boise, but there was always trouble. Rents were hardly ever paid,
things got trashed. I even had a crazy neighbor across the street who
videotaped all the illegal and crazy activities that went on at my prop-
erty. One company offered to buy the house from me and asked if
they could start renovating before the final papers were signed. They
tore up the entire house and guess what? They didn’t sign the papers.
I had just about lost hope in the property and was ready to throw in
the towel.
Perhaps real estate investment wasn’t for me. I had one dilapidated
property that I couldn’t even keep rented out and that was costing me a
fortune. What we call an alligator. How was I going to accumulate more
properties and execute on my plan of becoming a real estate tycoon?
336 CHAPTER 55 Bonus: How I retired at 33
Gaining traction
I won’t bore you with all of the details of what happened in the next
few years. I ended up hanging on to my property in Boise, mainly
because I couldn’t get rid of it. I moved around the country, to Florida,
up to New Jersey, and back to Florida. My wife and I had planned to
live in Florida, but I couldn’t find a job. Finally, I got a job working at
Hewlett Packard (HP) back in Boise.
Through those years, I did a pretty decent job of saving money. My
wife and I were frugal and I made pretty good money. We were able to
save up around $20,000 by the time we moved back to Boise. It took us
about two years of not really consciously deciding how much to save,
but putting whatever was left over each month into savings—not the
best strategy. (Now that I think about it, I’m wondering why I hadn’t
saved much more money in that timeframe.)
We ended up in Boise, looking for a place to live. We decided to buy a
house that we’d be able to rent out some day. The plan was that we’d
live in a house for a couple of years, and then we’d move into a new
house and rent the old one out. We settled on the purchase of a town-
house for about $120,000, which we were able to put about 10% down
on. The townhouse would be able to rent for around $800 a month, so
with our mortgage of around the same amount, I figured we’d break
even every month. (Whoops, after taxes, insurance, homeowner’s asso-
ciation fees, and repairs, it didn’t quite work out that way.)
We saw that the townhouse next to ours was for sale as well and
decided to expedite our real estate investment plan. We made an offer
for the property next door, put another 10% down on it, and we had
our second rental unit and third property overall. It was actually pretty
terrifying buying that property—really the first property I bought
completely for investment purposes.
At this point, I decided to hire some professional property manage-
ment. I hired a property management company without doing much
research and ended up getting a really incompetent company that just
couldn’t keep the properties rented and constantly had bogus repair
charges. It would be awhile before I found a good one. (Okay, so the
Grinding it out 337
first property management company I hired wasn’t exactly incompe-
tent, they were just good at making money for themselves at the
expense of their property owners.)
Grinding it out
The plan had been underway for several years now. I had acquired a few
properties and was hitting my goal of buying one new property every
year. I kept working my job at HP and saving as much money as possible
to buy more properties. I actually ended up tacking home equity loans
onto some of my existing properties to buy new ones, because I didn’t
have the cash saved up for a down payment. (A risky move, but it worked
out for me because home equity loan rates were so low at the time.)
Because I was doing so much real estate investment, I decided to go
ahead and get my real estate license, figuring that I’d be able to do my
own deals and save myself quite a bit of money on real estate commis-
sions. My wife and I both went through the real estate license course
and passed the test—we were now officially real estate agents.
Our home next to our rental in Boise
338 CHAPTER 55 Bonus: How I retired at 33
Around this time I had about six properties, but none of them were
making money. In fact, at this time I was pretty far in the negative each
month. I had miscalculated the real costs of the properties I had bought
and I ended up having to pay around $2,000–3,000 out of pocket every
month to maintain the properties. Most months my wife’s entire pay-
check would go toward covering our rental property losses.
Although this might seem like a really bad situation, even though I was
paying sometimes $3,000 out of my pocket each month, a sizable chunk
of money was going to pay off the principal on the loans, and having
the properties was also giving me a pretty huge tax break. I was
advancing…just slowly.
Short circuit?
Shortly after getting my real estate license, I made a somewhat crazy
decision to leave my secure, high-paid job at HP and join one of my
friends as a partner in his business selling trading card games online, as
well as to partner with him on selling real estate. I also had a very short
stint as a gumball machine operator after I finished reading Rich Dad,
Poor Dad and decided that the only asset I could think of other than real
estate and stocks was gumball machines.
Looking back in hindsight, I realize the primary motivator for making
this decision was the desire to take a shortcut to real “retirement,” not
by achieving financial freedom, but by just “doing what I wanted.”
Needless to say, it didn’t work out. I was pretty immature and stupid. I
didn’t know how to hustle and work hard. I was a horrible business
partner—I wanted to have my cake and eat it too.
I ended up leaving that venture and taking a full-time job again—but
not before sticking my business partner with 20 gumball machines.
Maybe entrepreneurship wasn’t for me.
More grinding it out
For the next few years, I continued to grind it out at a regular job.
My wife also started working a few years back and had gotten into the
More grinding it out 339
technology field, so she was advancing in her career and making more
money. We both took all the money we made and invested in real estate.
I was still shelling out quite a bit of money out of my pocket every
month to pay the mortgages on the real estate investments, but I ended
up accumulating quite a few properties over the next few years. I had
three single-family homes, one fourplex, two duplexes, and a couple of
commercial office spaces that were all being paid down little by little
each month.
I took a slight detour to try and be an entrepreneur again—and
failed—when a couple of my friends who started a payday loan busi-
ness offered to make me a partner and pay me a salary, if I’d build a
new software system for them. Again, I was stupid and immature, and
perhaps a bit lazy. The venture flopped after a year and I ended up
looking for another corporate job.
I rented gumball machines for a while.
340 CHAPTER 55 Bonus: How I retired at 33
It turned out that in all that time I was working, I never made as much
money as I had when I got that golden job in Santa Monica at age 19.
That is, until I took a job doing a contract for the state of Idaho. Here I
was, about 10 years later, and I was finally making $75 an hour again.
Only then did I realize how lucky I was to get that first high-paying job
years earlier.
About this time, the real estate market was crashing—hard. Many of
my friends who were investing in real estate were panicking and short-
selling their properties. Fortunately, because I had bought all my prop-
erties with 30-year-fixed interest rate loans, the falling property prices
didn’t really affect me. Sure, my properties were worth a lot less, but
what did it matter if my mortgage never changed and I still got the
same rents?
What did affect me, though, were the loan limitations that banks
started putting on new loans. My plan had been to acquire one prop-
erty a year for 15 years and then to start selling the oldest properties
and living off of the profit. But when they limited the number of loans a
person could have to four, my plan was pretty much shot.
I ended up turning to commercial loans rather than residential loans to
finance a big purchase I was going to make in Kansas City, MO. My
friend who lived in that area was asking about how to get started in
real estate investment, and when I looked into it, I found that prices
were extremely low there, yet the rents were extremely high.
I was going to buy two fourplexes for $220,000 each—my biggest
investment yet. But when I ran the numbers on this one, I knew that I
was going to be putting at least $1,000 in my pocket each month, even
with just 10% down. The problem was that I couldn’t get a loan.
Finally, I got a lucky break and the bank that owned the properties
agreed to give me the loan themselves in order to get the properties off
of their balance sheets. They gave me some very favorable terms and
the deal went though. Boom, eight more rental units added to my
growing balance sheet.
The deal was still extremely scary. Here I was already paying out several
thousands of dollars each month to pay the mortgages on my investment
Turning a corner 341
properties, the real estate market was dropping like a rock, and I was
about to put about $50,000 down on two huge properties I had never
seen. This investment was either going to make me or break me.
Turning a corner
With the purchase of those fourplexes in Missouri—sight unseen, by
the way—things started to turn around. I was still pretty negative,
cash-flow-wise, but now I had a pretty large amount of real estate that
was being paid down mostly by tenants. I had pretty good confidence
that I was going to be able to easily retire in 20 years, worst-case sce-
nario. The best part is that when I did retire, it wouldn’t be on a meager
income. If all those properties were paid off, I’d be sitting on perhaps
$100,000 a year in passive income.
I ended up leaving my lucrative contract job to work for a small com-
pany that afforded me the opportunity to work from home. I had
always wanted to work from home, and I figured that even though I’d
make less money, I’d have the freedom to move anywhere I wanted to
and I’d also have much more time because I wouldn’t have to commute.
When I started working this new job, I decided that I was going to
start building my own software on the side. I wanted to find a way to
get more passive income and I had reached a point in my career where
I was pretty confident that I could build just about anything. I started
learning Android development by creating an Android application that
allows runners to run at a certain pace by telling them to “speed up” or
“slow down” while they’re running.
Shortly after taking this new job working from home, I was introduced
to a gentleman who would end up changing my life, David Starr. Right
now David is the chief operating officer at Scrum.org, but back then he
was the chief software architect at a company my wife worked for.
A few years earlier, I had started my blog, and although it wasn’t very
popular, some of the articles were getting some attention, especially the
ones I wrote on Scrum. David had seen some of my blog posts and I
had talked to him at a Boise code camp. David had been doing some
work for a new online training company called Pluralsight. He had
342 CHAPTER 55 Bonus: How I retired at 33
heard about the Android application I had developed and mentioned to
me that Pluralsight was both interested in having an Android applica-
tion created and in having a course on Android development.
I wasn’t sure I wanted to start developing Android applications for
companies or to try and teach a course on Android development—after
all, at this point I had a plan to start using my free time to develop
Android applications and create passive income. My wife saw the big-
ger opportunity with Pluralsight better than I did and said “You better
create a Pluralsight course,” so I did.
The lucky break
Now, at this point my real estate investments were doing pretty good
and I was actually starting to make some passive income from my new
Android app that had just been mentioned in the popular women’s fit-
ness magazine Shape. I was also blogging a couple of times a week and
reading quite a bit on software development and real estate investment.
Right before I got the Pluralsight opportunity, my wife got pregnant.
I knew the time to get started with this course was pretty limited, so I
auditioned for the course by submitting a demo module for it, and I was
surprised to find that it was accepted. I ended up creating my first
Pluralsight course in about three months.
The great thing about Pluralsight was that not only were they going to
pay me for producing the course, they were also going to pay me royal-
ties on the course. If developers subscribing to their service watched
my course, I’d get a quarterly royalty check—again, I didn’t see how
valuable this was at the time, but my wife sure did.
Right after I finished that first course, we made two big decisions: we’d
move to Florida so we could be near family because our child was
going to be born, and I’d create an iOS version of my running applica-
tion. (Okay, well the second one didn’t seem like a big decision, but it
turned out to be a huge one, because it led to me creating my second
and third Pluralsight courses on iOS development.)
Hard work mode 343
My daughter was born in April of that year and just four months later
we all got into the car and made the long drive from Boise, ID, to
Tampa, FL. The whole time I was either working on my iOS applica-
tion or creating my Pluralsight course—not to mention working a full-
time job.
My working conditions weren’t exactly ideal either. I had what my
wife and I call a “bed office.” We were in a tiny two-bedroom apart-
ment, so my desk ended up being against a wall in the bedroom, brush-
ing right up against the bed. I literally spent all day and night in that
room. During the days I worked my regular job and during the eve-
nings I worked on my side projects.
When my first royalty check arrived (and I got a check for almost
$5,000 for my single course), I knew that this was the lucky break that
might be able to really accelerate my plans for retirement—if only I
worked my butt off to make the most of it.
Hard work mode
I’m not sure how I actually survived the next few years. I can’t imagine
having the energy now to do what I did then, but I knew that opportu-
nities like the one I had been given with Pluralsight only come once in
a lifetime.
I spent the next couple years working an eight-hour day at my regular
job, creating Pluralsight courses every night for four to five hours, and
working more on weekends. In a period of about two and a half years I
created 60 Pluralsight courses, with 55 of them in total being pub-
lished. I recorded enough video for you to listen to my tutorials for
over a week straight, 24 hours a day.
During this time I also kept blogging once a week, started a new pod-
cast on fitness for developers called “Get Up and CODE” (http://
getupandcode.com), and started creating weekly, motivational You-
Tube videos. I’d like to say that life wasn’t hard and I was enjoying it
the whole time, but the truth is it was miserable, hard work, and I just
kept thinking about how someday I’d be free.
344 CHAPTER 55 Bonus: How I retired at 33
Multiple passive income streams
At this point, I now had multiple passive income streams; my blog was
actually starting to generate some money from advertising and affiliate
sales, I was selling my Android and iOS running apps, I had the Plural-
sight royalty checks that were coming in and growing substantially
every quarter, and I had actually seen a few positive cash-flow months
on the real estate investments.
When we moved to Tampa, I immediately started refinancing all the
properties I owned to reduce the interest rates. This ended up reducing
my payments by over $1,600 a month. I also started putting almost all
the money I was making from my Pluralsight courses and everything I
was saving from my job into paying off some of the real estate properties.
My goal was $5,000 a month of passive income. If I could hit that
point, I knew that I could officially retire. In January 2013, it was
pretty clear I was at that point. I emailed my boss and told him the
news. I was quitting—not because I found a better job or didn’t like my
job, but because I didn’t need to work anymore. I was free.
A quick analysis
My story is a bit strange. It starts off a bit rocky and then it seems like
I get this one lucky break and then—boom—I’m retired. While it’s true
that I did get a pretty lucky break and that lucky break accelerated my
retirement plan, there’s a bit more to it than that.
Getting the lucky break wasn’t enough. I needed to have something to
do with the money I was earning from my Pluralsight courses to actu-
ally retire. I could have earned 1 million dollars, or even 2 million dol-
lars, but without knowing how to invest that money or having
something like real estate to invest in, I wouldn’t be able to retire. I’d
still have to work because you can’t live the next 50 or 60 years of your
life off of 1 or 2 million dollars.
Investing in real estate was completely critical to my success. Plural-
sight just ended up speeding up the real estate investment plan. If I
never had the Pluralsight opportunity, I’d have still reached retirement
A quick analysis 345
within about 10 years of when I actually did—that would be around 43
years old, which still isn’t bad.
I wouldn’t even have had the opportunity to do Pluralsight courses if I
wasn’t marketing myself and getting my name out there. I was able to
meet David Starr because of my blog and because I was speaking at
code camps. I was also constantly trying to open doors. I was pursuing
many different projects and I was investing heavily in my skills and my
career. I’m convinced that if the Pluralsight opportunity hadn’t come
along, some other life-changing opportunity would have taken its
place. In fact, I’m sure that’s true, because I’ve actually had to turn
down some of those other opportunities.
My point is that luck is required—I’m not going to pretend like I didn’t
get lucky—but to some degree, you make your own luck. If you’re out
there pounding the pavement, working hard, always trying to better
yourself and those around you, you greatly increase the likelihood of
getting lucky.
The final piece of the equation was hard work. There are many Plu-
ralsight authors who have had the same opportunity I did. I’m not
saying that they don’t work hard, but I made an active choice to be
the Pluralsight author with the most courses in the library. I busted
my butt working late nights and weekends for years to make my
dream come true.
It isn’t enough to get an opportunity—even a once-in-a-lifetime one.
You have to make the most of it, or it won’t really matter.
Now, before I wrap this up, I want to mention what both my wife and I
believe was a very important factor in our success. I don’t know if
you’re religious. I’m not going to try and convince you of my religious
beliefs in this book, because that’s not what it’s about, but I’d not be
completely honest if I didn’t mention that my wife and I are both Chris-
tian, and as part of our beliefs we contribute about 10% of our earning
to charity.
Back when we first started on our journey, we decided to start tith-
ing 10% of all the income we made—we actually give this income to a
346 CHAPTER 55 Bonus: How I retired at 33
charity that supports orphan kids in India. When we first started
making our tithes, the very next week my wife got a raise that exactly
covered the amount of money we were now tithing. I personally think
a large portion of our success was due to this commitment to tithe—
which we maintain today.
Even if you aren’t of the religious type, I think there is a somewhat log-
ical explanation for this. I think the harder you hold on to money, the
more difficult it is for you to make the smart financial investments you
need to make to be successful. Tithing or giving away a fixed portion of
your income to charity—voluntarily—changes the way you think
about your money. The mental transition goes from owner to steward.
Well, I hope my story inspires you and at the very least gives you an
idea of how it can be possible to retire early. Part of the reason I
wanted to share my story with you is so that you could see how many
mistakes I made along the way. I could have reached success much
faster if I’d had the knowledge and experience then that I do now. Per-
haps you can learn from some of my mistakes and avoid them yourself.
Section 6
Fitness
The human body is the best picture of the human soul.
—Ludwig Wittgenstein
t might seem a little strange to you that a book written for software
developers would have a whole section dedicated to fitness, but I don’t
think it’s strange at all. In fact, I think it’s my duty to include this sec-
tion, because I honestly don’t see how you can be the best programmer
you can be if you don’t pay attention to your physical health.
I’ve seen the need for education and encouragement in the realm of
physical fitness in the software development community for a long
time. When I first started programming, the typical stereotype of a
software developer was a nerdy, skinny guy with thick-rimmed glasses
and a pencil protector. Today, the stereotypes seems to have changed,
but for the worse. Now, many people think of software developers as
fat guys with a beard going down to their neck, wearing a stained white
cotton t-shirt while eating pizza.
Obviously both of these stereotypes are wrong—there are plenty of
software developers, male and female, who don’t fit either of those
molds—but the second stereotype scares me more than the first,
because in a way I think that some developers start to think that they’re
supposed to fit it.
348 CHAPTER
The goal of this section is to give you basic education on fitness and to
encourage you to break out of the mold and realize that just because
you’re a software developer doesn’t mean that you can’t be healthy and
perhaps even dashingly handsome or, if you’re a female, strikingly
beautiful. You can get in shape, you can be healthy, but it all starts with
education and the belief that it’s possible.
You might also wonder what makes me qualified to write about diet,
nutrition, and physical fitness. I don’t have any degree in nutrition, I’m
not even a certified personal trainer, but what I do have is experience.
I’ve been learning about fitness and diet since I was 16 years old. I
entered my first bodybuilding competition when I was 18. I’ve also
coached and helped many other people, including software developers,
to get in shape, lose weight, gain muscle, and reach other fitness goals.
While I’m not an expert, my knowledge in this area is fairly wide and
it’s tempered with experience.
I’ve also taken a couple of chapters that cover some of the basics of
nutrition out of this section and placed them in the appendix. If you’re
interested in finding out exactly how calories work and how your body
uses them, you might want to check there first.
349
56
Why you need to hack
your health
Physical fitness is not only one of the most important keys
to a healthy body, it is the basis of dynamic and creative
intellectual activity.
—John F. Kennedy
How can I motivate you to get in shape? Let me see.… How about that
you’ll live longer because heart disease is the number one killer in the
world, followed by stroke? How about that exercise has actually been
shown to make you more creative and boost your mind? Vain? I’ve got
answers there as well. Who doesn’t want to be more physically attractive—
I know I certainly do. Lifting weights and losing some fat can make you
more attractive and give you more options for extending your…legacy.
And, let’s face it, most software developers spend quite a bit of time at a
desk, sitting down all day. As software developers, we stand to benefit
greatly from learning how to get fit and healthy, because our jobs tend to
push us in the other direction.
In this chapter, we’ll take a more in-depth look at some of these reasons
for getting in shape, and I’ll try to convince you that you should start
right away—as in now, not tomorrow or next week. Getting fit can make
you a better software developer. Here’s why.
350 CHAPTER 56 Why you need to hack your health
Confidence
I’m not going to start by trying to appeal to your actual desire to be
healthy. We all want to be healthy, and most of us have at least some
idea of what we need to do to become more healthy, but we still pick up
that slice of pepperoni pizza or make the late night Taco Bell run.
Being healthy, by itself, isn’t a strong enough motivator to get into
shape—at least, not until your life is directly jeopardized, but we’ll get
to that in a bit.
Instead, I’m going to start off by focusing on one of the most important
benefits of healthy eating and exercise: confidence. You might think
confidence isn’t that important, or perhaps you say “Hey, I’ve already
got confidence, bro.” But whether you already see yourself as having
some extra to spare or you don’t see why it’s so important, I’ll tell you
why you’re going to want to have it and have as much of it as you can get.
A study performed by researchers at the University of California
Berkley’s Haas School of Business showed that confidence was a bet-
ter predictor of success than talent (http://simpleprogrammer.com/ss-
overconfidence). There have been other studies that show a similar
correlation.
But how can being fit gain you confidence? Simple: getting in shape
helps you to feel good about yourself and the fact that you can accom-
plish the goals you set out to accomplish. That self-confidence carries
outward and is projected in your conversations and interactions with
others. Also, for a less scientific explanation: when you look good, you
feel good.
Imagine how good you’ll feel when you’re fitting into those skinny
jeans or popping the threads on the arms of your shirt. Feeling fit, feel-
ing like you’re healthy, changes the way you act. It changes how you
view yourself and how threatened you feel around others and by their
accomplishments, and it changes the way others see you and feel about
you as well.
Much of this book is about going out and doing things that require
some degree of confidence. It’s difficult to conjure confidence by
thinking about it, but almost every person I’ve ever trained in the
Brain power 351
weight room or helped to lose some pounds has suddenly found a con-
fidence they didn’t know they had.
Brain power
Is it really true that exercise can make you smarter? Well, I’m not sure
about smarter, but a recent study at Stanford University showed that
walking was able to substantially increase creativity—by about 60%
(http://simpleprogrammer.com/ss-walking-creative). In the study, Dr.
Oppezzo asked a bunch of students to complete some creativity tests.
The tests involved coming up with uses for objects and other activities
that could be attributed to creativity.
Students first sat at a desk and completed the tests, and then they were
asked to do similar tests while walking on a treadmill. Almost all stu-
dents showed a large increase in creativity. Even when the test was
performed with students walking and then sitting down, the results still
showed an increase.
What does this mean? It means that walking has a significant effect on
at least one function of your brain—creative power—but I suspect that
it also affects quite a bit more.
I can tell you from personal experience that the more I exercise and the
healthier I am, the better I seem to perform at my work. I notice that
I’m considerably better at focusing and being productive when I’m at
my best physically. For my “Get Up and CODE” podcast, I’ve had the
pleasure of interviewing guests like John Papa, Miguel Castro, and
other well-known developers who’ve reported similar experiences.
I can’t say for sure whether the actual exercise or body-fat percentage
of my body causes chemical or structural changes in my brain that
makes me smarter or more focused, or whether I just feel better and
therefore work harder, but does it really matter which it is?
If you’re always feeling tired and unmotivated to work or you just don’t
feel like you’re performing at your peak, you might find that a change
of diet and exercise can renew both your body and your mind.
352 CHAPTER 56 Why you need to hack your health
Fear
I didn’t want to pull the fear card right away, but I think it’s still impor-
tant to mention that if you’re overweight and generally unhealthy,
you’re putting yourself at a considerable risk for all kinds of prevent-
able diseases.
I run a podcast about fitness for developers called “Get Up and CODE”
(http://getupandcode.com), and on that podcast I’ve interviewed many
developers who eventually got in shape, not because they wanted to be
more confident and increase their brain power, but because they felt
like they were knocking on death’s door.
In particular, I remember talking to Miguel Carrasco about his journey
to fitness. He was a software developer who never paid much attention
to his weight or his health until one day he had a really bad scare that
put him in the hospital and forever changed his life.
He was driving his son home from daycare and all of the sudden his left
hand started feeling numb. He figured maybe it was just cold outside
or he had banged it on something, so he ignored it.
Later that evening, he went to lie down to take a little nap—which was
strange for him, because he almost always stayed up late. His wife
questioned him about his odd behavior and he said that ,his whole left
side of his body felt really numb. His wife convinced him to rush to the
hospital—fearing he had had a stroke.
When he got to the hospital, he found out his blood pressure was 190/
140—which isn’t good, not good at all.
It turned out he was okay. It wasn’t a big deal. They performed some
tests on him and let him go the next day, but monitored him and
administered more tests over the next month. But that experience
scared the heck out of him and forever changed his mindset.
I clearly remember Miguel telling me that it wasn’t a workout program,
a special diet, or going to the gym that caused him to lose the 73
pounds he lost in 180 days, but rather a state of mind. The scare caused
him to take his health and fitness seriously, so much so that he quit his
Fear 353
career as a software developer and became a fitness coach, motivating
and helping other people to reach their fitness goals.
I don’t tell you this story to scare you—okay, actually I do—but I hope
that I can scare you through Miguel’s story rather than through your
own, when it may be too late. Miguel was lucky because his scare
wasn’t a big deal. His scare was a warning that kicked him into gear.
But many people aren’t so lucky. Sometimes you don’t get a warning.
Sometimes you drop dead of a heart attack or are seriously harmed in
another way before you take things seriously. Sometimes it’s too late.
Don’t let it be too late for you. Get serious now. Don’t wait until you
have a health problem to start caring about your health. I know you
might not have bought this book with the primary motivation of getting
healthy, but seriously, if I help you get a better job or career, that’s
great and I’m happy for you, but if I can also help you to get in shape
so you can be around a little longer to see your kids grow up, then I’ll
count this book to be a much bigger success.
Taking action
❂Before we get any further into this section, make a commitment to your health.
Maybe you’re already healthy and the following chapters are just review for you,
but if you know that you need to get healthy, make a commitment to take your
health seriously and to make a real change in your life. I can give you all the fit-
ness and health advice I know, but if you aren’t committed to change, it won’t
matter a bit.
354
57
Setting your fitness criteria
Regardless of your fitness goals, you’ll never achieve them if you don’t have
them. Just like you have to know what the code you’re writing is supposed
to do, you need to know what kind of end result you want to achieve by all
that sweat and starvation; otherwise you’ll just be wasting your time.
In this chapter, we’ll talk about how to set realistic and achievable goals
for your fitness journey. We’ll look at utilizing both short-term and long-
term goals to achieve better results, and how long-term changes only
occur through committing to a healthy lifestyle—not crash diets and four-
hour cardio sessions.
As a software developer, prone to sitting at your desk for long periods of
time and sometimes working crazy hours, it’s especially essential that you
define some explicit criteria for getting healthy, because it might be more
difficult for you to live a generally healthy lifestyle—the odds will likely
be against you.
Picking a specific goal
It’s common to hear someone talk about starting a fitness routine or a diet
with the goal of “getting in shape.” While that may seem like a fine goal,
it’s not specific. After all, what does it really mean to be “in shape,” and
how do you know when you’re in shape?
It’s not that exercising and eating right without a specific goal won’t still
give you good results, whether you have a specific result in mind or not,
but that not having a specific goal will make it much less likely that you’ll
stick with any program and see any real changes.
Creating milestones 355
There are quite a few different goals you can pick for your fitness
endeavors. Don’t try and pick more than one at a time. If you want to
lose weight, focus on losing weight, not on gaining muscle. If you want
to improve your cardiovascular health by running, focus on that goal,
even though you might drop some pounds in the process.
It’s very difficult to achieve multiple fitness goals at the same time,
because they’re often in direct conflict with each other. For instance,
it’s difficult to gain muscle and lose fat at the same time, because you
typically need to be in calorie surplus to gain muscle and in a calorie
deficit to lose fat.
POSSIBLE FITNESS GOALS
❂Lose weight (fat)
❂Gain muscle
❂Increase strength (not necessarily the same as gaining muscle)
❂Increase muscular endurance (for sports performance)
❂Improve cardiovascular health
❂Become better at some sport
Creating milestones
About six years ago, I tore my right pectoral (chest) muscle. I was
doing some heavy dumbbell bench presses when someone offered to
spot me. I accepted the spot, but immediately regretted it when the
spotter tried to help me by pulling my arm outward instead of up. I
remember distinctly hearing a popping sound as my limp arm fell to my
side—the muscle was completely torn away from the bone. Ouch.
Needless to say, I wasn’t lifting weight for a long time after that inci-
dent. I lost quite a bit of motivation, because I now couldn’t even lift
the bench-press bar, so I did what some would do in that situation—I
stopped exercising and got fat.
At one point I weighed in at about 290 pounds. This was about 90
pounds over what I should have weighed—I’m 6 foot 3 inches tall.
When I finally came to my senses and decided I had had enough of
self-loathing and being fat, I realized I needed to lose about 90 pounds.
356 CHAPTER 57 Setting your fitness criteria
Losing 90 pounds seemed to be an impossible goal. How the heck was
I going to lose 90 pounds and get back in shape? How long was it
going to take? I realized that I wasn’t ever going to feel motivated to
lose 90 pounds, so I had to figure out how to make that huge task seem
much smaller.
I came up with an idea. I’d make a small goal of losing 5 pounds every
two weeks. I wouldn’t worry about losing 90 pounds, even though that
was my overall goal; instead, I’d focus on two-week periods at a time.
All I had to do was get on the scale and be 5 pounds lighter than I was
two weeks ago—that’s it.
It took a lot of two-week periods, but I eventually lost the full 90
pounds I set out to lose—and even a bit more. I never missed my goal
even once along the way. The key was breaking my big goal into
smaller milestones that marked my way to success.
Once you’ve decided what your primary fitness goal is, you should fig-
ure out how you can create a series of milestones that you’ll reach along
the way to your final destination. If you’re trying to lose weight, you
might decide on a certain amount of weight you want to lose every
week or two weeks—like I did. If you’re trying to gain muscle, perhaps
your milestones will be based around gaining a certain amount of lean
weight on a similar interval.
Just make sure the milestones are achievable. If you set out trying to
lose 10 pounds a week, you’re going to get discouraged quickly when
you don’t come even close to hitting that number. It’s better to commit
to a less ambitious milestone that you can easily achieve than one that
will be nearly impossible for you to reach. The momentum of success
can help carry you forward and increase your motivation to reach your
overall goal.
Landmine: What if you don’t have time?
As a software developer, you might have a hectic schedule and you might even travel
quite a bit, so how do you find time for diet and exercise and to pursue your fitness
goals? There’s no easy answer for this, but my best advice is to make it a priority. I
used to create meeting requests specifically on my calendar for things like going for
a run or lifting weights. If you’re having trouble sticking with a plan, I’d advise you to
do the same. No one has to know your 7:00 a.m. meeting is actually a run.
Living a healthy lifestyle 357
Measuring your progress
As you work toward your goal, it’s very important to have a good way
to measure your progress. You need to know, at regular intervals,
whether or not you’re heading in the right direction.
Think about the best way you can measure your progress toward the
goal you’re trying to achieve. If you’re trying to lose or gain weight,
one basic measurement is a scale. If you’re trying to gain strength or
muscle, you might chart your progress by recording how much weight
you can lift and how many times you can lift that weight.
I try to avoid too many measurements, though; otherwise I can easily
get overwhelmed. I usually try to pick one main measurement that I
use to chart my progress and throw in some other measurements at
longer intervals of time.
Perhaps the most common measurement is your weight on a scale. But
you should be a little cautious with this measurement, because your
bodyweight can fluctuate by a large amount from day to day depending
on what you eat and how much water weight you’re carrying at any
given time.
I’d recommend weighing yourself every day, but only using a weekly
measurement to actually chart your progress. I’ve seen my weight fluc-
tuate by as much as 10 pounds in a single day. If you measure your
weight once a week, instead of once a day, you’re less likely to be thrown
off by the big swings your body can go through from day to day.
Living a healthy lifestyle
Hitting a fitness goal can be a great feeling at first, but that great feel-
ing can quickly deteriorate into hopelessness, depression, and eventu-
ally regression. Trust me; I’ve blown it plenty of times in my life after
achieving a big fitness goal. In fact, many dieters who lose weight even-
tually gain it back, partially due to hormones that make them hungrier
(http://simpleprogrammer.com/ss-hormone-weight), but also because
they revert back to their old habits.
After reaching your fitness goal, your battle isn’t over. You can quickly
lose the progress you made if you don’t change your actual lifestyle.
358 CHAPTER 57 Setting your fitness criteria
You can’t live on a diet forever, so you have to find a way to live your
life in a way that will maintain the level of fitness you worked so hard
to achieve.
I’d recommend that after you reach any fitness goal you slowly taper
off of the diet or program you’ve been on, rather than switching to
“normal living.” The goal is to make “normal living” somewhere
in-between what you were doing to achieve your goal and what you
were doing before that. Binge eating after losing 50 pounds will send
you on the fast track to gain it right back, and perhaps more.
You have to figure out how to incorporate healthy habits into your life
so that regular exercise and a healthy diet are normal parts of your life.
It’s not easy to do, especially if you do a extreme diet or fitness pro-
gram, so even though you may lose weight a lot faster by starving your-
self, you might want to try to incorporate a diet and exercise program
that will only be slightly stricter than what you could do perpetually.
In the next few chapters, I’ll give you some tools that will help you do
that. We’ll talk about how to figure out how many calories your body
needs to maintain its weight, how to eat healthy, and how to exercise.
With that information, you can learn to achieve your fitness goals, but
more importantly, you can learn how to create a healthy lifestyle based
on a routine you can continue for the rest of your life.
Taking action
❂Identify one big fitness goal and write it down.
❂Next list a series of realistic milestones to achieve that goal.
❂Identify one action you can take to reach your first milestones.
359
58
Thermodynamics, calories,
and you
If you want to lose or gain weight, you need to have an understanding of
what exactly makes you pack on pounds or melt them off. Surprisingly,
there’s a huge debate in the fitness industry over whether or not the
amount of your weight gain or loss is directly a factor of how many calo-
ries you eat versus how many calories you burn.
It seems like it would be a pretty easy thing to settle—I mean, to some
degree we know that calories are responsible for changes in weight—but
the debate about how much of an effect calories have isn’t something that
can be settled so easily.
I can’t promise you an absolute, smoking-gun answer in this chapter, but
I can give you some solid reasons why I tend to subscribe to the view-
point that calories are the most important factor in gaining and losing
weight. I’ll also help you to understand what calories are and how to
determine how many of them you burn in a day.
What is a calorie?
One of the first things we need to address, before you can understand
exactly how calories affect your weight, is what they are. What exactly
are calories and why do we care about them so much?
A calorie is basically a measurement of energy. To be specific, a calorie is
the amount of heat necessary to raise one kilogram of water by one
degree Celsius.
360 CHAPTER 58 Thermodynamics, calories, and you
The food that you eat is the primary source of energy for your body.
That’s why it’s measured in terms of calories. We also measure the
amount of energy we expend in terms of calories as well.
For the most part, you can assume that all the calories that enter your
body are either used or stored. Some calories go to waste, but human
bodies are very efficient machines.
Different foods provide your body with different numbers of calories—
and not just based on quantity. The same amount of broccoli will pro-
vide much fewer calories than an equivalently sized slab of butter.
Carbohydrates, proteins, and fats each provide a different number of
calories per gram, so some foods are denser than others. Carbohy-
drates and proteins provide approximately four calories per gram and
fats provide approximately nine calories per gram. And remember,
because we can’t digest fiber, calories that come from fiber sources can
basically be discounted.
Losing weight is simple
If calories represent energy and your body can only get energy from
food, then it’s easy to figure out how to lose weight—just eat fewer cal-
ories than you burn. I don’t think anyone will disagree that you’ll ulti-
mately lose weight if you eat fewer calories than you burn—the debate
is over accurately calculating how many calories you actually burn.
The good news is that even though you can’t know for sure how many cal-
ories you burn or consume in a day, you can make some pretty good
guesses. And if you allow for a reasonable margin of error, you can almost
guarantee weight loss or weight gain. The key is making a good guess.
Making a good guess starts with knowing how many calories you need
to expend to lose some fat—I’m assuming you’re interested in losing fat
and not muscle. A pound of fat is worth, energy-wise, approximately
3,500 calories. If you want to lose a pound of fat, you have to burn
about 3,500 more calories than you eat. Pretty simple. (By the way, this
applies to both men and women.)
Only it’s not quite that simple. Unfortunately, you don’t just lose fat
when you lose weight. It’s true that if you have a deficit of 3,500 calories
you’ll lose weight, only not all of it will be fat, some of it will be muscle.
How many calories are you burning? 361
If you want to lose weight, you need to make sure that the calories
you’re consuming are fewer than the calories you’re burning. The
amount of calorie deficit you have will determine how much weight
you lose. That means that if you want to lose weight, you need to know
two things: how many calories you’re consuming and how many calo-
ries you’re burning.
How many calories are you consuming?
Calculating how many calories you’re consuming isn’t all that difficult.
Most of the food we buy has a label that tells us how many calories per
serving the food contains. For the foods that don’t have a label, you can
use an application like CalorieKing (http://simpleprogrammer.com/ss-
calorie-counter) to look up the amount of calories a particular food has.
Unfortunately, food labels aren’t always 100% accurate. You should
plan for a 10% margin of error on packaged food labels. If you eat at a
restaurant, you should expect a much higher margin of error—you
can’t trust a chef to measure everything perfectly. Adding a little more
butter to a dish could increase the total calories by a large amount.
Also, the more complex the food you eat, the more difficult it is to accu-
rately measure the calorie count. That’s why I try to eat fairly simple
foods when I’m dieting. I also try to eat the same foods frequently so
that I don’t have to keep looking up calorie counts.
How many calories are you burning?
Calculating how many calories you burn is a little more difficult, but
you can get a good estimate.
Whether you’re running a race or sleeping on the couch, your body
burns calories. Your body requires a certain amount of fuel just to keep
you alive. This base amount of calories is called your base metabolic
rate, or BMR.
You can calculate your approximate BMR by a combination of your
weight, height, age, and sex. This calculation will tell you how many
calories you’ll burn just to stay alive, so it’s a good starting point in cal-
culating how many calories you burn in a day—you know you at least
burn that much.
362 CHAPTER 58 Thermodynamics, calories, and you
To calculate your BMR easily, you can use an online tool: search for a
BMR calculator or try the one at http://simpleprogrammer.com/ss-bmi-
calc. For example, I am 6 feet 3 inches, I weigh about 235 pounds, and
I’m 34 years old, so my BMR is about 2,251 calories per day.
Now, most of us don’t just sit around doing nothing all day, so the
BMR isn’t exactly an accurate measurement of how many calories you
burn. To get a more accurate estimate, you can use the Harris Benedict
Equation shown in table 58.1 to calculate your approximate calorie
burn based on activity levels.
I run three times a week and lift weight three times a week, so by using
the Harris Benedict Equation, I can figure that my daily calorie burn is
2,251 * 1.725 = 3,882 calories. But if I’m trying to lose weight, I drop
myself one category lower to be on the safe side. A conservative esti-
mate of my calories burned would be 2,251 * 1.55 = 3,489 calories.
Plug in your stats to figure out how many calories you burn each day.
Before you do it, though, take a guess and see how close you come.
Utilizing calories to achieve your goal
Okay, so now you know how calories work and how to calculate how
many calories you consume and approximately how many you burn.
You can use this information to come up with a basic plan for losing or
gaining weight.
Suppose I wanted to lose weight. Let’s say I had a goal of losing about
a pound a week. Using what you know now, how could I create a fit-
ness and diet program that would allow me to reach my goals?
Table 58.1 Harris Benedict Equation
Little to no exercise BMR * 1.2
Light exercise (1–3 days per week) BMR * 1.375
Moderate exercise (3–5 days per week) BMR * 1.55
Heavy exercise (6–7 days per week) BMR * 1.725
Very heavy exercise (twice per day) BMR * 1.9
Utilizing calories to achieve your goal 363
Well, first I’d want to start with the calories I burn each day. If I don’t
change my routine at all, I’ll burn about 3,500 calories each day. If I
don’t eat anything all day, I’ll lose a pound—I’ll also be very grumpy.
If I want to lose a pound a week, that means I need a total deficit for
that week of about 3,500 calories. If we take 3,500 and divide it by 7,
we get 500. I need a calorie deficit of about 500 calories a day.
If I’m burning 3,500 calories each day, I can eat a max of 2,500 calories
and I should be at a calorie deficit of about 500 calories. In theory this
will work, but in reality, I might not see the results I expect.
A variety of reasons could cause me to not actually lose one pound a
week, even though the numbers show I should. I could measure my
food wrong and be off by about 100 calories at each meal, which could
make my calorie count 300 calories higher than I expected. I could also
not work out quite a much as I estimated, which could bring my calorie
burn down—although I’ve already compensated for that a bit.
What I might actually want to do is reduce the calories I eat by about
10% or 250 calories, just to make sure that I’m going to meet my goal.
That would mean that I’d try to eat around 2,250 calories a day and I
could be pretty confident of hitting my goal.
You can apply the same steps to create a plan for yourself for losing or
gaining weight. Be careful, though, because as you start to lose weight
your BMR will drop, so you’ll need to eventually reduce your calories
further or increase your activity to keep losing weight.
Taking action
❂Track the calories you eat for at least three days. This will give you a good idea of
your basic calorie consumption. Before you do it, take a guess and see how
close you actually end up.
❂Calculate your BMR and use the Harris Benedict Equation to calculate approxi-
mately how many calories you burn each day. Compare that number with how
many calories you eat. Are you on course to lose or gain weight?
❂Utilize this information to come up with a basic plan, as far as calories and activ-
ity are concerned, for either losing or gaining weight.
364
59
Motivation: Getting your butt
out of the chair
The hardest part of reaching any fitness goal isn’t actually setting the
goal, knowing how to achieve it, or even doing the work required to get
there. The hardest part of reaching any fitness goal is getting and keeping
the motivation to do it.
As a software developer, you’re probably busy. You’ve got broken builds
to worry about and bugs that need to be fixed. It seems like there’s always
some reason to put off working out and starting that diet until later. The
only problem is that “later” never comes.
If you want to be successful with losing weight, becoming the buffest
computer programmer in existence, or just getting healthy, you’ll need to
learn how to motivate yourself and stay motivated. This chapter is all
about what it takes to actually stop thinking about your fitness plan, put
it into action, and stick with it.
What motivates you?
We’re all motivated by different things. What motivates you might not
motivate me and vice versa. It’s important to take some time to think
about what kinds of things motivate you the most. What is it that makes
you want to wake up and start your day? Conversely, what is it that
makes you want to run away and hide?
If you can find one primary motivating factor in achieving your fitness
goals, you can use that motivator to help get you out of your chair and start
Rewarding yourself too early 365
moving. If I asked you to go to the store to pick up something, you might
not be that motivated to do it. But if I asked you to go to the store to pick
up $1,000, you might be in your car and on your way before I could fin-
ish asking you. The right motivator can make a big difference.
Rewarding yourself too early
If you want to kill your motivation, make the mistake of rewarding
yourself for a job well done before the job is…well…done.
Just last week, I did some work for a client that paid me up front. They
paid me for about 24 hours’ worth of work before I had actually done
the work. Normally, I’d be motivated to get 24 hours’ worth of billable
time from a single client in a week, but this time, I wasn’t motivated at
all. Why?
It was because I already had the big, fat check in my bank account. I
received the reward before I actually did the work, so I wasn’t as moti-
vated to do the work.
The same thing can happen to you. I see it all the time. It’s common to
buy a nice, expensive pair of running shoes or a brand-new treadmill to
motivate you to start your new workout program. But while you might
think that getting that new $400 blender is going to motivate you to eat
healthy, the opposite happens. You already got the reward, so the moti-
vation is gone. You can actually demotivate yourself by giving yourself
the reward before you earn it.
Instead, try telling yourself that once you’ve been running consistently
for three months, you’ll reward yourself by getting a new treadmill and
some running shoes. Tell yourself that if you can eat healthy for a
whole week, you’ll get to go on a shopping trip to Whole Foods and
buy a bunch of healthy groceries. Always try to make it so that you
have to earn a reward and you’ll be much more motivated to reach
your goals.
There’s actually some scientific evidence to back up this viewpoint. For
an interesting read on willpower, check out The Willpower Instinct by
Kelly McGonigal (Avery, 2011). In this book, the author cites several
366 CHAPTER 59 Motivation: Getting your butt out of the chair
studies that show that rewarding yourself before reaching a goal can
make you feel like you already achieved the goal.
Motivation ideas
Even though you might have already come up with a great motivator to
get you started on becoming a new, healthier you, that motivator may
eventually lose its effectiveness—in fact, I know it will. I’ve lost my
own motivation more times than I can count, and if you talk to anyone
who has started and quit a diet, you’ll probably find the same problem.
You’ll need to figure out some other ways to hack your motivation.
One good way to stay motivated is to post pictures all over the place
that serve as reminders of what you want to look like. Those pictures
can help keep you on track and focused on your goals. The next time
you’re looking at a piece of chocolate cake, Arnold Schwarzenegger
will be staring you in the face saying “Are youuu gowving to eeeat dat
caeek, you weenie?”
It can also help to chart your progress and constantly remind yourself
how far you’ve come. Tonight I didn’t feel like writing any more chap-
ters in this book, but I reminded myself that I was on chapter 59 and it
motivated me to continue. Sometimes just knowing that you’ve already
traveled very far down a road is enough motivation to keep traveling
down that road. Everyone hates to break a long winning streak.
Another powerful motivation technique is gamification. The idea
behind gamification is simple: take something you don’t like to do and
make a game out of it. There are actually quite a few fitness applica-
tions that help you to gamify your workouts and healthy habits.
GAMIFICATION APPS
❂Habit RPG: https://habitrpg.com/static/front
❂Super Better: https://www.superbetter.com/
❂Fitocracy: https://www.fitocracy.com/
❂Zombies, Run!: https://www.zombiesrungame.com/
It can also help to get a lifting or running partner, or even to start a new
diet program or challenge with a friend. Having someone to talk to and
Just get it done! 367
share your experiences with, good and bad, can make the journey seem
more enjoyable and keep you motivated. I’ve always found that I’m
more consistent in making it to the gym when I have a lifting partner.
Table 59.1 shows a few additional ideas for motivators that might help
you stay on task.
Just get it done!
It’s great if you can keep yourself motivated, but sometimes you just
have to suck it up and stick with the plan, motivated or not. Try to
make decisions ahead of time that commit you to a course of action that
you want to take.
When you wake up in the morning and are feeling tired, it isn’t a good
time to decide whether or not you want to run. When you’re at the
office presented with free doughnuts, it isn’t a great time to decide
whether or not you want to stick to your diet. It can help to decide
ahead of time that no matter how you feel, you’re going to stay the
course until some predetermined date in the future.
Try to remove judgment as much as possible from your life by planning
things out far in advance. Know exactly what you’re supposed to eat
and do each day and you’ll be less likely to make bad decisions and
won’t have to rely as much on motivation.
Utilize principles in place of motivation when your motivation runs
out. When I’m tired and don’t feel like finishing my run, sometimes I
Table 59.1 Motivators to stay on track
Listening to an audio
book
I always have an audio book or podcast playing when I’m running or
lifting weights. I find it’s something I look forward to each day.
Watching TV on the
treadmill
You might find more motivation to run if you allow yourself to only
watch TV when you’re on a treadmill.
Getting outside If you like the outdoors, that can be a great motivation to get you
going for a run.
Getting away from your
kids
We all need a break and time for ourselves. Many gyms have day-
cares that will take care of your kids while you work out.
368 CHAPTER 59 Motivation: Getting your butt out of the chair
have to remind myself that one principle I highly value is that of finish-
ing strong. Create a set of maxims to live your life by and stick to them
when things get tough.
MAXIMS TO LIVE BY
❂Always finish strong.
❂Winners never quit and quitters never win.
❂No pain, no gain.
❂Time is short, if you want to do something in life, do it now.
❂This too shall pass.
❂A consistent process produces success.
Taking action
❂Come up with a list of reasons why you want to get in shape or improve your
health. From that list, identify the three biggest motivators. Print out those three
motivators and put them in several places where you can see them every day.
❂Pick a few motivation ideas mentioned in this chapter and incorporate them in
your life. Perhaps try to find pictures of people who motivate you and post them
where you can see them, or find a new fitness app that makes working out fun.
❂Pick a reward to give yourself after you reach a certain milestone in your fitness
journey. Chart your progress to the goal, and when you reach it, reward yourself.
❂When tempted to break your stride, stop and ask yourself how you'll feel in three
months, next year, and so on if you don’t give up. That time is coming either way.
369
60
How to gain muscle: Nerds
can have bulging biceps
Pssst! Hey, you. Yeah, you—over there. Do ya wanna gain some muscle?
Well, do ya? Good. I can help—no illegal substances required. You just
need to learn the basics of resistance training.
In this chapter, we’ll talk about how to build muscle. It’s not that hard as
long as you’re willing to put in the work. We’ll cover what causes muscle
growth and learn how you can stimulate muscle growth in your own
body. We’ll also go back to diet a bit and discuss what kinds of foods you
should eat to maximize your “gains.”
As a nerd—err … computer professional—having muscles can be a big
advantage. Not only will you look and feel better, but you’ll be able to
break out of the stereotype given to many of our profession and that
uniqueness might even help your career.
If you’re female—look, I know that you don’t want to look huge. I agree,
it’s not very attractive for a woman to look like the Incredible Hulk—but
don’t worry, lifting heavy weights isn’t going to make you huge, unless
you have a bunch of extra testosterone to go with it.
Whether you’re male or female, everything in this chapter applies to you.
Men and women don’t need to lift weights differently. If you’re a woman,
lifting heavy weights will accentuate your figure and improve your phy-
sique. It’s very, very difficult to get to the point where you look huge—
you don’t have the chemical hormones to do it. So, don’t worry, lift
heavy—and don’t forget the squats!
370 CHAPTER 60 How to gain muscle: Nerds can have bulging biceps
How muscles grow
The human body is amazingly adaptable. If you grab rough things with
your hands, they’ll grow callouses to protect them. If you run long dis-
tances, your cardiovascular system will adapt to make it easier. If you
lift heavy weights, your body will grow bigger muscles.
The trick is that your body is also very efficient—it doesn’t grow mus-
cle just because you want to look buff. You can stand in the mirror all
day wishing you looked like Hercules, but if you don’t actually lift
heavy weight, nothing will happen.
If you do lift weights, but the weights aren’t heavy enough—if they
don’t provide enough of a challenge to your body—your muscles will
have no reason to grow, so they won’t. The key is to progressively
overload your muscles by increasing the amount of work you ask them
to perform as they grow in response. You basically have to convince
your body that you need bigger muscles before it will create them.
Growing in size is just one of the ways your muscles can adapt to being
overloaded with work. Your muscles can also increase in strength and
endurance. If you want to optimize your muscle growth—the size of
your muscles—you have to give your muscles the proper kinds of stress.
Weightlifting basics
Getting started with weightlifting can be a little intimidating. There are
all kinds of different exercises and it can be difficult to know what
you’re supposed to do. Fortunately, the basics are pretty easy.
First, we need to talk about some of the terms involved in lifting
weights. When you lift weight, you usually break up the workout into
different exercises. For each exercise you do a number of sets, and for
each set you do a number of repetitions, or reps.
The definition of an exercise is pretty obvious, so we won’t waste time
talking about that. A set is basically one continuous session of perform-
ing an exercise. Reps are each one full cycle of the exercise.
Different goals 371
Typically, you’ll do a certain number of reps of an exercise and then
take a rest. You’ll call that a set. For each exercise you’ll do a certain
number of sets. Let’s look at an example.
Suppose you were going to do a common lift called a squat, which is
basically where you go from a standing position to a squatting position.
Your goal might be to do 3 sets of squats of 10 reps each. That would
mean that you would do 10 squats, then take a rest, and you’d repeat
that three times.
Different goals
Remember how I said that your muscles can adapt in different ways?
How your muscles adapt will be primarily determined by how you lift.
Now that you know what reps and sets are, we can talk about how you
can utilize reps and sets to achieve different goals with weight training.
Strength
If you do a small number of reps with a fairly high rest period between
sets, you’ll primarily cause your muscles to adapt by growing stronger.
Naturally, muscles that grow stronger will also grow bigger, but the
same-sized muscle can vary greatly in strength. Just because you’re
getting stronger, doesn’t necessarily mean you’re getting bigger—or at
least not as big as you can with other training methods.
Typically, if gaining strength is your goal, you’ll want to have reps that
are in the one to six range. But limiting the reps isn’t enough. You’ll
want to lift as the heaviest weights you can for that rep range. The idea
is that if you’re targeting four reps, you physically can’t do five with the
weight you’re lifting.
Size
The next goal you might have—perhaps the most common one—is
muscle size. Muscle size growth is known as hypertrophy. Muscle size
is primarily achieved by medium rep ranges with moderate rest times
in between. To achieve maximum muscle size, you want to try to hit
rep ranges between about 8 and 12. Again, this means that you lift the
heaviest weight you can for that many reps. At the higher rep ranges,
372 CHAPTER 60 How to gain muscle: Nerds can have bulging biceps
you’ll feel quite a bit of burn before you actually hit muscle failure. As
they say, no pain, no gain.
Endurance
Finally, you might be interested in increasing your muscular endur-
ance. I’m pretty sure you can guess how to do that—increase the reps
even further. If you train with very high reps and fairly short rest peri-
ods, you’ll maximize your growth in terms of muscular endurance.
That means that your body will adapt to be able to not tire out so easily
when under a load.
To achieve muscular endurance increase, you want to have rep ranges
above 12. You might do 20 reps or more to increase your muscular
endurance. But be warned: if you focus on muscular endurance, you
won’t see much of an increase in size—you might even see a decrease.
Consider the difference between sprinters and long-distance runners to
get an idea of how this works.
Getting started
Okay, so now you might be wondering what kinds of lifts you should
actually do and how to get started. The good news is it isn’t as compli-
cated as many fitness magazines and fitness gurus make it out to be.
There are some basic lifts you can do that will get you the maximum
benefit in the least amount of time.
Let’s start by talking about how you might split up your routine in a
week. I’m a big fan of a three-day workout routine, but you can adapt
the basic plan I’m going to give you to exercise more frequently if you
wish.
When you initially start out, you’ll probably want to do lifts that target
your whole body, but eventually you’ll need to split things up so that
you work certain body parts on certain days. (You need to increase the
volume of the work you do so that your body continues to adapt.)
I divide exercises into three categories: push, pull, and legs. Push exer-
cises are exercises where you’re pushing the weight away from you.
These exercises usually use your chest (pectorals), shoulders (delts),
What lifts should you do? 373
and triceps. Pull exercises are exercises where you’re pulling the
weight toward you. These exercises usually use your back and biceps.
Finally, leg exercises work…well…your legs, of course.
Starting out, you might want to do push, pull, and leg all in the same
day. Just do one exercise per body part—we’ll get to what exercises in
a bit. You’ll be very sore the first time you lift weights. The soreness,
known as delayed onset muscle soreness (DOMS), will come the next
day and usually last around a week—don’t worry, though; it gets better
and less frequent if you stick with it.
Once you’ve been doing full-body workouts for about two to three
weeks, you can progress to splitting up your workouts to either a two-
day split of upper body and lower body or a three-day split of push,
pull, and legs. Table 60.1 will give you some ideas.
What lifts should you do?
Okay, so now that you have a basic plan and know how to reach your
goals, you need to know what kinds of lifts you should do. In this section,
I’m going to give you suggestions for what I think are some of the best
all-around exercises you can do for each body part. I’m not going to go
into the details of how to do each exercise here, but you can find pictures,
videos, and full descriptions at one of my favorite internet sites for fitness,
Bodybuilding.com (http://simpleprogrammer.com/ss-bodybuilding).
The general strategy for picking good exercises is that you want to do
as many compound movements as possible. Compound movements are
Table 60.1 Splitting workouts between upper and lower body
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Beginner Push, pull,
legs
Push, pull,
legs
Push, pull,
legs
Intermediate Upper
body
Lower body Upper
body
Intermediate
to advanced
Push Pull Legs
374 CHAPTER 60 How to gain muscle: Nerds can have bulging biceps
lifts that involve multiple joints. The more joints involved, the more
muscles involved, so the bigger the bang for your buck. Many of the
exercises I recommend here work different muscles, but have one pri-
mary muscle group that they work the most.
You’ll also probably want to start with a low number of sets, perhaps
just 1 or 2, and then eventually work up to about 3–5 per exercise. In
general, I try to make a workout have about 20–25 sets total. That
should take about an hour. More than that isn’t necessarily beneficial.
Best all-around exercises
There are more exercises you can do and variations of these, but these are the sta-
ples that I add to almost any routine I create for myself or someone else. You can
pick some of the best ones from these exercises.
PUSH
Chest
❂Bench press—This is one of the core chest exercises. Learn how to perform this
exercise correctly. You can also do this exercise in an inclined or declined posi-
tion to target different parts of the muscle.
❂Dumbbell flys—Another great chest exercise that can really help you to add size
to your chest.
Triceps
❂Overhead triceps extensions—I prefer to do these seated. I find them to be one
of the best triceps exercises overall. They work the whole triceps and can really
help you get bigger arms.
❂Cable pushdowns—With this exercise you don’t work as much of the triceps, but
it targets the outer head of the triceps, so it can give you that nice horseshoe look.
Shoulders
❂Military press—If you do this lift standing, it will work your abdominals as well.
Just be careful with this one. You want to start with light weights and learn to do
the exercise properly. Overall, this is one of the best shoulder exercises and a
very good compound movement.
❂Side lateral raises—With this exercise you hit the sides of your shoulders, which
is a difficult area to grow. Even though this isn’t a compound movement, I highly
recommend it.
PULL
Back
❂One-armed dumbbell rows—This is a pretty painful exercise—at least for me—but
it will grow your back like nothing else. Do one arm at a time for maximum effect.
What to eat 375
If you had to choose only a few exercises to do, here’s what I would
recommend, in order of value: squats, deadlifts, bench press, and mili-
tary press. If you just do those exercises, you’ll definitely see growth.
What about abdominals? Well, it turns out you don’t need to worry
about working those directly as long as you’re doing the core lifts I men-
tioned in the sidebar. Squats, deadlifts, and military presses (standing)
work your core as you try to stabilize yourself to do the exercises.
Make sure you look up how to do each exercise and learn how to do
them correctly. Always start with light weights and work your way up.
What to eat
You can do a great job lifting weights and still not see any gains if you
don’t eat properly. Fortunately, it’s not difficult to do. You just need to
make sure you’re eating a surplus of calories and that you’re getting
enough protein.
❂Pull-ups—A staple for working your back and building big lats—you know, the
sides of your back that give you that v-taper and make it look like you have
wings. If you can’t do any pull-ups, look for a machine that assists you until you
can do them on your own.
Biceps
❂Alternating dumbbell curls—This is one of the best biceps exercises, and really
the only one you need if you’re doing other back exercises, because biceps get
worked by any back exercise. Just try not to swing your body and cheat, which is
easy to do on this one.
Legs
❂Squats—Oh, baby. This is the king of lifts. Nothing feels better than getting
through your squats. This exercise activates almost all the muscles in your legs
and even works your core. Learn how to do this exercise right and don’t avoid it.
❂Deadlifts—This is another good exercise, but it’s somewhat difficult to learn.
Take it easy and work your way up with the weights. This exercise works your
whole body to some degree, but it’s also very taxing. I recommend not going
above fice reps on this exercise. Definitely take the time to learn how to do it cor-
rectly, though, because it can really mess up your lower back if you don’t. This
exercise works your hamstrings and your lower back primarily.
❂Calf raises—It’s not that important how you do your calf exercises, but make
sure you do some variation of these. You’ll look weird if you have a huge body
with tiny calves.
376 CHAPTER 60 How to gain muscle: Nerds can have bulging biceps
I recommend eating 1–1.5 grams of protein each day for each lean
pound of your weight. If you weigh 200 pounds and you have a body
fat percentage of around 20%, you’ll have about 160 pounds of lean
mass, so you should eat a minimum of about 160 grams of protein to
make sure you eat enough to gain muscle mass.
Try to eat healthy foods so that a majority of the calories you eat go
toward building muscle and not gaining fat, but you should know that
gaining fat is inevitable. When you gain muscle, you also gain some fat
with it—that’s just how it is.
As far as supplements go, you don’t need any. It can be helpful to have
a protein shake right after your workout. You also can try out creatine
if you like. It’s one of the only supplements I’ve ever found to actually
be effective. It can help you lift a little more weight and can make your
muscles look fuller. Finally, you can take some BCAAs (branch chain
amino acids) to help make sure you have enough BCAAs to build and
repair muscle. But, again, you don’t need any of these things, and
everything else is almost certainly a rip-off.
Taking action
❂Go get a gym membership and set up a personal lifting plan for yourself. If you
feel intimidated, invest in hiring a personal trainer for a few weeks to get you
started. But do something now. Don’t wait.
❂Go to http://simpleprogrammer.com/ss-bodybuilding and look up the exercises
mentioned in this chapter. Watch the videos and learn how to do the exercises.
Practice the movements without weight.
377
61
How to get hash-table abs
If there’s ever one fitness question that everyone seems wants to know the
answer to, it’s “How do I get six-pack abs?” Abs seem to be the quintes-
sential indicator of physical fitness and overall physical attractiveness.
Having abs makes you part of a special club not subject to the normal
laws of human interaction.
But how does one get abs? How does one transcend to that higher plane
of physical fitness—the one reserved for swimsuit models, Hollywood
celebrities, and ancient Roman statues? It’s not easy, but the answer, sur-
prisingly, has little to do with sit-ups or crunches.
In this chapter, I’ll pull back the curtain, roll up the shirt, and tell you
exactly how to get that washboard stomach you’ve been dreaming of.
Abs are made in the kitchen
I’ve got some good news and some bad news. The good news is you can
stop doing those stomach crunches and grueling midsection workouts—
they aren’t working anyway. The bad news is that to get abs, you’ll have
to do something infinitely more difficult—you’ll have to have the disci-
pline to drop your body fat to a very low percentage.
Most people think you get abs by repeatedly working your ab muscles.
While it’s true that just like any other muscle, you can increase the size of
your abs by working them with progressive resistance, most people don’t
have abs not because their abs aren’t big enough, but because they can’t
see them.
378 CHAPTER 61 How to get hash-table abs
You can do all the sit-ups, crunches, leg lifts, and other ab exercises
you want and never see your abs if you don’t significantly drop your
body fat. Most people who lift weights have wonderful abs even with-
out doing any direct ab training—I almost never work my abs directly.
The problem is that the abdominal region, especially for men, is one of
the main areas of fat deposits in the body.
Unless you’re genetically gifted and happen to not store much fat in
your midsection, you probably will need to have a very low body fat
overall to even begin to see your abdominal muscles. Even if that
weren’t the case, from what we know about weight training, you can
probably guess that crunches and sit-ups mainly build up muscular
endurance in your midsection, because the resistance isn’t enough to
produce muscular hypertrophy.
If you want to get six-pack abs, your journey begins in the kitchen.
We’ve already discussed quite a bit about how to lose weight, but
there’s a big difference in what you need to do to lose weight when
you’re 10, 20, or more pounds overweight and what you need to do to
lose fat when you’re already in pretty good shape.
Before you can even think about getting abs, you’ll need to reach a
point where you’re already in good shape. If you follow the advice in
the previous chapters, it won’t be that difficult to do—it just takes time.
But once you reach an average level of body fat, getting lower is going
to require some strict discipline and probably quite a bit of sacrifice.
Your body doesn’t want you to have abs
When we look at a picture of a fitness model with stunningly visible
abs, we think “Hey, that person looks great.” Our bodies, on the other
hand, think about it a little differently. If your body had a mind of its
own and could speak for itself, its reaction might be quite a bit different
than yours. Your body would probably look at the same picture and
say “Eek! That person is dying. He is starving to death. Why isn’t his
body saving him?”
You have to understand that your body is a very complex machine that
doesn’t care whether or not you look good in a swimsuit. Its chief
What can you do about it? 379
concern is centered on the goal of keeping you alive. To your body,
washboard abs are a serious problem. Washboard abs indicate that
you’re a few weeks away from starvation and death. You might be
quite confident that you’re going to have plenty of food to eat tomor-
row, but your body prefers to be prepared for long-term disasters.
That’s why it stores fat. It wants to save it for a rainy day—just in case.
As a result of this selfish goal of keeping you alive, your body does all
kinds of subversive things to halt your fat loss. Anytime you lose fat,
you lose some muscle as well—it can’t be helped—but when you’re
already at a low body-fat percentage, your body, in an evil plan to
thwart your attempts to kill it, cranks up the muscle cannibalism to a
higher degree. Your body basically throws more muscle on the fire to
burn as calories to preserve its precious fat stores.
If you think about it, it makes perfect sense. Muscle requires a certain
amount of calories every day to maintain it. The more muscle you have,
the more calories you burn, so if you’re short on calories and it seems
like you’re trying to kill yourself by starvation, your body kills two
birds with one stone by utilizing your muscles for calories, thus getting
some extra energy and reducing your overall energy requirements.
Not only does your body subvert your swimsuit-body transformation
attempts by getting rid of your muscle, it also does some other nasty
things like increase your amount of ghrelin, a hormone that makes you
hungry, and decrease your amount of leptin, a hormone that makes you
feel full. Basically, the more fat you lose, the hungrier you get and the
more difficult it is for you to feel full.
I won’t go into all the details here, but I think you probably get the
point. Once you get below a certain threshold of body fat, your body
starts kicking in all kinds of extra defenses in a crazy attempt to keep
you alive.
What can you do about it?
Unfortunately, there’s no magic bullet. Professional bodybuilders who
get to extremely low body-fat percentages do it mostly by taking ste-
roids and other drugs that you probably don’t want to mess with, as
they can be quite harmful and dangerous. In fact, if you’re curious
380 CHAPTER 61 How to get hash-table abs
about some of the extreme cutting agents that some professional body-
builders and fitness models use to get “cut,” do a quick Google search
on DNP. This extremely toxic chemical basically shuts down your mito-
chondria, halting that ATP cycle you learned about in grade school,
and turns your whole body into a toxic furnace. (Disclaimer time: don’t
mess with DNP, anabolic steroids, or any other illegal substance to lose
fat or gain muscle—it isn’t worth it and you could die.)
But what about average, normal Joe who doesn’t want to shut down
his mitochondria? For you, the answer lies in being strict with your
diet and sticking it out for a long time. If you want to drop your body
fat low enough to see your abs, you’ll need to carefully calculate your
calories and make sure that you aren’t losing weight too quickly or too
slowly. It will take some discipline forged from Bethlehem steel to do
it—especially with the increased hunger—but it can be done.
Not only will you need to dial in your diet and pretty much forgo any
cheat meals, but you’ll also need to make sure you’re lifting weights as
if you’re actually trying to gain muscle. You can reduce the cannibal-
ization of your existing muscle by a decent degree while losing weight
if you continue to do heavy weight training, which can be difficult to do
on a restricted-calorie diet. By continuing to lift heavy, you’ll signal to
your body that you still need to keep that muscle around.
You may also try what’s known as high-intensity interval training
(HIIT) training to lose fat. HITT is cardio that’s done in very short,
intense bursts—think running sprints up a hill or running as fast as you
can for a minute or two at a time. This kind of cardio has been shown
to burn fat while preserving lean tissue better than regular cardio ses-
sions like running for long distances.
Overall, though, it’s going to take a lot of discipline if you want wash-
board abs. You’ve literally got to fight your body in a battle to the death.
Taking action
❂Search around on the internet and find pictures of people at various levels of
body-fat percentages. See if you can figure out what body-fat percentage you'll
need to be at to have visible six-pack abs. This number will differ greatly for men
and women.
381
62
Starting RunningProgram.exe
Regardless of whether you’re trying to lose weight or you want to
improve your cardiovascular health, running is something you might be
interested in. I know I’m not supposed to say this, but I’ll be honest with
you. I hate running. I’ve tried to like it. I’ve told myself that I’m having
fun while I’m counting down the time I have left on the treadmill or
glancing at my phone to find out how many miles I have left, but the truth
is, I just don’t like it.
Regardless, I do it anyway. I regularly run about three miles, three days a
week—and I’ve been doing it for about five years. Even though I don’t
like it, now that I do it regularly, it has become a routine. But getting
started wasn’t easy. If you’ve never run before, you can’t just head out
your door and go for a three-mile jog. Well, maybe you can, but when I
first started running, I couldn’t even run a block.
In this chapter, we’ll talk about why you might want to get started with a
running program, how running might affect your body, and how you can
get started doing it.
Why you might want to run
You’ll have to excuse me if my viewpoint is a bit jaded, because I don’t
actually like to run, but even with my less-than-enthusiastic attitude
about running, I can’t ignore its many benefits. Obviously, I run for some
reason besides torturing myself, right?
One of the biggest reasons why I run and why many people do is for car-
diovascular health. Obviously, running isn’t the only way to strengthen
382 CHAPTER 62 Starting RunningProgram.exe
your heart and to increase your lung capacity—any form of exercise
will do—but it’s one of the easiest. It’s pretty easy to get out there and
run, no matter where you are.
Along the same line, running also provides a good way to burn some
extra calories. Running alone isn’t going to make you lose weight—
most of your weight loss efforts should be focused on calorie restric-
tion—but it can make an impact. Running has been shown to suppress
appetite, so if you get hungry and go for a run instead, you can get a
double whammy in getting closer to your weight-loss goals.
While I don’t actually usually enjoy running while I’m running, I do feel
pretty good afterwards. I find, and several studies back me up on this
(see http://simpleprogrammer.com/ss-exercise-boosts, for example),
that running makes you happier in general. Running is a good natural
cure for mild depression and can make you feel better overall about
yourself. If you’ve ever heard of runners’ high, then you probably know
that running can also actually lift your mood in a chemical way as well,
although I usually don’t run long enough to experience that effect—
perhaps why I don’t like running.
There are a bunch of other benefits, like strengthening your knees and
other joints, increasing bone mass, reducing cancer risks, and poten-
tially increasing your lifespan. (Some of these benefits are easier to
prove than others.)
Getting started running
If you’ve never done any kind of distance running before, the idea of
running for several miles can seem impossible. But almost anyone can
get to the point where they can run a fairly long distance—even a mar-
athon.
The key to being able to run long distances is using a schedule where
you’re increasing the amount you run over time. There are some stan-
dard marathon training schedules that can take you from barely being
able to run three miles to running a full 26.2-mile marathon in about 30
weeks.
Advice for getting started 383
But before you can even begin to think about running a marathon, you
need to get to the point where you can run three miles, or about five
kilometers. That’s a good starting point, and once you reach that point,
you can enter many different 5K races and decide if you want to train
for something more ambitious.
When I started out running again—after a several-year hiatus—I used
a running program that has become popular lately, called Couch-to-5K.
The original Couch-to-5K program was created by a running group
called Cool Running (http://simpleprogrammer.com/ss-couch-to-5k).
The idea of the program is simple: you gradually increase the amount
you run week by week. You start off by walking and running for just a
short time and end up running a full 5K by the end of the program
(although the increase isn’t always so gradual).
The great thing about this program is that it’s designed for someone who
doesn’t have any experience running and might not be in good physical
shape. The program takes about two months to complete. For the pro-
gram, you do a 20- to 30-minute running session three times a week.
When I did the program, I was able to find a mobile application that
made everything extremely easy. The app kept track of where I was in
the program and told me when to run and when to walk. You can find
the official iOS version at http://simpleprogrammer.com/ss-c25k, and if
you do a search on “couch to 5K,” you’ll find apps in all of the mobile
app stores.
Advice for getting started
When you get started running, the most important thing is commit-
ment. You can start doing the Couch-to-5K program and never actu-
ally make any progress if you don’t consistently run three times a week.
If you don’t consistently run, you’ll make backwards progress instead
of forwards progress. It takes time to build your endurance and it
doesn’t take much time to lose it.
Also, don’t worry too much about progress when you’re first starting
out. You’ll probably have to start by mixing running and walking
384 CHAPTER 62 Starting RunningProgram.exe
together for the first few weeks—there’s a reason the Couch-to-5K
program advocates that approach. Over time, you’ll eventually
increase the amount you can run and you’ll reach your goals. You have
to be persistent and patient. If you push it too hard, too early, you’re
likely to become discouraged and not continue.
Taking action
❂Go to Cool Running and check out the Couch-to-5K program: http://simple
programmer.com/ss-couch-to-5k.
❂If you’re interested in starting running, download the Couch-to-5K app and plan
out the days you’ll run each week on your calendar. Make a commitment to com-
plete the program. You might get someone else to start the program with you.
Having someone else do the program at the same time can help you be account-
able and make it more fun.
385
63
Standing desks and other
hacks
As a software developer, if you’re anything like me, you’re probably inter-
ested in any shortcuts or hacks that can help you reach your fitness goals
faster or with less effort. I’m always trying to come up with a way that I
can enhance my results and reduce my effort.
Over the years, I’ve come up with quite a few tricks I utilize in my daily
routine that make losing weight, gaining muscle, and keeping up with my
fitness goals a little easier. As an added bonus, most of these tricks will
help you improve your overall health, because most of us spend way too
much time sitting front of a computer all day. In this chapter, I’m going to
share some of those tips and tricks with you.
Standing desks and treadmills
Have you ever thought that if you could just walk on a treadmill while
doing your work you could burn so many extra calories? I have; in fact, I
decided to give it an actual go. Right now, I happen to be sitting at my
desk, but I have a treadmill just a few steps away with a shelf on it that
can hold my laptop.
During the day, I’ll often spend an hour or two walking on the treadmill
at a very low speed while I’m working. By doing this, I’m able to burn
quite a few extra calories each day with very little added effort. I keep the
speed on the treadmill low enough so that I can easily walk and type or
move my mouse at the same time.
386 CHAPTER 63 Standing desks and other hacks
Originally I planned on utilizing the treadmill desk all day while I
worked, but it turns out that isn’t very practical. While it isn’t a huge
amount of effort to work while walking slowly on the treadmill, it’s
some effort, and it isn’t as convenient as sitting at my desk—especially
with my big monitors.
I figured out that I could actually burn quite a few extra calories by
slowly increasing the incline of the treadmill. Because the pace was the
same, it was still easy to type and use the mouse or trackpad, but I was
burning many more calories. I also could compact my time down to
about an hour or so a day.
Plus, as an added bonus, apparently standing is much better for your
health than sitting. There have been numerous studies that have shown
that sitting for prolonged periods of time can be extremely harmful to
your health (see http://simpleprogrammer.com/ss-health-sitting for an
example).
Also, as an added bonus, if you do the Pomodoro technique, like I do,
you can take the five-minute break to do some stretching, pushups,
pull-ups, or other exercise.
Food hacks
One of the most difficult things about getting into shape is dealing with
food. Eating healthily normally requires quite a bit of cooking and pre-
paring meals in advance. It’s much easier to go out to a restaurant than
it is to cook your own food, but if you want to be healthy, you have to
do a large degree of cooking for yourself.
I’m always trying to find ways to make it easier for me to eat healthily,
so I’ve developed quite a few food hacks that I find useful.
Landmine: What if you don’t work from home?
Of course, to be able to do this you need to either work from home or have a very
flexible working environment. For many, an easier alternative is a standing desk. A
standing desk doesn’t offer quite the same calorie-burning benefits of a treadmill
desk, but you do burn considerably more calories standing up most of the day.
Food hacks 387
Eggs in the microwave
The first “hack” I have for eating involves eggs. Eggs are an excellent
food to eat, because they are high in protein and you can control the
total calories and fat by adjusting how many whole eggs you eat versus
egg whites. The only problem with eggs is that separating egg whites
from yolks and cooking eggs is a big pain.
I’ve figured out a way to make things much simpler, though. First,
instead of buying whole eggs, you can buy eggs substitute, which is
basically just eggs whites. You can buy this in cartons at the grocery
store. Although the egg substitute has to be refrigerated, it’s a great
way to get an almost pure protein source that’s pretty convenient.
But what about cooking it? Well, I’ve found that I can actually cook
eggs and egg whites pretty good in a microwave. At first I was skeptical
about doing this, but it turns out that once you get good at microwaving
eggs, you can get to a point where you can barely distinguish them from
eggs cooked in a pan—as long as you’re okay with scrambled eggs.
Most days, the first meal I have is microwaved eggs with frozen spin-
ach. I’ll first take some frozen spinach and put it into a microwavable
container. Then I’ll heat that in the microwave for a couple of minutes
until it’s thawed. Next, I’ll pour in the egg substitute, real eggs, or a
combination of both. (I find adding at least one real egg tends to make
things taste a bit better.) Finally, I’ll microwave the eggs for a minute
or two, mix them around, and then microwave them again until they
are a decent level of firmness.
My final step is to add some cheddar cheese or salsa to the eggs. I’ll use
low-fat cheddar cheese if I want to keep the calories down. I can make
this meal in less than 10 minutes, and it’s portable because it doesn’t
involve many ingredients. The spinach makes a great filler that adds
quite a bit to the eggs, so I’m not as hungry—plus, spinach is pretty
good for you as well.
Most of my hacks are based on trying to get a lot of protein without
having to do much cooking, because I’m usually either trying to gain
muscle or preserve muscle when losing weight, and both of those cases
require a high-protein diet.
388 CHAPTER 63 Standing desks and other hacks
Plain nonfat Greek yogurt
My next food hack is to utilize plain, nonfat Greek yogurt as another
highly portable, no-cooking-required protein source. I’ve found that
the plain, nonfat Greek yogurt that you can find at most grocery stores
is almost pure protein with very little calories.
The only problem is it doesn’t exactly taste great. The flavored Greek
yogurts taste fine, but they’re full of sugar, so they aren’t healthy at all.
But don’t worry; I have a solution for you.
It turns out that if you put a little lemon juice, vanilla extract, or other
low-calorie flavoring and add a little bit of calorie-free artificial sweet-
ener—my favorite is Truvia—you have a pretty good–tasting yogurt
that’s extremely high in protein and low in calories.
You can even add your own fresh fruit or frozen fruit if you like. Adding
a little bit of fruit will add quite a bit of flavor, but very few calories.
Frozen meats
As far as meats go, I’ve found a couple of nice solutions as well. I’ve
always hated cooking chicken. Not only is it time consuming and diffi-
cult to do, but I’m horrible at it. I know that chicken breasts are one of
the staple foods of bodybuilders, but I don’t like them and I just can’t
seem to cook them.
Fortunately, though, I’ve found that I can buy frozen precooked teriyaki
chicken breasts, or, even better but slightly more fatty, teriyaki chicken
thighs. I’ve found a few different brands, but in the United States, I’ve
found Tyson to be the most common brand, and I’ve been able to find
these items at bulk-item stores like Costco, Sam’s Club, or BJs.
For a quick, tasty, and healthy meal, I’ll just pop a couple of frozen
chicken pieces in the microwave and I’ll be ready to eat in minutes.
While freshly cooked chicken might be slightly healthier, the conve-
nience of this precooked chicken saves me from instances where I
might be tempted to run out and get fast food. Plus, it tastes great.
Along the same lines, I’ve also been able to find frozen turkey meatballs.
I got the idea for this food item when I read about Ryan Reynolds eating
Food hacks 389
mostly turkey meatballs when he was getting in shape for one of his
roles. It seemed like a good idea, so I looked into it and it turns out that
turkey meatballs offer a good balance of protein, carbohydrates, and fat.
You can find turkey meatballs at most grocery stores. They are
extremely convenient as you can pop a few in the microwave and be
ready to eat in a few minutes.
Taking action
❂See if there are any of the hacks mentioned in this chapter that you can apply to
your own life to make it easier to reach your fitness goals.
❂Take a look at your current schedule and fitness plan and identify the most
annoying and time-consuming parts of your routine. How can you develop a hack
that can make things much easier?
390
64
Tech gear for fitness:
Geeking out
I don’t know about you, but I’m a big gadget geek. I love using techno-
logy to make my life easier. As I sit here typing this chapter, I’m basking
in the glow of five monitors that are hooked up to my single computer.
Why? Well, I like to say it makes me more productive—and to some
degree, I’m sure it does—but, in reality, I just like having a lot of screen
real estate. Something about technology motivates me—especially when
it comes to fitness.
This chapter is all about the tech gear that can help you achieve your fit-
ness goals or just make your journey a lot more fun. We’re entering a time
period where we can know much more about ourselves and how our bod-
ies work than ever before. This self-knowledge is known as the quantified
self. In this chapter, I’ll help you navigate your way through all the tech-
nology and pick out some of the most useful gear to help you find your
quantified self.
Step counters and pedometers
I thought it would be appropriate to start out by talking about step count-
ers and pedometers, because they’re some of the most common pieces of
tech gear that you’re likely to see today.
I’m a big fan of having some kind of step counter because it can help you
to identify how active you really are, and just knowing how active you are
can result in changes in your behavior to help you become more active.
Wireless scales 391
There are many different kinds of wearable step counters and pedome-
ters available today, but perhaps one of the most popular—especially
in the developer world—is the Fitbit (http://simpleprogrammer.com/
ss-fitbit). There are many different kinds of Fitbit models available, but
basically Fitbit tracks the number of steps you take in a day. You can
automatically sync your Fitbit with your phone and have instant access
to your data.
If you don’t already have a Fitbit or a similar device from one of Fitbit’s
competitors, I’d strongly suggest getting one. They’re fairly cheap, but
the insight they can give you into your daily activities is priceless. I’d
recommend getting one of the models that takes a watch battery and
lasts several months on that single battery, because I found that when I
was regularly wearing a Fitbit the biggest hassle for me was remember-
ing to charge it.
I’ve also found that eventually you might want to stop using a step
counter. I used a Fitbit regularly for a little over six months, but I
stopped wearing it when I realized I could estimate my own step
counts because I was so familiar with my routine and the readings I
was getting from my Fitbit.
Wireless scales
One of my favorite pieces of tech gear is a wireless scale I got from a
company called Withings (http://simpleprogrammer.com/ss-withings).
What’s cool about this scale is that it automatically uploads my data
wirelessly to the cloud, whenever I step on it. It seems like a small and
simple thing, but it’s amazing to easily have the complete history of my
weight available to me without me having to do anything except step
on a scale.
Not only does it track my weight, but it also tracks my body fat per-
centage. While the accuracy of the body fat percentage reading is ques-
tionable, what I’m more concerned about is how it changes over time.
Even though I might not get a completely accurate reading, I can see
relative changes and know if I’m going up or down.
392 CHAPTER 64 Tech gear for fitness: Geeking out
I’d highly recommend a scale like the one I got, because it can make
you much more aware of your current weight and what direction it’s
going. They say that what gets measured gets improved, and even
though you may already step on a scale every day, when you can see
the changes over time on a graph, it can really motivate you to move
that graph in the right direction.
Combo devices
One exciting area of technology for fitness that isn’t even close to
mature yet is the combo devices that are slowly being introduced.
These combo devices can measure multiple data points through various
sensors and give you quite a bit of information about yourself.
I had the chance to interview the CEO of a new startup called Angel
(http://simpleprogrammer.com/ss-angel) that’s making a combo device
that will measure your heart rate, blood oxygen level, activity, and tem-
perature. He told me about all kinds of different ways that devices like
his Angel device could change the way we not only measure our fitness
level, but all areas of our health.
Having all this data available to you can help you to optimize your
workout and know much more about how what you’re doing is affect-
ing your body. I can’t wait to get my hands on an actual Angel device
to try it out.
Google and Apple are also heavily invested in this area. At the time of
writing this book, Apple is rumored to be making a smart watch that
will most likely have an array of sensors related to fitness and health.
And Google has created a special version of the Android operating sys-
tem designed to be run on smart watches. I predict that in the future
we’ll eventually have smart watches that will be able to give us all kinds
of data about how many steps we take in a day, what our heart rate is,
and anything else that can be measured.
PUSH strength
Another device that I’m really excited about (even though it’s not out
yet at the time of writing this book) is PUSH (http://simpleprogrammer
.com/ss-push-strength). I also had the opportunity to interview the
Headphones 393
CEO of this company for my “Get Up and CODE” podcast and I was
able to learn quite a bit about this unique idea for a fitness device.
What I found interesting about the PUSH device is that it isn’t a device
that tracks your steps and your activity, but rather is designed to
improve your weight-lifting workouts. You basically put this device on
your arm or leg while you’re lifting weights and it tracks your reps and
sets. But it also tracks things like the amount of force and power you
generate, how good your balance is, and how fast you’re moving the
weights around.
For me this kind of data is like a goldmine. It’s a big hassle trying to
track reps and sets when I’m lifting weights and I’ve always wondered
how the speed at which I lift a weight affects the results I get after the
workout.
Headphones
One major piece of tech gear for my workouts is headphones. I often
listen to podcasts or audio books when I’m working out, so I like to
have a good set of headphones that I can plug into my phone.
The biggest problem I have, though, is with the wired headphones. I can’t
seem to use earbuds or anything else that has a wire. I end up pulling
the wire when I’m running and violently yanking the earbud out of my
ear. Plus, when I go to grab my earbuds they’re always a tangled mess.
Fortunately, I’ve been able to find a good pair of wireless headphones.
I’ve bought many different kinds of wireless headphones, but I’ve found
that the AresX (http://simpleprogrammer.com/ss-headset) works best
for me. These headphones are basically like wireless earbuds, but
they’re connected by a sturdy cable that’s just flexible enough to hold
the headphones together and still not interfere with my movements.
I’d definitely recommend investing in a good set of headphones. The
Bluetooth technology we have today makes it easy to get decent sound
from wireless headphones, and they’re easy to connect to a smart-
phone. With a good set of headphones, you can make use of some of
that dead time you have working out. You might also want to get a sub-
scription to Audible (http://simpleprogrammer.com/ss-audible) so you
can listen to audio books.
394 CHAPTER 64 Tech gear for fitness: Geeking out
Apps
And let’s not forget about apps. There are tons of fitness apps available
for all kinds of different purposes. I won’t even try to name most of
them because there are so many, but I’ll give you a good idea of what
kinds of apps you might want to look for and some of my favorites:
There are running apps that track your runs. I actually created an
Android and iOS app that was originally called PaceMaker and now is
called Run Faster (trademark dispute). This app tracks your runs and
helps you keep a certain pace by telling you to “speed up” or “slow
down” while you’re running. But even though I created the app, I’ll be
the first to say that there are far better apps out there for tracking your
runs. (Run Faster is really good for keeping you on pace, though.)
One of my favorite run-tracking apps is called Edomondo (http://
simpleprogrammer.com/ss-endomondo). It’s the primary run-tracking
app that I use now. It has many different features that allow you to see
quite a bit about your runs—including split times and elevation
changes.
Another type of app I utilize is one to track my weight-lifting workouts.
I used to use a pen and a notebook, but it’s much easier and more conve-
nient to have an app that can track your workouts, tell you what to lift
next, and let you know what you lifted previously. If you aren’t tracking
your weight-lifting workouts already, you definitely should start.
I’ve tried a few different ones of these kinds of apps, but I haven’t been
terribly excited with any of them. The biggest problem I’ve had is trying
to actually create the workouts—which is time consuming—and sharing
those workouts with others. (I lift with my wife and I don’t like having
to manually reenter the whole workout program in her phone as well.)
I’ve finally settled on using the Bodybuilding.com app (http://
simpleprogrammer.com/ss-bb-mobile). The reason why I like this app
is because it allows me to create the actual workout online through the
website and I can save and share that workout with anyone. It could
still use a bit of work as the app isn’t all that intuitive, but once I fig-
ured it out, I found that it works nicely.
Section 7
Spirit
If you do not conquer self, you will be conquered by self.
—Napoleon Hill
hroughout the pages of this book we’ve talked about how to improve
your career in a practical sense, how to using marketing to open doors
and release the floodgates of opportunity, how to expand your mind
through learning and teaching, how to be productive through a focused
effort fueled by persistence, the basics of finance and how to think in a
way that causes your wealth to work for you rather than you working
for your wealth, and, finally, how to strengthen and shape your body.
But there’s one missing link that ties it all together.
If we were simple machines it wouldn’t matter. But the truth is we
aren’t simple machines—we’re human beings. We’re not just a body
connected to a mind. We can’t just give ourselves instructions and
expect them to be carried out. There is another force that drives us, a
powerful force that can send us on the path to success or drive us into
the ground. You can call this force what you will, but for the purposes
of this book I call it spirit.
This section is all about that intangible connection between the mind and
body that motivates us to action and ultimately controls whether or not
we live up to our potential or fall back helplessly believing ourselves to
be a victim of circumstance. In this section, my goal is to equip you with
the tools to conquer the greatest enemy you will ever face—yourself.
397
65
How the mind influences the
body
Everything in this book so far has been mostly backed up by at least some
scientific evidence, but now we’re about to reach into the realm of the
unquantifiable. What I have to say on the upcoming subjects will mostly
be a combination of my experience and my opinion.
Why should you take seriously anything I have to say on these subjects?
A fair question, for sure. I could tell you that what I’m saying here is what
I believe has led me to the success I’ve been able to experience in my life,
but perhaps you don’t want to be like me—or you aren’t very impressed.
In that case, a much stronger argument is to be made in saying that the
ideas I’m about to give you in this section aren’t entirely my own.
Many of the concepts in this section are derived from great works by
authors much more famous and successful than me. But, more impor-
tantly, some of the ideas that came from these books—specifically the
idea that the mind is a powerful influencer of the body—have been the
hallmarks of success of some of the greatest minds of the 20th century.
I’ve made a habit every time that I’ve had the opportunity to speak to a
famous or extremely successful person to ask them what single book has
influenced them the most in life. Surprisingly, an unbelievable number of
them have answered the same two or three books—the books I’ll mention
in chapter 69, “My Personal Success Book List.”
398 CHAPTER 65 How the mind influences the body
It starts with the mind
There’s almost nothing you can do without believing you can do it. It’s
amazing how much your mind influences your body and your ability to
succeed. It’s easy to quickly dismiss the idea that if you can believe it,
you can achieve it, but there is some serious truth to that idea. At least,
the converse of that idea holds more truth: if you don’t believe it, you’re
sure not to achieve it.
You have to learn how to harness the power of your mind, to gain mas-
tery over it, if you want to be able to put into action even the smallest
plan that you devise. But it isn’t an easy task. You can’t just will your-
self to believe something. Have you ever sat and tried to do it?
Give it a try now, if you like. Try to believe that elephants are pink. Can
you convince yourself of it? Even if your very life depended on it, could
you change such a simple belief? There is almost no trick you can con-
ceive to get your mind to believe some arbitrary piece of information.
That doesn’t mean that you could never believe that elephants are pink.
A compelling piece of evidence could instantly transform your mind—
but it’s unlikely you’ll ever find a piece of evidence compelling enough
to force you to believe such an illogical fallacy. In fact, your mind is so
powerful that even if you were presented with compelling evidence
that completely contradicted your current belief on the color of ele-
phants, you might still go on believing what you currently believe,
what’s comfortable to you.
You can see that the power to master your mind isn’t quite as easy to
obtain as it would seem. To some degree we’re victims of the biological
processes of our brains. But we aren’t animals, we’re humans, so we
have the power to conquer this basic biological process because we
have consciousness; we have the freedom of choice, of freewill.
I may not be able to convince myself that elephants are pink, but I can,
in time, with repeated affirmations, change many of my beliefs to my
own liking. I have the power to shape my own thoughts—as do you.
But what good is it to change what you believe? Why does it even mat-
ter if you possess an exceptional ability to alter your own thoughts and
The mind and body connection 399
ways of thinking? Does the physical world change to meet your own
perception of reality?
This is where things get interesting. I won’t answer you outright with a
“Yes,” because if I did, you’d likely stop reading this book and throw it
in the trash bin. Of course, your physical reality isn’t molded entirely
by your thoughts and beliefs…right?
Well, before I answer that question, let’s take a step back. Let’s think
about how the physical world is actually altered. Suppose there’s a
block on a table and you’d like that block to be moved to another loca-
tion. If you don’t believe it’s possible, you won’t even try. But if you do
believe it’s possible and you believe that you can move your hand, pick
up the block, and place it in a location off the table, then you can use
your mind to control your body to perform the actions. Technically,
what you believe does have the power to shape your reality—it’s just
an indirect shaping that requires the use of your body.
It’s a mystery how consciousness is able to send signals to our nervous
systems to move our limbs. Sure, we know how the chemical and
physical process works, but we don’t know what sparks it. We don’t
know how the intangible minds we all possess are able to directly
manipulate the physical world—how we actually fire that first neuron.
Now, I’m not naïve; I know that plenty of people will tell you that we
indeed do know how this happens: that we’re just bags of chemicals
interacting with our environment, forever on autopilot, a chain of
chemical reactions that are completely based on the circumstances of
our environments. But if you believe this is true, how is it, then, that
you’re able to make the choice to read this book? How is it that I’m
able to write it? Either a complex set of chain reactions made both of
the actions inevitable—neither of us had a choice, we’re just along for
the ride—or there’s something else, something that we can’t identify
that gives us … freewill, the power of choice.
The mind and body connection
When I use the words mind and body, I’m defining the mind as the
nonphysical part of your body. Whether you call it a spirit or a
400 CHAPTER 65 How the mind influences the body
mechanical mechanism of consciousness, it’s distinct from the lower
functions of the body, including the brain.
This distinction is important, because when I say that the mind influ-
ences the body, I also mean that it influences your brain. We don’t have
to look far to prove this. The placebo effect, in which the brain thinks
it’s receiving some drug but actually gets a sugar pill or some other
substitute, is well documented. Just like Dumbo’s feather gave him the
power of flight, your mind can influence your body in ways that you
don’t have conscious control over.
Because we know that our minds are capable of manipulating the uni-
verse through the power of thought, realized as action through our
bodies, we also know that what we believe or what we think has the
ability to influence our physical reality.
In the most literal sense, this means that what you think becomes real-
ity—at least as far as it’s within the power of your body and mind to
make it so. This principle is embodied in many different forms and phi-
losophies. One popular one is the law of attraction that states that “like
attracts like.” If you think negative thoughts, negative results will
result and vice versa—but more on that in the next chapter.
You may have also heard of the popular book by Rhonda Byrne, The
Secret (Atria Books/Beyond Words, 2006), which is a bit too mystical
and hyped for my taste, but still hits on an important truth that has
been revealed in many ways in the past and will continue to be rein-
vented and discovered in the future: the same basic truth that people
who are able to change their beliefs and control their thoughts
through active mindfulness are able to bring into reality that which
they think about.
I really don’t mean to get all mystical on you here. I’m a practical per-
son; thus I believe there’s a practical explanation for much of the way
this mechanism works, but at the same time I won’t pretend that there
isn’t a somewhat mystical component to it that can’t be ignored.
The mind and body connection 401
Your beliefs become your thoughts,
Your thoughts become your words,
Your words become your actions,
Your actions become your habits,
Your habits become your values,
Your values become your destiny.
—Mahatma Gandhi
Regardless of how the mechanism works, it’s important to understand
that what you think in no small way influences and shapes the reality
you live in. You don’t even need to read this chapter to see the truth in
this statement. Simply look around you.
When you think about the people you interact with every day, do you
notice certain patterns of thinking that result in certain patterns of
behavior and results? Do you know any very successful people who
maintain a negative attitude about life and lack a personal conviction
and belief in themselves and others? Do you see people in your life who
are constantly victims, but not due to any external force—although they
constantly claim it to be so? Even when you reflect on your own life,
how often has the thought you’ve feared the most or worried about
excessively somehow defied all odds to actually come true?
If you truly want to shape the direction of your life and control it, you
have to learn to harness the power of your mind, the power of thought.
Regardless of whether or not I’ve convinced you about the mind and
body connection in this chapter, if you at least believe in the slightest
degree that your mindset and beliefs can have a positive or negative
impact on your life, the next couple of chapters will offer you some
practical advice on how you can shape your mindset to be the shape
most productive for your growth.
Taking action
❂Look for connections between the mind and body. Try to find instances in your
own life where what you’ve thought has influenced your reality in either positive
or negative ways.
❂What was your mindset the last time you experienced a great success?
❂What was your mindset the last time you encountered a major failure?
402
66
Having the right mental
attitude: Rebooting
Let me ask you a question: would you classify your thoughts as mainly
positive or negative? This goes beyond being labeled as an optimist or
pessimist. There are plenty of optimists who outwardly expect and hope
for the best, yet internally harbor all kinds of negative thoughts and emo-
tions that directly sabotage their efforts.
It turns out there’s actually scientific evidence to support the idea that
positive thinking—being more than just an outward optimist—can
improve your health, increase your lifespan, and provide all kinds of
other benefits in your life. And—perhaps more importantly—the con-
verse, negative thinking, can have the complete opposite effect. Thinking
negatively can actually harm you and hamper your efforts to succeed in
life (see http://simpleprogrammer.com/ss-negative-thinking).
This chapter is all about having the right mental attitude. We’ll look into
what it actually means to have a positive attitude, why it’s so important
for your well-being, and how to develop a positive attitude so powerful
that it’s actually infectious.
What is positivity?
I’m sure you probably are aware of what it means to have a positive atti-
tude, but the phrase is thrown around so often that it starts to lose its
meaning. Besides, if your attitude is generally negative—which, let’s face
it, is the case for most of us—it doesn’t hurt to have a gentle reminder of
what exactly it means to be positive and why it’s so important.
What is positivity? 403
Many people outright reject the idea of positive thinking, because
they’re convinced that unrealistic optimism is destructive. Often I hear
the phrase “I am realistic” thrown around in opposition to the idea that
one should fill their heads with visions of rainbows, unicorns, and
tropical beaches.
On the contrary, I’d say that positive thinking isn’t in contradiction
with being a realist. In fact, positive thinking, applied, is the ultimate
form of realism because it’s the belief that you have the power to
change your reality, that you aren’t a victim of your circumstances.
The root of positive thinking is this belief that you’re greater than your
mere circumstances. It’s the view that there are good things ahead,
because regardless of the situation, you have the power to change and
alter your own future. It’s the supreme belief in the power of human
achievement as a powerful force in the world. It’s the belief that you
can somehow tap into that power, that that power lies within you—
perhaps dormant—but no less real.
The positive attitude comes from an accumulation of these kinds of
thoughts that over time have the power to change you from the inside
out. When you possess a positive attitude, you don’t live in a fantasy
world separated from reality, but instead live in an optimal world—
one where you see the best possible future—which you seek to bring
into reality.
On a more practical level, positive thinking is all about choosing to
think good thoughts rather than bad thoughts. Every situation that you
encounter in life is open to your own interpretations. Situations don’t
present themselves as “good” or “bad.” You interpret a situation and
decide whether it’s good or bad. A person with a positive attitude tends
to interpret more situations as good than bad, not because those situa-
tions are objectively one or the other, but because they recognize that
it’s within their power to choose.
Here’s a story I have always liked that illustrates this point better than
I can. I don’t know the origin of it:
404 CHAPTER 66 Having the right mental attitude: Rebooting
There once was a farmer. One day the farmer’s only
horse broke out of the corral and ran away. The farmer’s
neighbors, all hearing of the horse running away, came
to the farmer’s house to view the corral. As they stood
there, the neighbors all said, “Oh, what bad luck!” The
farmer replied, “How do you know this is bad?”
About a week later, the horse returned, bringing with
it a whole herd of wild horses, which the farmer and his
son quickly corralled. The neighbors, hearing of the
corralling of the horses, came to see for themselves. As
they stood there looking at the corral filled with horses,
the neighbors said, “Oh what good luck!” The farmer
replied, “How do you know this is good?”
A couple of weeks later, the farmer’s son’s leg was
badly broken when he was thrown from one of their
new wild horses that he was trying to tame. A few days
later the broken leg became infected and the son became
delirious with fever. The neighbors, all hearing of the
incident, came to see the son. As they stood there, the
neighbors said, “Oh what bad luck!” The farmer replied,
“How do you know this is bad?”
At that same time in China, a war broke out between
two rival warlords. In need of more soldiers, a captain
came to the village to conscript young men to fight in the
war. When the captain came to take the farmer’s son, he
found the young man with a broken leg, delirious with
fever. Knowing there was no way the son could fight,
the captain left him there. A few days later, the son’s
fever broke. The neighbors, hearing of the son not being
taken to fight in the war and of his return to good health,
all came to see him. As they stood there, each one said,
“Oh what good luck!” The farmer replied, “How do you
know this is good?”
How to reboot your attitude 405
The positive effects of positivity
Remember when I said that positive thinking had some real, tangible,
scientifically proven effects on your life? I wasn’t kidding. Here’s a list
of confirmed effects that positive thinking has been shown to have.
These results were derived from actual scientific studies (see http://
simpleprogrammer.com/ss-negative-thinking for more information):
❂Friendship development
❂Marital satisfaction
❂Higher incomes
❂Better physical health
❂Longer lifespans
These scientifically provable results are enough to convince me that I
should find a cure for the Mondays, but there are other results that are
more difficult to prove with scientific studies. I know for a fact that my
attitude directly affects my performance at work. I’ve measured it in
terms of my own productivity. I know that when I have a positive attitude,
I’m more ready to deal with any obstacles I face and to see them as chal-
lenges to overcome rather than negative circumstances thrust upon me.
Besides, if there were no other reason to think positive than that it feels
good, would it be worth it? Doesn’t it feel better to experience positive
emotions rather than negative ones? Isn’t that really the goal of our
lives when we take out all the mortgages, aspirations to greatness, soc-
cer practices, television shows, and late-night snacking? Don’t we just
want to be happy? If so, why fight it?
How to reboot your attitude
Merely wanting to be positive isn’t enough. You can desperately want
to have a positive attitude while at the same time condemning yourself
for the hopelessness of your aspiration.
Remember how I said that you can’t easily change what you believe?
Well, it’s true, you can’t very easily change your view on the world
from a negative one to a positive one—although, strangely enough, it
seems it’s a much easier path in the other direction.
406 CHAPTER 66 Having the right mental attitude: Rebooting
Change your thoughts
If you want to change your attitude, you must change your thoughts. If
you want to change your thoughts, you must change your patterns of
thoughts. Your patterns of thoughts are defined by your habits, and
thus we go back to the staple way of changing anything significant in
your life—develop a habit for it.
But how does one develop the habit of positive thinking? Much in the
same way that one develops any habit—through a meaningful and
committed conscious repetition until subconscious controls take over.
You may not have the power to respond to an event with a positive
thought. It’s difficult to will yourself to accept that rear-ending that car
in front of you when you fumbled to check a message on your phone
was “all for the good” and that “it could have been worse.” You may
even be tempted to shout an explicative and think…gasp…a negative
thought.
But you do have the power to create positive thoughts, at will, when
you choose. Right now you can stop what you’re doing and think a
positive thought. Go ahead, pretend like we’re all sitting around at the
Thanksgiving table, and think a happy thought. Easy enough. The key
is to actively and purposefully try and do this throughout the day. The
key is to remind yourself that even though you might not have control
over your immediate reactions to any situation, you do have control
over how you consciously choose to think about the experience.
The more you put into practice this kind of thinking, the more you will
yourself to conjure up positive pictures and look for silver linings, the
more it will become a habit. In time you’ll be more likely to respond to
any incident or possible misfortune in a positive way. You can train your
brain to view things from a positive perspective rather than a negative one.
Meditation
I’ll admit that I’m not a big meditator, although, I’d like to devote some
serious time to developing it as a habit. Some studies have showed that
people who meditate are more likely to experience positive emotions, so
you also might try meditation as a way to increase your positive mojo.
How to reboot your attitude 407
Play more
I’m sure you’ve heard the adage “All work and no play make Johnny a
dull boy.” It turns out it also makes him quite negative and resentful. I
personally can trace many of my negative emotions and lines of think-
ing to forgetting to play. I find that when I take some time to have fun,
it’s much easier to be positive. Probably not a big shocker, but some-
thing to consider as well.
Books
I’ll also recommend some great books in chapter 69 that will help you
to develop a positive attitude. If you’re looking for something right
now, try The Power of Positive Thinking by Norman Vincent Peale
(Touchstone; Reprint edition, 2003).
The point is that positive thinking doesn’t come by chance and it isn’t
something you can force overnight. It takes a concerted effort to move
your mind in a positive direction. But it’s an effort worth undertaking.
Not only will you be more likely to live a longer, healthier, and more
successful life, but you’ll definitely live a more enjoyable life and you’ll
probably make life more enjoyable for the people around you as well.
Taking action
❂Capture your thoughts. Writing helps you to understand what’s going on in your
head and to focus your mind on what you want it to be focused on. Keep a
thought journal this week. Every time you get a chance, write down what you’re
thinking about and whether it’s positive or negative. Make these entries anytime
something significant happens in your day. Also create entries throughout the
day on somewhat of a regular interval.
❂Examine your thought journal. Is it mostly filled with positive expressions of
thought or negative ones? Where do the negative ones derive from? What about
the positive ones?
❂Commit to actively trying to control your thoughts and to summon as many positive
ones as possible. When a situation happens to you, take a moment to realize the
universe isn’t against you and is rather ambivalent to you—you’ll be less likely to
take things personally that way. Then force yourself to find the silver lining. Don’t
merely remove negative thoughts, but replace them with positive ones.
408
67
Building a positive self-image:
Programming your brain
It isn’t enough to think happy thoughts and have a good attitude. Sure,
you’ll see much more success by changing your attitudes from negative
ones to positive ones—not to mention health benefits—but to truly be
successful at what you wish to accomplish in life, you have to learn how
to program your own brain to achieve your goals.
People who are unable to motivate themselves must be
content with mediocrity, no matter how impressive their
other talents.
—Andrew Carnegie
Your true battle is against mediocrity—and it begins in the brain. What
you think about yourself has an amazing power to both limit you and fuel
you forward.
In this chapter, we’ll examine how you can program your own brain to
create a positive self-image that will allow you to set your brain on auto-
pilot to achieve your goals.
What is self-image?
Self-image is how you see yourself when you strip away all of the things
you’ve been told about yourself and get rid of all the lies and deceptions
you may use to trick yourself into feeling adequate.
What is self-image? 409
It’s quite possible to not even truly be aware of your real self-image,
because to a large degree it’s buried deep within your subconscious
mind. You can tell yourself and others all kinds of half-truths about
what you think about yourself, but you can’t fool your subconscious
mind. Deep down, we all have an image of ourselves that’s the ultimate
reflection of our brain’s view of the reality of ourselves.
This self-image is powerful, because your brain tends to not allow you
to do anything that would violate its assessment of self. This places arti-
ficial limitations on you that are difficult to overcome, simply because
you may not even be aware that they exist.
Consider the boy who believes he’s no good at pitching a baseball.
Does he ever become a great pitcher? Most likely he doesn’t. He cer-
tainly never does unless he learns to change his self-image to see him-
self in another light. His brain places a mental restriction on itself that
causes him to conform to its view of his self-image.
You probably have similar limitations that you may not have even
noticed—you may have taken them for granted as unchangeable,
implacable, facts—just the way life is. Are you clumsy? Lazy? Not
good at math? Bad with people? Do you have a short attention span?
Perhaps you’re shy or reserved?
While all of these things might seem like character traits that are as
much part of your DNA as your height or eye color, they’re not. There
are certain physical characteristics that you can’t change about your-
self, but many of the other things you imagine to be true about yourself
are manifestations of your own self-image that you’ve acquired, in
many cases by random chance.
Perhaps when you were little you hid behind your parents at a dinner
party and you heard words like “Little Johnny is a shy boy.” Up to that
point you may have not been shy at all, but because of that one
moment, your brain suddenly latched onto the idea and implanted that
into your self-image.
410 CHAPTER 67 Building a positive self-image: Programming your brain
Your self-image is difficult to change
It turns out you do have the power to alter your own self-image. You’ve
already been introduced to the idea in chapter 16, “Fake It Till You
Make It.” The concept behind faking it until you make it is that if you
repeatedly do a thing and act as if you are already what you want to be,
you’ll eventually become what you want to be.
It seems like a simple concept—and to be completely honest, it is—but
we hardly ever think in those terms and sometimes it can be difficult to
believe that we can actually change the characteristics about ourselves
that we believe are intrinsically part of us.
It’s almost as if we have some sick, sadistic pull that causes us to
embrace our weaknesses and limitations as a critical piece of who we
are. Ask a person who has a short temper if he’d like to change, and
there is a pretty good chance he’ll say “no.” To him, it’s as if you’re ask-
ing him to give up an arm or a leg, because he believes so deeply that
being short-tempered is an intrinsic part of himself and releasing him-
self from that shackle would be tantamount to the highest treason he
could commit against himself. That’s how powerful your subconscious
mind is in holding onto your view of self-image.
But the truth of the matter is you aren’t your propensity to feel awk-
ward in social situations or to lose your temper at the drop of a hat.
You’re not those things any more than you’re the clothes that you
wear. In fact, the clothes that you wear can have a dramatic impact on
your perception of self. You may have noticed that you feel and act dif-
ferently when you’re wearing shorts and flip-flops than you do when
you’re dressed up in a suit.
Altering your self-image—if only temporarily—isn’t all that difficult.
The difficulty is in believing that it’s possible and in having the desire
to actually go through with it. If you can accept that you’re able to
change some of the core beliefs you hold about yourself, then you’ll be
able to alter your self-image to your own liking.
Imagine the power of being able to be anything you want. Imagine being
able to go from a shy, socially awkward person to a social butterfly,
Reprogramming your brain 411
charming and dazzling without a care in the world. Imagine being able
to become the leader you dreamed of being or actually becoming good
at sports.
It’s all possible, and I know it for a fact, because I’ve altered my own
self-image in many ways. When I was younger, I always saw myself as
a dork. I won’t say a nerd, because although I thought myself to be
smart, I never really studied or took an active interest in academics. I
was also socially awkward, and I had the tendency to get picked on and
was extremely shy—to the point of being afraid to make a simple
phone call to talk to a stranger.
Something happened around my sophomore year in high school. I can’t
tell you exactly what it was, because I don’t know. It may have been
blind luck or frustration that caused me to have the thought that I
could decide who I wanted to become and then simply become it.
The transformation wasn’t immediate, but it was rapid. I threw out my
old clothes and bought a new wardrobe fitting for the person I wanted
to be. I started lifting weights. I joined wrestling and track. (I had
never really played sports much before, because I thought myself to be
unathletic.) I decided that I’d no longer be shy, so I pretended to not be
shy. I forced myself into awkward situations. I constantly reaffirmed
and told myself who I now was. I held a mental picture in my head of
myself, but in my new form.
Amazingly, it stuck. I still became a computer programmer, of course,
but after high school I went into modeling and acting. I went from shy
to the complete opposite of shy. I went from unathletic to a person who
runs and lifts weights every single week. And even to this day, I’m
refining the picture of the person I want to be and taking control of my
self-image to have it work for me instead of against me.
Reprogramming your brain
How can you set out to purposely reprogram your brain? To change
your self-image like I did so long ago? The formula is relatively simple.
It just takes time and persistence to execute it properly.
412 CHAPTER 67 Building a positive self-image: Programming your brain
It begins with having a clear picture of what you want. Your brain has
an amazing ability to seek out whatever goals you put before it. You
just have to imagine those goals clearly enough for your brain to be
able to guide you down the path you need to go.
Picture the ideal you. Set in your mind a firm picture of what you’d like
to be if there were no constraints placed upon you. Imagine yourself
more confident, walking boldly into rooms. Imagine yourself running
and leaping with grace instead of tripping over your own feet. Imagine
yourself inspiring others or being highly fashionable. Don’t place any
artificial limits on yourself except those of physical characteristics that
could obviously not be changed. (For example, it does no good to
imagine yourself taller, unless doing so would make you feel more con-
fident. Just don’t expect it to make you grow.)
Once you have this picture set in your mind, your next task is to start
acting “as if.” Act “as if” you were already what you desired to
become. Talk, speak, dress, and brush your teeth like the person you
want to be. Don’t pay attention to reality. Don’t pay attention to what
people say about your “changes”; instead, pretend like you’re already
at your desired goal and that your behavior is a natural extension of
this new personality.
You’ll also want to give yourself plenty of positive affirmations that
plant the seeds of this new way of thinking deeply into your subcon-
scious mind. It turns out that positive affirmations aren’t just mumbo-
jumbo that crazy self-help people spout. Your brain will actually start
to believe something if you tell yourself it enough times. Remember
how we talked about how difficult it is to change your beliefs? You can
change them if you’re persistent and deliver a consistent message.
I’d recommend finding quotes and images that remind you of the new
mental state you want to have. Fill your day with positive affirmations
that confirm and reinforce your new beliefs. Spend time mentally visu-
alizing yourself as what you want to be. Many sports athletes do the
exact same process to improve their performance. Before competing in
a major event, they’ll do a mental rehearsal. They’ll actually play the
event in their mind and see themselves succeeding. Studies have shown
Reprogramming your brain 413
this kind of fake practice can actually be as beneficial as real practice. I
read a story about how a professional football team, the Seattle
Seahawks, have meditation sessions where the players are told to visu-
alize success.
Most importantly, though, watch what you say. What you say about
yourself, you believe. Your subconscious mind is still that impression-
able child hearing your voice and it believes what you say. If you say
you’re clumsy or forgetful enough times, your subconscious will
believe it.
Taking action
❂Make a list of all the things you are, good and bad. Try to think not only about
how you perceive yourself, but also how you think other people perceive you.
This list might not be totally accurate—many aspects of your self-image are bur-
ied deep in your subconscious—but it will give you a good place to start.
❂How many of those aspects on that list do you perceive as unchangeable? Why?
Think about whether or not those things are permanent or just limitations you’ve
placed on yourself because of what you believe.
❂Try to change at least one aspect of your self-image that you find to be negative.
Use the advice in this chapter to do it. Try the “fake it till you make it” approach
and use positive affirmations to reinforce your new belief.
414
68
Love and relationships:
Computers can’t hold
your hand
I debated whether or not I should include this chapter, because I’m not a
relationship expert, and this book isn’t really about finding love. But I
thought that I wouldn’t be true to the software developer’s life manual if I
didn’t at least address this topic.
There are so many things to say about love and relationships that it would
be pretty difficult to cover it all in a single chapter, so I’ve decided to con-
dense down this chapter to the most important and most relevant issues
that are likely to plague someone in the software development world—
male or female.
Why software developers sometimes have a hard time finding love
I’ll fall back to the stereotypical software
developer again to try and address this
issue. Of course, I recognize, like all ste-
reotypes, that the particular stereotype of
a nerdy, socially awkward software devel-
oper might not apply to you, but if it
does—or if at least part of it does—you’ll
probably relate to some of what I have to
talk about here.
Forever alone
Understanding the game 415
There’s a popular meme on the internet called “forever alone.” It basi-
cally signifies this idea of feeling like you’re alone and that you’ll never
find “love.” In my experience, many software developers, especially in
their younger years, can relate to this meme.
Unfortunately, identifying with this meme and feeling might actually
be exasperating the problem. It’s kind of weird how human love and
relationships work. It’s really a game of cat and mouse. At any given
time, one person is chasing and another is being chased. As long as the
sides switch occasionally, there isn’t a problem. But when one person is
always doing the chasing, the other person tends to keep running fur-
ther and further away.
It’s the chasing too hard that’s often the problem that many people
face. When you go out there and you try too hard, you end up reeking
of desperation. That desperation causes repulsion that tends to cause a
nice hit to self-esteem, causing further desperation. It’s a vicious cycle
that many people are stuck in and don’t know how to get out of.
Many people in this situation tend to wear their heart on their sleeve.
They start projecting their feelings of pain and loneliness to the rest of
the world. “If only they could feel my pain and realize how they are
hurting me, then they’d understand.” You’ve seen those Facebook
posts where people make a desperate plea for attention and compassion
by letting the world know how sad and alone they are.
As I’m sure you can figure out, this kind of behavior has the opposite
effect of what is intended. When you tell the world that you’re weak
and fragile, people tend to avoid you. To put it bluntly, it’s not an attri-
bute that anyone really finds attractive.
Understanding the game
Love is a game. It’s true. No matter how hard you try to opt out of the
system, you can’t do it. Many people think “I don’t want to play the
game. I’m just going to be myself and be honest about how I feel.”
While I can understand this sentiment, because you’re reading this
chapter, I have to ask you how that’s working out for you.
416 CHAPTER 68 Love and relationships: Computers can’t hold your hand
Now, don’t get me wrong. I’m not advocating dishonesty and being a
sleazebag, but you also might not want to be too forthcoming and
direct in your actions if you’re trying to attract a member of the oppo-
site sex. What I mean by this is that you might need to realize that
you’re indeed playing a game and think a little bit about the strategy
you’re employing.
For example—and I’ll use examples from the male perspective, because
that’s the only one I have—you might approach a girl you find attractive
who you’ve had your eye on for many weeks and say “I love you. I’ve
loved you since the moment I first saw you.” Now, this might seem like
a romantic thing to say, pouring your heart out to your newfound love,
but it’s pretty likely you’ll get a negative reaction from that course of
action. In terms of the cat and mouse game, it’s not very strategic.
I don’t have to be a psychologist to tell you that, in general, we want
what we can’t have and also what other people find desirable. The
more available you seem to be, the more desperate, the less likely you
are to be wanted. I’m sure you experienced this in the playground in
school. Did you ever run around chasing other kids trying to get them
to play with you? Life is just a big playground. If you want to make
someone run away, chase them.
Sitting down, doing nothing, and waiting for your love to come to you
isn’t a good strategy, either. You could be waiting a pretty long time.
Instead, the solution is to project confidence in your actions and to
approach someone in an easy-going but self-assured manner. “I feel
good about who I am, I don’t need you, but I think you’re interesting
and I’d like to get to know you better.” (Although I wouldn’t use those
words verbatim, either.)
The trick is that you have to actually mean it. You have to have enough
confidence in yourself to really believe that you don’t need another per-
son to make you happy. You have to really believe that you add a ben-
efit to other people’s lives by being in them. This doesn’t mean you
think you’re God’s gift to…fill in the blank, but it does mean that you
have enough respect for yourself to only show up where you’re wanted
and to only want to be with people who want to be with you.
It’s a numbers game 417
This doesn’t mean that success is guaranteed—it isn’t—but you’ll have
a much better shot at finding your true love if you can be aware of the
subtle psychology of run and chase that seems to govern most relation-
ships. And this doesn’t just apply to love. It applies to all kinds of rela-
tionships. Be a desperate and needy kind of friend and you’ll likely find
yourself friendless. Approach a job interview as someone starving on the
street, looking for a handout, and you’ll find the same kind of revulsion.
So, all I have to do is be confident, right?
I know, I know, easier said than done, right? It’s not exactly easy to
suddenly decide to be confident. It’s also pretty difficult to fake confi-
dence. So what is a guy—or a gal—to do?
You might start off by going to the two previous chapters and work on
programming your mind to be the positive kind of confident person
you want to be. There’s no reason why you can’t become a truly confi-
dent person—it just may take some time and work.
You also may want to pay attention to the section on fitness, because
getting fit is a great way to build your confidence without even trying.
I’ve seen many people transform mentally as a by-product of their
physical changes by lifting weights and trimming down.
Also, consider what it means to be confident and what it looks like.
There’s an element of bravery involved. If you’re willing to approach
someone you find attractive right away, without debating and delaying,
it shows a great deal of confidence. In some circles this idea has been
dubbed the “three-second rule.” Basically, the idea is that from the
moment you see someone you’d like to meet, you have three seconds to
execute on that impulse; otherwise your hesitation will project a lack of
confidence and things are more likely to go south. I’ll admit, this isn’t
exactly an easy rule to follow, but what have you really got to lose by
trying it out? Which brings us to the next and final thing I have to say
on this topic.
It’s a numbers game
People are strange. They like all kinds of things. It only takes a few
searches on the internet turning up some really weird results to figure
418 CHAPTER 68 Love and relationships: Computers can’t hold your hand
out that’s true. Why am I saying this? Because it means that no matter
how strange you are, no matter what flaws you perceive yourself to
have, even if you don’t have a perfect smile and chiseled abs, there is
probably someone out there who’d like you—a lot. In fact, in this
whole wide world, there are probably many potential matches for you,
as bizarre as you may be or not.
What this really means is that it’s all a numbers game. Too many people
make the mistake of picking out a single person and putting them on a
pedestal, obsessing over that one perfect girl or guy who would finally
make them “happy.” It’s not only ridiculous to assume that there’s just
that one person out there, but it’s not strategic either. Your odds are
much better if you widen your search.
We’ll talk about this more in chapter 70, “Facing Failure Head-on,” but
don’t be afraid to fail. Have lots of failures. Get rejected. Big deal.
What is the worst that could happen? You’ve got to be like that door-
to-door salesman who is willing to have a hundred doors slammed in
their face to make one sale, knowing that all you need to do each day is
make that one sale.
Besides, all those rejections eventually lead you to that one person who
does want to be with you—which is a lot better than being with some-
one who doesn’t. And isn’t that the whole point anyway?
Taking action
❂Think about some of the ways that you may be projecting feelings of desperation.
Take a look at your communications with others, your social media, how you
interact with your friends. Do your words and expressions show confidence or
neediness?
❂What attributes—nonphysical—do you find attractive? What is it that you find
repulsive?
❂How wide is your net? Are you giving yourself enough chances to find your “true
love?” Get out there and crash and burn a few times just to see what it feels
like. Once you recognize that it’s not that bad, you’ll be able to approach people
with more confidence, because you won’t fear the outcome.
❂Take real steps to improve your self-confidence by doing something like starting
a fitness program or involving yourself in some other activity that will make you
feel better about yourself.
419
69
My personal success book
list
There have been many excellent books that have greatly influenced what
I believe and how I behave. I try to spend at least some time every day
reading or listening to the audio version of a book that will improve my
life in some way.
When I first started my career, I spent a large amount of time reading
software-development–focused books. Now, I spend more of my time
reading books that have a wider application.
I’ve made it a habit of asking any famous or highly successful person who
I’ve met what one book he or she would recommend that everyone should
read. Through this quest, I’ve uncovered many impactful books that have
literally changed my life.
In this chapter, I’m going to give you the list of the best and most influen-
tial books I’ve ever read—both on the software development and non-
software development side.
Self-help and inspirational books
The War of Art by Steven Pressfield (Black Irish Books, 2002)
I’ll start with one of my favorite books of all time. This book gave words
to a frustration I long held in regards to work and why it’s so difficult to
just sit down and do it.
420 CHAPTER 69 My personal success book list
In this book, Pressfield identifies this mysterious force we all encounter
when we sit down to try and do anything meaningful. He says this
force, resistance, is the secret and ambivalent destroyer of all of our
attempts to traverse from a lower calling to a higher one.
Just by identifying this common enemy within us, we start to gain
power over it. If you’re having trouble with procrastination or just
finding the motivation to go forward and do what you know you
should be doing, you’ll find this book immensely useful.
How to Win Friends and Influence People by Dale Carnegie (Reprint,
Gallery Books, 1998)
This book is another one of the most influential books I’ve ever read.
This book changed my personal views in many ways and has helped
me achieve success in dealing with people that I hadn’t thought possi-
ble before.
Before I read this book, I was a staunch believer in negative reinforce-
ment to modify the behavior of others. I felt compelled to enforce my
own strict disciplinarian standards on others. I believed that when
someone was wrong, it was important to tell them so; that the best way
to motivate a person was through the threat of punishment.
After reading this book, my views changed 180 degrees. I realized that
negative reinforcement was almost completely futile—that the only
way to get people to do what you wanted was to compel them to want
to do it.
If there is any book on this list you must read, this is the one. I firmly
believe everyone should read this book. I’ve read it at least a dozen
times, and every time I go back and read it again, I gain a new insight.
Think and Grow Rich by Napoleon Hill (Wilder Publications, 2007)
This first time I tried to read this book, I put it down in frustration. The
second time, I got a little further, but again thought the book was a bit
too crazy for my liking. Finally, after speaking to multiple highly suc-
cessful people who recommended this book—some who completely
attributed their success to it—I decided to read it again.
Self-help and inspirational books 421
This book is a little strange. It basically purports that if you believe a
thing and you hold onto and reinforce that belief, it will become reality.
I’ll warn you, there isn’t much science to this approach. The book
doesn’t even try to come up with the science to explain it, but by what-
ever means this works, I’ve seen it work in my life and many others will
swear by it as well.
The idea of a mastermind group actually originates from this book.
There are many other important concepts in this book that will help
you to learn how to change your own beliefs, which may have a power-
ful effect on your life.
Psycho-Cybernetics by Maxwell Maltz (Reprint, Pocket Books, 1989)
In many ways this book reminds me of Think and Grow Rich, but a
scientific version of it. This book was written by a plastic surgeon who
discovered that when he changed people’s faces, it actually changed
their personalities. This caused him to do research into self-image and
to discover some important ways that our self-image has the power to
completely change our lives for the good or the bad.
I found this book to have some very good insights on how the mind
works and how it affects our bodies. This book is full of all kinds of
practical applications of methods to change your attitude, your self-
image, and your beliefs for the positive.
T h e Po w e r o f Po s i t i v e T h i n k i n g by Norman Vincent Peale (Reprint,
Touchstone, 2003)
This book is a bit religious, so be forewarned, but the overall message
of this book is very powerful. The idea that positive thinking can have a
profound impact on your life is one that I adamantly subscribe to. If
you’re trying to develop a more positive attitude, this book can cer-
tainly help you do that.
Atlas Shrugged by Ayn Rand (Reprint, Signet, 2005)
You’ll either love this book or hate it, but either way, it will make you
think. This book is fiction—and it’s long at around 1,200 pages—but it
asks some very serious questions about life, economics, and work.
422 CHAPTER 69 My personal success book list
Software development books
Code Complete by Steve McConnell (Microsoft Press; 2nd edition, 2004)
This book completely changed the way I wrote code. After I read this
book was the first time I felt like I was writing and understood what
good code was. The examples in this book are primarily written in C++,
but the concepts transcend any individual language.
This book is a complete guide to writing good code and structuring
that code at a very low level. While many software development books
focus on higher-level design, this is one of the only books I’ve found
that focuses on details like how to name variables and structure the
actual code inside of an algorithm.
If I ever own a software development shop, this book will be required
reading by all developers I hire. This has definitely been the most influ-
ential software development book I’ve ever read.
Clean Code: A Handbook of Agile Software Craftmanship by Robert
Martin (Prentice Hall, 2008)
Reading this book was an absolute joy. Code Complete taught me how to
write good code; Clean Code refined that knowledge and helped me
understand how to take that knowledge to a complete codebase and
design.
This book is another book I consider required reading for any software
developer. The concepts in this book will help you to become a better
developer and to appreciate why simple and understandable is better
than clever.
Head First Design Patterns by Eric Freeman, Elisabeth Robson, Bert
Bates, and Kathy Sierra (O’Reilly Media, 2004)
It might seem a bit strange that I’d recommend this book over the clas-
sic Design Patterns book, but this book does an excellent job of making
design patterns approachable and understandable.
Don’t get me wrong, the Design Patterns book is a great book and intro-
duced the idea of the classic design patterns in software development,
Investing 423
but this book does a much better job of explaining them. If you’re
going to read one design patterns book, read this one.
Investing
The Millionaire Real Estate Investor by Gary Keller (McGraw-Hill, 2005)
If I had to recommend one book on real estate investing, this would be
it. This book explains exactly why real estate investing is such a good
idea and how to get rich from it, and it gives you an exact plan for
doing so.
This book contains plenty of charts that show you exactly how real
estate investment pays off over the long run and it isn’t filled with a lot
of “fluff.”
Rich Dad, Poor Dad by Robert Kiyosaki (Demco Media, 2000)
This was another life-changing book for me that changed the way I
looked at money and finance. This book changed my view of how
money works and what it means to have a job and work for someone
else. After reading this book I clearly understood how important it is to
create assets and to reduce your expenses.
My only complaint with this book is that it doesn’t really tell you how.
Still, there’s valuable advice in this book—and Kiyosaki’s entire Rich
Dad series—and I’d highly recommend it.
No-Hype Options Trading: Myths, Realities, and Strategies That Really
Work by Kerry Given (Wiley, 2011)
Lots of financial books promise ridiculous returns and make outra-
geous claims, but this one doesn’t. Instead, it presents the facts and
helps you realistically understand how options trading works and some
practical strategies you can employ to make money, along with the
inherent risk those strategies will incur. I’d highly recommend this
book if you’re looking into getting into options trading, or just want to
understand it better.
424
70
Facing failure head-on
Fall down seven times, get up eight.
—Japanese Proverb
As we approach the end of this book, I want to give you one last piece of
advice that I think has the potential to benefit you more than anything
else in this book. You could have all the skills in life that should make you
successful, but if you lack one important skill, perseverance, it will all be
worthless, because at the first sign of trouble, you’ll give up—and we all
will face some amount of trouble in our lives.
On the other hand, you could be severely undereducated about your pro-
fession and have horrible social skills and financial knowledge, but if
you’re incredibly persistent, it’s my belief you’ll eventually find your way.
As a software developer, this trait will be especially important to you,
because you’re likely to face a large number of difficulties in your life and
career. Developing software is difficult—that’s likely one of the reasons
you’re drawn to it. In this chapter, we’ll talk about the importance of per-
sistence and why it’s critical to develop the ability to face failure with the
unflinching face of determination.
Why are we so afraid of failure, anyway?
The fear of failure seems to be a built-in instinct for most people. We pre-
fer to do what we’re good at. We avoid the things that show our incompe-
tence or lack of skill. We seem to have this innate fear of failure.
Why are we so afraid of failure, anyway? 425
I even see it in my three-year-old daughter. My wife is teaching her to
read, and she’s making great progress, but you can tell when she reads
a word that she’s unsure of; she’ll say that word very softly. The words
she knows she shouts out with confidence. Give her a challenging word
or some other task that isn’t quite matched with her abilities, and, instead
of trying, she has the inclination to give up. “You read it, Mommy.”
This same phenomenon is magnified in most adults. Most people, when
faced with a significant challenge or the immediate and likely prospect
of failure, will avoid that situation. This response makes sense when
turning down the option to fight with a 300-pound gorilla of a guy at a
nightclub who is likely to knock your block off, but it doesn’t make
much sense when faced with the task of speaking on a stage or learning
a new programming language—there’s no real harm that can come to
you from failing in those cases.
If I had to guess why most people are so afraid of failure, I’d have to
say that it’s probably based around the idea of protecting our fragile
egos. Perhaps we’re afraid to fail because we take failure a bit too per-
sonally; we think that our failure in a particular area is a reflection of
our own personal worth.
I think this fear of bruising our egos is also aided by the simple misun-
derstanding about the nature of failure. We tend to think, and to be
taught, that failure is a bad thing. We don’t view failure in a positive
light, but instead think of it as the end. The word failure itself implies a
dead-end path, a final destination, not a temporary bump in the road to
success. We picture in our heads an island where people who have
failed are sent. They sit there on the beach hopelessly downtrodden
with no hope of rescue; their lives are failures; they are failures.
Even though we know failure isn’t the end, we seem to feel like it is.
We tend to take ourselves a bit too seriously and attach some pretty
heavy stakes to messing up. Because we aren’t trained to view failure
as the path to success—in many cases the only path—we avoid failure
at any cost.
426 CHAPTER 70 Facing failure head-on
Failure isn’t defeat
Failure isn’t the same thing as defeat. Failure is temporary, defeat is
permanent. Failure is something that happens to you—something that
you can’t completely control. Defeat is something that you choose—a
permanent acceptance of failure.
The first step in letting go of the fear of failure is to realize that failure
isn’t the end—unless you choose to make it so. Life is difficult, you’ll
get knocked down, but it’s up to you to decide whether or not you’re
going to get back up again. It’s up to you to decide that most things
worth having are worth fighting for. It’s up to you to realize the joy and
enjoyment of an accomplishment that comes, in a great part, from the
difficulty and struggle of achieving it.
Have you ever played a videogame that was really difficult? Remember
that rewarding feeling when you finally beat that final boss? You may
have failed many times along the way, but how good did it feel to finally
succeed? Contrast this with that videogame that was equally difficult,
but you entered a cheat code to give you infinite lives or make you invin-
cible. How fun was that? Was there any joy in that accomplishment?
Continuing on with the videogame example, what would have hap-
pened if you threw down the controller in frustration the first time you
died? Wasn’t it to some degree the knowledge that you did fail so many
times but finally succeeded that made the whole experience enjoyable?
If that is the case, why do you avoid and regard failure in life as if it’s a
permanent state? You don’t expect to pick up a videogame controller
and beat a videogame perfectly without ever falling in a pit or getting
singed by a fireball, so why do you expect to go through life without
experiencing failure?
Failure is the road to success
Instead of fearing failure, embrace it. Not only is failure not the same
as defeat, but it’s also a necessary step on the path to success. Few
worthwhile things that you’ll do or accomplish in life will be done with-
out at least some small failure along the way.
Learn to embrace failure 427
The problem is that we learn to view failure in such a negative light.
When you go to school and you get an F on an assignment, it isn’t
viewed as progress. You aren’t taught to think that failure was a learn-
ing experience that would take you closer to your goal. Instead, you’re
taught to see it as a wholly negative thing.
Real life doesn’t work that way. I’m not saying you shouldn’t study for
you exams and that you should strive to get Fs for the learning experi-
ence and character-building opportunities, but what I’m saying is that
in real life failures are usually necessary milestones that take us closer
and closer to eventual success.
In the real world, when you fail at something, you learn from that
experience and hopefully grow. Our brains are trained to work this
way. If you’ve ever tried to learn how to juggle, or play baseball, or any
other physical activity that requires coordination, you know that you
fail a lot before you succeed.
I remember when I was first learning to juggle. I’d throw three balls up
in the air and all three of them would hit the ground—not a single one
in my hand. I could have thrown my hands up and said “I can’t juggle,”
but for some reason I was persistent. I knew that other people had
learned to juggle and that I could also learn, so I kept at it. After hun-
dreds, perhaps thousands, of dropped balls, I eventually stopped fail-
ing. My brain made minor corrections over time and was learning from
the repeated failures I was experiencing. I didn’t control this process.
All I had to do was keep trying—and to not be afraid to start trying in
the first place.
Learn to embrace failure
Again, I’d have to say that if you take nothing else from this book, take
the following advice: learn to embrace failure, to expect it, to accept it,
and to be ready to face it head-on.
It isn’t enough to just lose your fear of failure, but you should also be
seeking out failure. You need to put yourself in situations where you’re
all but guaranteed to fail if you want to grow. We often stagnate
428 CHAPTER 70 Facing failure head-on
because we stop doing things that are dangerous or challenging to us.
We find a comfortable place in our lives, shut the doors to our cabin,
batten down the hatches, and weather out the storm, never stepping
back out into the rain.
Sometimes, though, you need to get a little wet. Sometimes you need to
be willing to put yourself in an uncomfortable situation that will force
you to grow. Sometimes you need to actively go out of your way to find
those situations, knowing that the harder you steer your ship into failure,
the stronger the wind of success will blow you in the opposite direction.
How do you embrace failure? How do you convince yourself to jump
into that choppy sea? It starts with accepting failure as a part of life.
You have to realize that you’re going to face a lot of failure in your life
and that for the most part it’s unavoidable. You can’t do everything
perfectly the first time. You’re going to make mistakes.
You also have to realize that it’s okay to fail. It’s okay to make mis-
takes. You can try to avoid them, but never at the cost of missing out
on an opportunity just because you’re afraid of the ego-crushing blow
of failure. Once you realize that failure is okay, that failure doesn’t
define you but rather how you respond to failure does, you learn to
stop fearing it so much.
Finally, I’d suggest overexposing yourself to it. Go and do things that
make you uncomfortable. Earlier in this book we discussed the idea
that you shouldn’t be afraid to look like an idiot, and I’d say the same
thing about failure. In fact, sometimes the two are deeply connected.
Go out there and purposely put yourself in difficult situations that will
inevitably result in some kind of failure. But the key is to not give up—
let your failures fuel you forward, onward to success. Experience
enough failures and the fear of failure itself will lose its power over you.
I’ll leave you with these final words, in regards to failure, from Think
and Grow Rich by Napoleon Hill:
Most great people have attained their greatest success
just one step beyond their greatest failure.
Learn to embrace failure 429
Taking action
❂How is the fear of failure holding you back? Think about all the activities in life
that you’d like to do but you’re afraid to do because of the temporary embarrass-
ment or ego bruising of failure.
❂Make a commitment to do at least one thing that you’ve been avoiding because
of your fear of failure. Don’t do it half-heartedly, either. Many people “attempt”
something knowing they’re going to fail, and do so in a way that gives them the
personal distance to not really feel like they failed because “they weren’t really
trying.” Really try. Really fail.
430
71
Parting words
Well, this is it. We’ve finally come to the end of this book. I say we
because I hope that reading it has been as much of an adventure for you
as writing it has been for me. When I first set out to write this book, I had
no idea how difficult it was to write a big, long book like this one. I just
knew I wanted to write a book that would share some of the important
lessons I’ve learned over my career as a software developer—not just the
lessons about how to write good code and advance my career, but the
things I’ve learned about being a better all-around human being. The les-
sons I’ve learned about how to maximize the value I get out of my life and
how to provide a benefit to others at the same time.
I’m not a genius. I’m not even an old man reflecting back on his decades
of life experience, giving you the benefit of 50 years of wisdom, so don’t
take what I have to say in this book as gospel. This book is really about
me sharing my experience and the things that have made me successful so
far in my life. Hopefully you find some of those things useful, even
though you might not agree with all of them—and that’s okay.
That’s sort of the point of this book. You shouldn’t take what anyone says
as gospel. No one has a monopoly on the truth. Reality, to a large degree,
is what you make of it. That doesn’t mean that you can ignore blatant
truths about the world and go about your daily business, but it does mean
that you can decide what kind of life you want to live and how you want
to live it. If you can learn the basic principles that govern things like suc-
cess, finances, fitness, and your own mental state, you can use those prin-
ciples to shape your reality.
431
Hopefully after reading this book, you’ve come to the conclusion that
the narrow, straight path that you may have been told you have to live
by—the one that tells you to get good grades, try not to mess up, go to
college, get a job, and work for 50 years hoping to retire—isn’t the only
path you can go down. Sure, you can take that path if you want, but if
you’re reading this book, I assume that you think life is more than
working a 9-to-5 job that you grow to hate.
Hopefully this book has made you realize that you have a world of
opportunities at your disposal, from ways that you can manage your
career to get more out of it, or even take it in a completely new direc-
tion, to ways that you can learn to actually build your own personal
brand and market—allowing you to take your software development
career to a level you never thought possible and to impact other peo-
ple’s lives at the same time.
Hopefully this book has taught you new ways to learn and absorb infor-
mation and has given you the confidence to be part of something bigger
than yourself—to not just learn things for the sake of learning them, but
to share what you learn with other people who’d benefit from your
knowledge, no matter where along the path you may happen to be.
Hopefully this book will inspire you to be more productive, to more
carefully manage your time and make the best use of it, and to see the
value in hard work and taking action—even when sometimes you feel
like you lack the motivation to go on.
Hopefully this book has inspired you in some way to take better care of
your health and fitness, to realize that you can actually get in shape,
and that just because you may be a software developer, doesn’t mean
you can’t also be an extremely fit and athletic person if you want to—or
at the very least take active control of your health.
And finally, I hope this book has helped you realize how powerful and
important your mind is as a tool that can either boost you forward or
destroy you before you’ve even had a chance to apply anything you’ve
learned, to realize that you have the power to become what you want to
432 CHAPTER 71 Parting words
be, and that you can shape yourself through the power of positive
thinking and consistency.
Yes, these are lofty goals for any book—especially a book that’s some-
how supposed to be related to software development—but if I’ve
improved your life in at least one of these areas in some small way, then
I’ll consider it a win.
I have one small favor to ask of you before you put down this book. If
you found this book helpful to you and you think someone else might
benefit from it, please share it. I don’t say this to drive up the sales of
this book—although I’m certainly interested in doing that—but because
I set out to write this book not so much to make a profit—there are many
other ways I could have spent 500 hours that would have been much
more profitable—but to do what I think we should all strive to do as not
just software developers, but as people: to help others.
Thanks for taking the time to read this book and I sincerely hope that
you’ve found some lasting value in it.
John Sonmez, http://simpleprogrammer.com
433
Appendix A
If you can write code, you can
understand finances
Let’s be honest, most software developers don’t know much about
finances. That might not apply to you, but I know that when I first got
started in the world of software development, I had no clue how the
world really worked. I didn’t understand anything about how the stock
market actually worked—besides buying and selling stocks. I didn’t
understand how mortgage loans and banks operated. I had no clue what
an option or a derivative was. And I only had a vague idea of how insur-
ance companies made money.
I’m not sure why I hadn’t learned most of these things—I suppose
because they aren’t really taught in school and it’s not the kind of things
your parents teach you, either. But I started with a desire to own a house
instead of rent, and ended up giving myself an education in all things
financial, which has turned out to be a huge benefit for me.
That kind of financial knowledge has been so extremely beneficial to me
that I’d like to pass on some of that knowledge to you as well. It turns out
that even though some things about the economic world are quite com-
plex, most of it is really simple—it’s just that hardly anyone takes the time
to understand how things work.
In appendix B, we’re going to pull back the veil and expose how the world
of economics really works, what actually happens when you trade a stock,
how banks make mortgage loans, and where they get the money to do it.
But before we can get into all of those details, it’s important to have a basic
understanding of money itself and how finances work in general.
434 Appendix A If you can write code, you can understand finances
In this appendix, I’m going to go over the basics of financial systems
and help you understand exactly what that dollar in your hand means
and how it got there. This basic knowledge will help us to move for-
ward and talk about more complex topics and hopefully will help to
change your mind-set about what money is and how it works. If you’re
already well-versed in economics, there might not be any big, amazing
revelations in this appendix. But if you’re like me—or rather like I
was—you’ll probably be surprised to find out how different money is
from what you think it is, and you might never see it the same again.
What is money?
We’ll start off with the most basic—yet most important—of questions:
what is money? That dollar bill you’re holding in your hand represents
something more than a 99-cent cheeseburger at McDonalds—
although, that cheeseburger analogy isn’t all that far off, because
money really represents utility.
Before there were currencies, people traded to get what they wanted. I
have two cows I’ll give you for five of your goats. I’ve got some wheat,
but I sure could use some leather. The problem with trading is that you
need to deal with someone who has what you want and also wants
what you have. This is sometimes a hard combination to find, espe-
cially if you have exotic tastes.
It’s much easier if you have some intermediary that has value to every-
one. Then you can trade with anyone and not have to worry about
whether you have an exact match between wants and needs. Money is
basically that intermediary. It represents some future utility or value.
A dollar bill by itself doesn’t have value, but the fact that I can trade a
dollar bill for a cheeseburger makes it valuable.
Types of money
For money to have value, there has to be a limited supply of it. Early
monetary systems were commodity-based. That means that they were
based off of something that was valuable and limited. That way, the
money itself had value apart from its use as a trading tool. By making
Inflation and deflation 435
money out of intrinsically valuable and rare things such as gold and sil-
ver, it ensured the money itself was rare and had value.
To understand this concept better, think about those stories you’ve
heard about prisons where the prisoners would use cigarettes as cur-
rency. That’s a perfect example of a commodity-based monetary sys-
tem. Cigarettes had their own value, but they could be used as an
interchangeable tool for trading within that closed system.
The problem with commodity money is that it doesn’t scale very well.
It’s difficult to scale commodity-based money quickly, because you
have to be able to produce more of that commodity to increase the
money available. The U.S. monetary system used to be commodity-
based when the dollar bill was backed by gold. This was called repre-
sentative money, because the dollar bill represented a certain amount
of gold, but it worked exactly the same way. Back when the U.S. dollar
was backed by gold, a dollar bill was essentially equivalent to having
the amount of gold it represented. That meant that to print more dollar
bills there would need to be more gold mined to back that money.
Eventually though, the United States left the gold standard behind and
instead transitioned to what is called a fiat money. Fiat money is basi-
cally money that’s issued by a government that doesn’t have a direct
relation to a specific commodity. Unlike commodity money, fiat money
has no real value; it’s just paper—or whatever material it’s made of.
Fiat money has a perceived value
because people believe it’s worth a
certain amount. The amount fiat money is worth is based primarily on
two things: how much of it is available and how well the economy of
the government that issued and guaranteed the money is doing.
Inflation and deflation
You might have guessed that fiat money is pretty finicky. The value can
change easily based on certain perceptions, and because it isn’t tied to
any specific tangible object, it can be greatly manipulated in value.
It turns out that fiat money is especially vulnerable to inflation and
deflation. Inflation is when the value of the money becomes less in rela-
tion to what it can buy. When we have a high period of inflation, your
436 Appendix A If you can write code, you can understand finances
nice, fat developer salary might stay the same from a pure numbers
perspective, but its actual value decreases because everything else got
more expensive.
Deflation is the exact opposite. When deflation happens, your money
becomes more powerful. It suddenly can buy a lot more for the same
amount. You’ll recognize deflation by prices dropping. In deflation
periods, the value of things aren’t dropping, it’s just that your money is
worth a lot more.
Did you know inflation and deflation affect your mortgage? That’s
right. The amount of money you owe is especially subject to inflation
and deflation. We talked about this in chapter 52, but let me give you a
quick example of how inflation affects any debt you have.
Let’s pretend you have a $100,000 mortgage. Imagine that we have a
high period of inflation. At the end of that period of inflation, whether
you pay anything down on your mortgage or not, you’ll actually end up
owing a lot less money. Yes, your mortgage balance might still be
$100,000, but because the dollar just became less powerful, that
$100,000 became a smaller debt.
Confused? Don’t worry, you’ll understand once we take it back to
cheeseburgers. Suppose that cheeseburgers cost $1 each when you first
got your loan. You essentially owed 100,000 cheeseburgers. After a
period of high inflation the dollar became weak, so the prices of things
rose, so now that $1 cheeseburger actually costs you $2 to buy. The
value of the cheeseburger might have appeared to change, but a
cheeseburger is still a cheeseburger. It still has as many calories and is
as tasty as it was when you got the loan.
But now look what happened to the amount you owe. Instead of owing
100,000 cheeseburgers, you now owe just 50,000. Inflation actually
reduces your debt.
Unfortunately, though, it works the other way as well. Suppose that you
had a high period of deflation instead. You might be pretty excited to
find out that you could now get scrumptious cheeseburgers for just 50
cents instead of $1, until you realized that you now actually owe 200,000
cheeseburgers instead of 100,000. Deflation increases your debt.
Central banks 437
What does this little example teach you? Actually, something practical
that you can put into use right away. If you have debt, inflation reduces
that debt while deflation increases it. If you have money in the bank, or
someone owes you money, inflation makes your money and future
money less valuable, while deflation makes it more valuable. In periods
of high inflation, you’re better off investing your money and taking on
some debt, because it loses value in the bank, but debts
decrease as infla-
tion increases. In times of deflation, you want the opposite. You want to
eliminate as much debt as possible and hoard money in the bank,
because money goes up in value without you having to do anything.
Central banks
By now it should be pretty obvious to you that large inflation or defla-
tion is bad for any monetary system. Wild swings can make people skit-
tish and can cause all kinds of behavior that isn’t good for an economy,
like excessive borrowing and hoarding.
Fiat currencies need special care and handling to prevent inflation and
deflation—or at least to keep them from becoming too extreme. That’s
where the role of the central bank comes in to play.
In the United States we have a central bank known as the Federal
Reserve. The Federal Reserve is charged with the task of maintaining
the currency of the United States. The Federal Reserve has a bunch of
different tools it can use to help curb swings in inflation or deflation or
to help stimulate or slow down the economy.
You’ve probably heard of some of the things the Federal Reserve and
other central banks use to manipulate the currency and the economy.
At a basic level, most central banks can issue more currency. They can
essentially print money. Printing money has exactly the kind of effect
you might imagine. It causes inflation. If there’s more money circulat-
ing around, all of that money has less value.
Several different economies have gotten into big trouble by printing
too much money. Mexico and Japan come to mind, but many curren-
cies have felt the pain of trying to solve problems by printing more
money. It only works temporarily.
438 Appendix A If you can write code, you can understand finances
Central banks can also reduce the circulation of money by selling gov-
ernment securities. These securities can be sold in exchange for money,
which is then kept out of circulation. If you guessed this would cause
deflation, you’re absolutely right.
But the power of a central bank doesn’t stop there. Central banks can
also control what are called reserve requirements, which are the rules
that banks in that country must follow in terms of how much of the
percentage of deposits in those banks must be held in reserve. Increase
the reserve requirements and banks can’t lend out as much money.
Decrease it and they can. The more money banks lend out, the less it’s
worth—inflation, and vice versa.
You also may have heard about central banks like the Federal Reserve
lowering the discount rate. This discount rate doesn’t directly affect
your mortgage rates, but it controls the interest rate that banks pay to
borrow money. This affects the amount of money in circulation by
effectively making money cheaper or more expensive.
What about “regular” banks
I don’t mean to scare you, but there is much more money floating around
in the economy than what actually exists. If you, I, and everyone else all
decided to go to our banks to pull out all the money we had deposited,
the entire economic system would collapse. There is literally not enough
money in the banks to give everyone back the money they have on
deposit, so it’s a good thing we don’t all take our money out at once.
Banks work by taking deposits and lending money out based on those
deposits. We talked about how central banks set policies on how much
money a bank has to keep in reserve, and that’s the primary factor that
determines how much money a bank lends. Typically, though, when
you deposit $100 in your bank account, the bank lends around 90% of
that out.
The entire banking system “banks” on the idea that not everyone needs
access to all their money at once. Banks primarily make money by tak-
ing our money and lending it out to other people and businesses at a
higher rate than the interest they pay you.
The basics of finances 439
As you can imagine, this could be a risky business because you can’t
exactly predict when large depositors might ask for a sizable chunk of
their money back. For that reason, banks have their own interbank
networks where they can loan each other money when they need it.
Banks can also borrow money from the government, but they typically
pay a higher rate for doing so.
Did you know that MasterCard and Visa aren’t actually the companies
you pay your credit card payments to? Nope. It’s actually banks.
Banks are involved in all kinds of lending, from mortgages to car loans
and even credit cards.
One thing that I always found confusing about banks is what they do
when they loan out all the money they have. Do they just tell their
employees to sit tight and wait for 30 years until they get the money
back from the mortgages? It turns out that, at least in the United
States, banks sell most of the mortgages they originate primarily to two
companies called Fannie Mae and Freddie Mac. These two companies
guarantee they will buy any loan as long as it meets a certain set of
underwriting requirements they set. (That’s why you have to jump
through so many hoops when you apply for a mortgage loan.)
Banks are able to create the loan and then sell the loan to one of these
companies to get their money back and get paid for a certain amount of
the value of the interest charged on that loan. This allows them to con-
tinue to make new loans and loan out money without tying up all of
their cash.
The basics of finances
Now that you understand the basic underpinnings that define how the
economy how money work, you’re set up to understand everything else
that’s built on top of it—and, more importantly, how it affects you.
Almost all financial matters are based on risk, returns, and liquidity.
How much money or interest do you stand to make on your money?
How risky is an investment? How easily can you transfer money from
one form to another?
440 Appendix A If you can write code, you can understand finances
There are all kinds of markets and economies that exist based on these
factors. Some people make money trading bonds, which are usually low-
risk, low-return, and liquid. Other people invest in stocks that are high-
risk, high-return, and also liquid. I prefer to invest in real estate, which
is low-risk, high-return, and about as far from liquid as you can get.
Taking action
❂To better understand how money works and how it’s affected by inflation, do the
following exercise:
❂Look up the price of white bread from 10 years ago and calculate how much
bread you could buy with your current annual salary.
❂Now look up and see how much bread that same salary will buy you today.
❂Assuming the value of white bread remained the same over time, is your sal-
ary worth more or less than it was 10 years ago? Can you buy more or less
bread?
441
Appendix B
How the stock market works:
Rules of the system
Hopefully by now you understand the need to invest. Saving money isn’t
enough, unless you’re willing to be very frugal and wait a long time. You
have to put your money to work so that it makes more money.
One of the most common ways that people invest is in the stock market. I
prefer real estate, but for many people the stock market is an easier way
to invest because stocks, bonds, mutual funds, options, and future con-
tracts are much more liquid than real estate properties.
Regardless of what you decide to invest in, it’s important to understand
how the stock market works. As a software developer, you’ll probably
have an easier time understanding the intricacies of the stock market,
because much of it’s based on math and computers—especially today.
You may even have a distinct advantage in investing and trading, because
you may have better-than-average abilities to analyze complex data and
you can understand the kinds of algorithms involved in trading.
In this appendix I’ll go over the basics of the stock market. If you’ve ever
bought or sold a stock, you’ll probably be familiar with some of what we’ll
cover here, but I’m going to go a little deeper and explain how the stock
market actually works—why you have a bid and an ask price for each
stock and what’s actually happening behind the scenes when you trade a
stock.
442 Appendix B How the stock market works: Rules of the system
The purpose of the stock market
To really understand the stock market, you need to understand what its
purpose is. The stock market exists to make it easier for investors to
buy and sell shares of a stock, but what exactly is a stock?
A stock is a percentage of ownership in a company. For a company to
become publically traded on the stock market, it has to first become
incorporated. Becoming incorporated makes a company its own legal
entity. It essentially acquires many of the attributes of a person. A cor-
poration can own real estate and other property, enter legal agree-
ments, get credit, sue, and be sued in court. There are all kinds of laws
in each country and region regarding corporate entities.
Why would a business want to become a corporation and sell its shares
on the stock market? The biggest reason is to raise capital. When a cor-
poration initially sells it shares on the stock market, also known as an
exchange, this process is called an initial public offering (IPO). During
an IPO, a corporation can sell a certain percentage of itself to raise
money. If a corporation divides itself into 1 million shares and sells
each share for $10, that corporation will raise 10 million dollars during
its IPO.
That money can be used to further grow the business by hiring more
employees, purchasing equipment, or even buying other companies.
And the best part is that money doesn’t have to be paid back. The
Landmine: Why is there an appendix about the stock market in this
book?
You might wonder why I’m including an appendix about the stock market in this book.
It’s a fair question. I mean, certainly you can go somewhere else to find information
about the stock market and how it works—and you could—but will you? And will you
recognize how important it is to know how this complex financial system works?
Don’t get me wrong. It’s not like I don’t think that you most likely know the basics of
how the stock market works, but I’ve found that few people know exactly what’s go-
ing on behind the scenes—which is what I think is important. Plus, if you want to be
able to get into the interesting stuff—the stuff that you can utilize your programmer
brain to have an advantage over the general population with—you’ll need to under-
stand the basics.
What happens when you trade a stock? 443
corporation is now owned by shareholders who vote on major deci-
sions about the company. Having a controlling interest in the corpora-
tion, by owning a majority of the shares of the stock, allows a person or
entity to control that corporation.
This finally takes us back to the stock market. Without an open market
for trading shares of different companies, it would be difficult to buy
and sell shares. It would also be difficult to decide what the prices
should be. The stock market makes shares of stock very liquid, because
they can be easily traded. Contrast this with real estate, which requires
much more work to buy and sell.
What happens when you trade a stock?
If you’ve ever traded shares of a stock on the stock market, you’re
probably familiar with the basics of the stock market. Each stock has a
value that fluctuates over time. You can buy or sell shares of a stock at
the current value. But the stock market is actually quite a bit more
complicated than that.
It turns out that individual stocks don’t have a single value associated
with them. In fact, each stock that’s quoted on the stock market has
what’s known as a bid and an ask price. The bid price is the price that
you can sell a stock at—it’s essentially the price others are bidding for
that stock. The ask price is the price you can buy a stock at—it’s basi-
cally the price others are asking for shares of that stock.
EXCHANGEINCORPORATION
Businesses sell shares of stock to gain capital.
444 Appendix B How the stock market works: Rules of the system
It turns out there’s actually a difference between the bid and the ask
price. This difference is known as a spread. Many factors influence the
size of the spread, but one major factor is the liquidity of the stock. A
stock that’s more liquid has a smaller spread, but a stock that’s less liq-
uid has a larger spread. The liquidity of a stock is mostly determined by
how much trading volume it has. The more people who trade a stock,
the more liquid it usually is.
Right off the bat, you can see how knowing about the difference
between the bid and ask prices of a stock could be beneficial to you. If
you buy and sell a stock immediately, you’re almost guaranteed to lose
money. As soon as you buy a stock, you’ve essentially taken a loss
equal to the size of the spread. If you bought a share of a stock at $20
and the spread was $1, that would mean that the most you’d be able to
sell that stock for, at that moment, would be $19. This is one of the rea-
sons why investing in the stock market can be tricky. You’re starting
off at a disadvantage.
You may be wondering how those bid and ask prices are set and what
determines how liquid a stock is. The answer to that question is market
makers. Market makers are traders who create liquidity in the stock
market by always being willing to buy or sell a particular stock. In
most stock exchanges, there are specific market makers for each stock.
These market makers set the bid and ask prices for a stock and make
their money by collecting the difference.
If I sell a share of a stock for the ask price of $19 and at that same
moment you buy that stock for the bid price of $20, the $1 difference is
collected by the market maker. You don’t trade stocks directly with
other traders in the stock market; instead, everyone goes through mar-
ket makers who set the bid and ask prices and keep the trading flowing.
Without market makers, the liquidity of the stock market would suffer.
If everyone was trying to sell a particular stock and no one wanted to
buy that stock, you’d have a difficult time selling shares of your stock.
You might have to severely discount the price of your shares to get a
buyer or you might have to wait a very long time. In today’s market,
most trades happen instantly thanks to market makers.
How to make money in the stock market 445
How to make money in the stock market
You might be wondering how you actually make money in the stock
market. Buy low and sell high, right? Well, at a basic level it’s that sim-
ple, but it can get much more complicated.
Most stock market trading is based on speculation. Investors are spec-
ulating that a stock’s price will either go up or down. It’s pretty obvious
that if you buy a stock and its price goes up, you’ll make money—that
is, if you sell it before it drops again—but you can also make money
when a stock goes down by a process called shorting.
When you short a stock, you borrow shares of that stock and sell those
shares. This puts you in what is called a short position. You eventually
have to cover that short position by buying back shares to replace the
ones you borrowed. If you buy back those shares at a lower price than
you sold the borrowed shares for, you make money.
Think of it this way. Let’s suppose I borrowed your iPad. Now, suppose
I sell your borrowed iPad for $500. (What a good friend I am.) A couple
of days later, you ask for your iPad back, so I go out and buy a replace-
ment one, but I pick up the replacement one for $450. In that exchange,
I’d net $50 profit. Shorting stocks works exactly the same way.
You can also make money just by holding certain stocks. Some stocks
pay what’s called a dividend. A dividend is basically some extra profit
the company made that it’s sharing with its shareholders instead of rein-
vesting in the company. Usually, only big companies pay dividends.
BORROW SELL
SHORT
POSITION BUY
RETURN
The process of shorting stock
446 Appendix B How the stock market works: Rules of the system
Dividends are a pretty safe way to make money on stock, but, as I’m
sure you can imagine, the returns usually aren’t that high. The lower the
risk, the lower the potential returns.
Indexes, mutual funds, and ETFs
Trading shares of stocks is pretty simple in itself, but investing in the
stock market goes much deeper than just trading single stocks. You
also need a way to measure the performance of the stock market as a
whole so that you can understand what direction things are going.
Indexes serve the purpose of providing a general measurement of a
selection of stocks in the stock market. In the U.S. market, the most
widely known index is the Dow Jones Industrial Average. The Dow,
as it’s often called, shows the collective stock price of 30 large publi-
cally owned companies based in the United States. You can get a gen-
eral idea of whether the stock market is going up or down by just
looking at the Dow.
There are many other indexes, such as the S&P 500, which can also tell
you quite a bit about the overall direction of the market. Some indexes
are industry-specific. There are indexes for the technology sector of the
market and other sectors that help gauge the temperature of those sec-
tions of the market.
It turns out that buying the stocks in the major indexes in equal parts is
a good general strategy for investing in the stock market, because over
time most of the major indexes have averaged around 10% returns per
year. But, unfortunately, you can’t just buy an index. That’s where
mutual funds and ETFs come into play.
A mutual fund is a special program that’s funded by investors and man-
aged by a professional trader who buys different stocks across the mar-
ket. Mutual funds usually focus on different investment strategies, but
many mutual funds spend a large amount of their money buying the
stocks in the major indexes to reduce their overall risk.
A mutual fund allows you as an individual investor to have a diversified
portfolio with little money. If you wanted to buy a bunch of different
stocks to make sure that you were getting close to the average of the
Indexes, mutual funds, and ETFs 447
stock market and weren’t subject to any one stock’s fluctuations in pric-
ing, it would cost you quite a bit of money, but with a mutual fund, you
pool your money with many other investors, which makes it possible.
Up until 1993, at least in the United States, mutual funds were your
only options for pooling your money and buying the stocks in an index
like the S&P 500 or the Dow, but exchange traded funds (ETFs) now
allow an individual investor to have some of the same advantages as
investing in a mutual fund. ETFs are like indexes that you can buy and
sell shares of. An ETF is traded like any other stock in the stock mar-
ket and is basically an investment fund that holds stocks and other
assets that mirror a particular index as closely as possible. There are
even ETFs that mirror the price of gold, so you can essentially trade
gold on the stock market without ever having to own any real metal.
Taking action
❂Go online and find the price of a popular stock that interests you. Pay careful
attention to the bid and ask prices. Determine what the size of the spread is.
Compare several different stocks of various size companies. See if you can spot
any trends.
448
Appendix C
Garbage in, garbage out:
Diet and nutrition basics
There are quite a few things you can do to get healthy and fit, including
many different exercises or programs that you could embark on. But noth-
ing is going to matter as much to your health and fitness as what you eat.
Whether your goal is to lose weight, gain muscle, or refactor your body to
a healthier state, diet and nutrition is the most effective tool to do it. Think
of diet and nutrition like writing code. You can have all kinds of tools at
your disposal and apply all kinds of methodologies, but you’ll never create
any kind of application if you don’t focus on writing good code.
In this chapter, we’ll go over the basics of diet and nutrition. I’ll give you
a brief introduction to the basic components of food and you’ll learn a bit
about how your body processes what you put into it.
Basic components of food
Before we can get into the details of a healthy diet and nutrition, you need
to understand what the basic components of food are.
Everything you eat can be broken up into three main categories: carbohy-
drates, fats, or proteins. Your body uses each of these components in var-
ious ways, but the main fuel source for your body is carbohydrates. Your
brain and the rest of your body utilize a simple sugar called glucose for fuel.
Your body is very efficient at breaking food into glucose that can be used
by the body. When you eat a meal, your digestive system breaks down
Basic components of food 449
that food into glucose, which is absorbed by the stomach and small
intestines and released into your blood stream.
After this happens, a hormone called insulin is released from your pan-
creas. Insulin makes it possible for your body to utilize and store the glu-
cose in your bloodstream. Insulin in your bloodstream enables other
cells to absorb glucose and either use it immediately or store it for later
usage.
Diabetics have problems with their insulin production or sensitivity.
Type I diabetics are unable to produce their own insulin, so they have
to inject it artificially. Type II diabetic’s bodies aren’t as sensitive to insu-
lin as they should be, so they require more insulin to do the same job.
Without insulin, your blood sugar levels would rise very high and
you’d eventually die. That’s why it’s critical that diabetics monitor their
blood sugar levels.
Even though your body primarily needs glucose, which mainly comes
from carbohydrates, that doesn’t mean your body doesn’t need proteins
and fats as well.
store it for later use.orCells use glucose
immediately
...and thus causes other
cells to absorb glucose.
Pancreas secretes
insulin...
Glucose is then
released into
bloodstream.
SMALL INTESTINE
BLOODSTREAM
Stomach and small
intestine break
down food into
glucose.
FOOD
How your body breaks down food
450 Appendix C Garbage in, garbage out: Diet and nutrition basics
Your body utilizes proteins to build and repair muscle, as a catalyst for
certain chemical reactions, and for a variety of other functions includ-
ing energy—if needed. But just like carbohydrates, proteins must also
be broken down.
Proteins digested by your body are broken down into amino acids,
which are the basic building blocks of life and many chemical reactions
in the body. But proteins can also be converted to glucose through a
process known as gluconeogenesis. This process isn’t very efficient,
though, so when the body has to use proteins as fuel, it actually ends up
requiring more calories to do the job, which is great if you’re trying to
lose weight.
Fats are also broken down by the body into fatty acids, which can be
directly packaged away by cells for future use in a form called triglyc-
erides. Fats are also directly converted into fuel when they’re broken
down into glycerol, which can be converted to glucose.
Fats are the most concentrated form of energy—while proteins and
carbohydrates provide about four calories worth of energy per gram,
fats provide approximately nine.
Fats are also required by your body to produce what are known as
essential fatty acids. You might have heard of omega-3 and omega-6
fatty acids. They’re required by your body, but can’t be produced
directly by it. These fatty acids have to come from ingested foods.
Other things your body needs
Even though carbohydrates, proteins, and fats are the main compo-
nents of most foods you eat, your body needs more than those building
blocks to function.
Most of the other nutrients your body needs are commonly classified as
vitamins. Vitamins are small molecules your body needs to carry out
certain chemical reactions. There are about 13 different vitamins that
your body needs yet can’t produce, so it has to get them from various
food sources.
It all starts with diet 451
In most cases, you can get all the vitamins you need from the food you
eat, as long as you eat a large enough variety of foods. This is one of the
reasons why you can’t typically eat the exact same foods every single day.
I’m sure you have heard of scurvy, which is caused by a vitamin C defi-
ciency. Vitamin C is required to create collagen, which is needed for
various functions of your body. Commonly, sailors would get scurvy
because their diet consisted of only cured meats and dried grains—
once the fruits and vegetables ran out.
In addition to vitamins, your body also needs fiber to aid with the
digestive process. Fiber is basically parts of plant foods that your body
can’t digest or absorb. Fiber can either be soluble or insoluble. Soluble
fiber dissolves in water and can help lower cholesterol and glucose in
your blood. Insoluble fiber is critical to proper digestion.
And let’s not forget minerals. The body requires many minerals to
function properly—salt, for instance, is required to maintain the proper
level of fluid in your body’s cells. Other minerals like calcium and iron
are necessary for your body to function properly.
And last but not least, let’s not forget about perhaps the most vital com-
ponent your body needs: water. Water makes up about 60% of your
body. Water is vital for many functions of the body and you can’t live
without it for long at all—perhaps three to five days at the most, but I
wouldn’t suggest testing it.
It all starts with diet
No matter what fitness goal you have, diet is probably the most impor-
tant component of it. Burning fat, gaining muscle, or performing any
physical activity is entirely dependent on the fuel you provide your
body, but most people tend to put a heavier emphasis on exercise than
nutrition.
This is unfortunate, because you can work hard at achieving a fitness
goal, but if you don’t have the proper diet and nutrition, all that hard
work will be a waste. I’ve seen many people who could run marathons,
452 Appendix C Garbage in, garbage out: Diet and nutrition basics
but were still overweight, because they didn’t realize how important
diet was to their health and fitness levels.
You can spend hours at the gym lifting weights or run for miles, but
without a proper diet, you’ll never see the results you’re looking for.
It’s important to understand how what you eat affects your body’s per-
formance and how it gets fuel.
Overall, calories are the most important factor in your physical
makeup. Eat more calories than you burn and you’ll gain weight; eat
less and you’ll lose it.
After that, the ratio of the types of calories is probably the second most
important factor. Different ratios of fats, carbohydrates, and proteins
will affect your body differently. Don’t eat enough protein and your
body will break down existing proteins—muscle—to get the amino
acids it needs. Eat too many carbohydrates—especially simple sug-
ars—and your body will have to work extra hard to produce enough
insulin to reduce the sugar in your blood.
Finally, food sources have a measurable effect on your body. It not
only matters what you eat, but where the food you eat comes from.
Highly processed food tends to have lots of simple sugars and preser-
vatives that can reduce the nutritional quality of the food and cause
you to crave more of them while not feeling satisfied. Not all carbohy-
drates are created equal. There’s a big difference between eating a
sweet potato and eating a bunch of processed white sugar, even though
both are carbohydrates. (We’ll talk more about the differences in
appendix D.)
Taking action
❂Try to figure out the current calorie count of the foods you eat in a day and the
ratio of proteins, carbohydrates, and fats in your diet. This may vary from day to
day, but try to track a few days to get an idea.
453
Appendix D
How to eat healthy:
Pizza is not a food group
Regardless of what your fitness goals are, basic, healthy eating is going to
help you get there. Unfortunately, defining healthy eating isn’t as easy as
you’d think. It turns out that there are many different opinions on what
exactly healthy eating is.
Not too long ago, we were told that fats and dietary cholesterol were bad;
eating eggs for breakfast every day was considered unhealthy. But today
we know that isn’t true. In fact, the high-carbohydrate, low-fat diet rec-
ommendations of the past have been found to be incorrect. It turns out
many of the things we thought were unhealthy were actually perfectly
okay—in moderation, that is.
Rather than confuse you about the speculation and debate on the fringes
of the healthy eating debate, I’m going to give you some solid, difficult-to-
disagree-with advice on how you can eat healthier, and give you some
reasons why certain foods are considered healthy while others aren’t.
For the most part, food is food
It turns out we give a little too much emphasis to whether certain foods are
healthy or not. For the most part, our bodies don’t care where they get their
carbs, proteins, and fats from, as long as they have what they need.
I’m not saying that some foods aren’t technically “better” for you, but for
most people, focusing too much on the specific foods they eat is a prema-
ture optimization. What I mean by this is that you shouldn’t be thinking
454 Appendix D How to eat healthy: Pizza is not a food group
about whether this food or that food is healthy. You should instead be
thinking mostly about macronutrient ratios and calorie counts.
Macronutrients are basically carbohydrates, fats, and proteins, and
we’ve already talked quite a bit about calorie counts in chapter 58. The
sources of macronutrients and calories aren’t nearly as important as the
amounts.
You might be skeptical—I know, it seems too simple—but a nutrition
professor, Mark Haub, did a little experiment involving Twinkies that
you might be interested in (http://simpleprogrammer.com/ss-twinkie).
In Mark’s experiment, he ate one Twinkie every three hours instead of
eating regular meals. He also had some other “junk food” like chips,
snack cakes, and cookies—Oreos specifically.
Here’s the catch, Mark restricted his diet to 1,800 calories a day. Even
though he was eating “junk,” he was carefully controlling his calorie
count. His maintenance calorie amount was about 2,600 calories a day,
so he was in a deficit of around 800 calories a day.
After two months, he dropped his weight by 27 pounds. Not only did
he lose weight, but his bad cholesterol dropped by 20% and his good
cholesterol increased by 20%.
To be fair, he did drink a protein shake each day and ate some vegeta-
bles, but two-thirds of his diet consisted of junk food. Obviously eating
a bunch of junk food isn’t considered healthy, but quantity is the most
important factor in healthy eating. And for restructuring your body—
gaining muscle or losing fat while retaining muscle—the ratio of what
kinds of macronutrients you eat is pretty important as well.
Wait, isn’t this a contradiction? Didn’t you just tell me that calories are
the most important? Well, for just losing or gaining weight, yes, but if
you want to gain muscle or lose primarily fat, you need to think about
what you eat, not just how much.
Should I just eat junk food?
Perhaps you’re thinking that you should follow Mark’s example and
just eat junk food. I wouldn’t recommend it, and not because junk food
But what exactly are “healthy” foods? 455
is unhealthy. I wouldn’t recommend it primarily because you’ll be
really hungry.
Here’s the thing: not all foods have the same caloric density. Typically
the high-fat, high-sugar foods that we consider “junk food” are bad for
us simply because they are so calorie-dense. You don’t have to eat
much cheesecake to consume a large amount of calories, but on the
other hand, you can eat a huge amount of broccoli and hardly consume
many calories at all.
Whether some foods are healthier for you or not doesn’t matter nearly
as much as the quantity of foods you consume. You’re much likelier to
consume more calories when you eat unhealthy foods simply because
they taste better and they’re denser in calories. Because being over-
weight is a bigger factor in our overall health than the foods we eat, it
makes much more sense to focus on losing weight—by whatever means
possible—rather than getting too caught up on what foods are healthy.
That means, for the most part, that it’s really up to you. If you’re trying
to lose weight and you’re trying to hit 1,800 calories a day, like Mark
was, you can eat three meals of healthy foods daily or you can have one
Outback Steakhouse Aussie cheese fries (2,140 calories total). Your
choice. I prefer to eat mostly healthy food, because I don’t like being
hungry all the time.
But what exactly are “healthy” foods?
Oh, you mean you want to know what foods aren’t as calorie-dense
and might provide some other nutritional value than just calories?
Okay, I can help you out.
Like I said before, it’s subjective and we don’t actually know with
100% accuracy what foods are healthy and which ones aren’t, so we
can focus primarily on caloric density and make some pretty decent
assumptions about the rest.
With that in mind, some of the healthiest foods, or at least the ones that
aren’t all that dense in calories, happen to be fruits and vegetables.
Most fruits and vegetables have high fiber content and also contain a
456 Appendix D How to eat healthy: Pizza is not a food group
lot of water. Remember that fiber calories basically don’t count,
because those calories can’t actually be digested by your body. And, of
course, water doesn’t contain any calories, either.
It also turns out that for some vegetables, in their whole form, your body
has to spend quite a bit of calories to digest them—this is known as the
thermic effect. Proteins actually have the highest thermic effect—
requiring about 20–30% of the calories they contain just to digest
them—which brings us to the next category of healthy foods: proteins.
Foods that are high in protein are usually not very dense—unless they
also contain a high amount of fat. That’s why a chicken breast, which is
almost all protein, is generally considered healthier than a nice cut of
marbled steak—delicious, but pretty calorie-dense. Regardless of the
actual density, in terms of calories, all proteins require quite a bit of
energy for your body to digest and convert to usable calories.
Proteins are also essential in building and maintaining muscle. Remem-
ber that your body needs certain amino acids to produce and repair mus-
cle tissue, so if you’re trying to lose weight and want to keep your body
from losing muscle, having a large amount of protein in your diet is a
good thing. The same goes for gaining muscle. If your goal is to gain
muscle, you’ll see the most success with a diet that’s high in protein.
What foods contain protein? Mostly meats, eggs, and milk, although,
there are certainly vegetarian sources of protein as well, like beans, len-
tils, tofu, and nondairy milk. The best protein sources for dieting are
usually lean protein sources, because they won’t have as many calories.
Chicken breasts, turkey, fish, and egg whites are great sources of lean
protein.
Next on our list come carbohydrate sources that are considered com-
plex carbohydrates. This would be carbohydrates that are a bit more
difficult for your body to break down. These carbohydrate sources typ-
ically contain fiber and have a higher thermic effect. Sweet potatoes,
brown rice, and oatmeal are good examples. Foods that contain pro-
cessed sugar aren’t as good, because the simple sugars are easily moved
directly into your bloodstream. Those kinds of foods tend to be denser
in calories.
But what exactly are “healthy” foods? 457
We also need fats, and some fats are considered healthy while others
aren’t. Don’t get me started on this topic. We’ve been told for a long
time that saturated fats are evil, but a huge study involving over
350,000 people in 2010 that was published by the American Journal of
Clinical Nutrition showed no conclusive proof linking saturated fat to
heart disease or strokes (http://simpleprogrammer.com/ss-saturated-
fat).
Even though saturated fats may not be that bad, it turns out that unsat-
urated fats can actually help lower bad cholesterol levels and triglycer-
ide levels. You can find unsaturated fats in foods like fatty fish and nuts.
Overall, what are “healthy” foods? In general, the foods that are the
healthiest aren’t processed—whole foods like chicken, vegetables,
fruits, sweet potatoes, brown rice, eggs, oatmeal, nuts, and fish. Again,
these foods aren’t necessarily a lot healthier than other types of foods,
but in general, you’ll find that these foods are less dense calorie-wise
and provide the basic nutrients you need.
Body has to spend 20–30% of
calories to digest.
Usually not very dense caloriewise.
High in fiber.
Different foods have different caloric densities
458 Appendix D How to eat healthy: Pizza is not a food group
Taking action
❂Look up the amount of calories per serving for a green vegetable like broccoli
versus processed food you might find at a fast-food restaurant or some pack-
aged food in your pantry. Actually measure out and physically compare the differ-
ence in volume of the healthy food versus the unhealthy food. Which do you think
would make you more full for the same amount of calories?
❂The next time you need to make a food choice, think about whether you'd rather
have a little of something tastier or a lot of something not quite as tasty.
459
Index
Numerics
10-step learning process
creating learning plan 172–174
defining success 171
determining scope 168–170
filtering resources 174
finding resources 171–172
getting big picture 167–168
learning enough to do something
useful 178–179
learning enough to get started 176–177
overview 163–165, 181
playing around 177–178
teaching 180–181
401(k)s 320–321
A
accelerators, for startups 86
accountability
external 236–237
overview 233–234
to self 234–236
Agile development 48, 271
altruistic approach 133
amateurs 55–56, 112
amino acids 450
Angel 392
apprentices
being mentor 187–188
choosing 189
mentorship advantages 188–189
apps, fitness 394
AresX 393
arguments, avoiding 21
arrogance 97
articles, writing
getting published 148–149
importance of 146–147
profitability of 147–148
self-publishing 149
assets vs. liabilities 287–290
Atlas Shrugged 421
attitude
changing thoughts 406
meditation 406
play and 407
positivity 402–405
reading books 407
audience, finding 77–80
audio books 367, 393
Autofocus 214
B
backlinks 126
banks 437–439
base metabolic rate. See BMR
batching tasks 239–240
BCAAs (branch chain amino acids) 376
beginners 112
beliefs 397–401, 408–411
bias toward technologies 103–106
Blogger 123
460 INDEX
blogs
commenting on others 154
creating 123–124
importance of 121–123
improving writing ability using 149
keys to success 125–127
as marketing channel 113
obtaining traffic 127–128
using on social networks 136
BMR (base metabolic rate) 361
Bodybuilding.com 373, 394
Bookbaby 150
books
audio 367, 393
improving attitude by reading 407
self-help
Atlas Shrugged 421
How to Win Friends and Influence
People 420
Power of Positive Thinking 421
Psycho-cybernetics 421
Think and Grow Rich 420–421
War of Art 419–420
software development
Clean Code 422
Code Complete 422
Head First Design Patterns 422–423
writing
getting published 148–149
importance of 146–147
profitability of 147–148
self-publishing 149
brain health 351
branch chain amino acids. See BCAAs
branding
components of brand 116–118
creating brand 118
defined 115–116
Buffer 137
burnout
cause of 243–244
motivation and 244–245
overcoming 245–246
business
being employee 29–30
being independent consultant 31–32
choosing employment 34
corporate ladder
becoming visible 50–51
being problem solver 53
company politics 53
educating oneself 52
taking responsibility 49–50
entrepreneurs 32–34
faking success 94–95
finding audience 77–80
freelancing
determining rate 72
getting clients 71–72
starting out 69–70
goals
setting 14–16
tracking 16
large companies 45–47
medium-size companies 45
professionalism
good habits and 57–58
making correct choices 58–59
overview 56
quality and 59
small companies 43–44
software development and 9–12
software development companies 47–48
startups 43–44
accelerators 86
funding 86
growing 84–85
lifecycle of 85
overview 83–84
testing market 80–81
C
calories 454
burning 361–362
losing weight and 362
measuring consumption 361
overview 359–360
Camtasia 195
carbohydrates 360, 448
caustic people 22
central banks 437–438
certifications 52, 200
INDEX 461
cholesterol 454, 457
Clean Code 422
clients, freelance 71–72
code camps 113, 142
Code Complete 422
CodingHorror 122
communication
avoiding arguments 21
avoiding criticism 20
empathy 20–21
importance of 18–19
making people feel important 19–20
when working from home 93
community colleges 331
companies
corporate ladder
becoming visible 50–51
being problem solver 53
educating oneself 52
politics 53
taking responsibility 49–50
employment contracts 68
equity 87
large 45–47
medium-size 45
small 43–44
software development 47–48
complex options 307
conferences 113
confidence 97
building 153–154, 191–192
health and 350–351
relationships and 417
self-image 408–411
consistency, brand 117
consultants, independent 31–32
content
blog 126–127
creating value for others through 132
giving away for free 131–132
contractor, independent
challenges
loneliness 92
self-motivation 90–92
time management 89–90
freelancing
determining rate 72
getting clients 71–72
starting out 69–70
contracts, employment 68
Cool Running 383
corporate ladder
becoming visible 50–51
being problem solver 53
company politics 53
educating oneself 52
taking responsibility 49–50
Couch-to-5K program 383
covered call 307
coworkers 93
creativity 351
credit cards 328
criticism 20
currency 437
D
daily planning 218
debt
common pitfalls 328–330
good 330
overview 326–328
defeat vs. failure 426
deflation 437
degrees
advantages to having 198
overview 196–198
proving ability without 199
desk, standing 386
diet
calories
burning 361–362
losing weight and 362
measuring consumption 361
overview 359–360
eating healthy 453–457
eggs in microwave 387
frozen meats 388
nutrition basics 448–452
plain nonfat greek yogurt 388
weightlifting and 375
distractions 209
462 INDEX
Dow Jones Industrial Average 446
Dropbox 85
E
Edomondo 394
education
degrees
advantages to having 198
overview 196–198
proving ability without 199
knowledge gaps
filling 204–205
finding 202–203
overview 201–202
learning process 159–160
creating learning plan 172–174
defining success 171
determining scope 168–170
filtering resources 174
finding resources 171–172
getting big picture 167–168
learning enough to do something
useful 178–179
learning enough to get started 176–177
overview 163–165, 181
playing around 177–178
teaching 180–181
mentors
being 187–188
benefits of mentorship 188–189
choosing apprentices 189
finding 184–185
qualities 182–184
recruiting 186
virtual 185–186
teaching oneself 160
elevator pitch 119
empathy 20–21
employment
choosing 34
contracts 68
as employee 29–30
entrepreneurs 32–34
freelancing
determining rate 72
getting clients 71–72
starting out 69–70
as independent consultant 31–32
large companies 45–47
medium-size companies 45
resumes
adding online 101–102
hiring professional writer 99–100
overview 98–99
tips for 102
small companies 43–44
software development companies 47–48
startup companies 43–44
entrepreneurs 32–34
equity 87
ETFs (exchange-traded funds) 308,
446–447
Evernote 215
exercise
abdomen region 377–379
diet and 375
goals for
endurance 372
size 371–372
strength 371
motivation for 364–368
muscle growth 370
routine for 372
running 381–384
tech gear
apps 394
combo devices 392
headphones 393
pedometers 390–391
PUSH 392–393
wireless scales 391–392
treadmills 385–386
weightlifting 370–371, 373–375
expenses, cutting 62
exposure, brand 117
external accountability 236–237
F
Facebook 85, 138, 219
failure
defeat vs. 426
embracing 427
INDEX 463
fear of 424–425
mentors and 183
as path to success 426–427
faking success 94–95
fear 424
health and 352
taking action and 277–278
Federal Reserve 437
fiat money 435
finances
banks 438–439
central banks 437–438
debt
common pitfalls 328–330
good 330
overview 326–328
deflation 435–437
inflation 435–437
money 434–435
options
complex 307
overview 301–306
selling 306–307
passive income 333, 342
paychecks
assets vs. liabilities 290
thinking long term 285–287
real estate investment
advantages of 310–312
market education 313–314
overview 313
property management 316
purchasing 315–316
retirement
401(k)s 320–321
author's path to 333–346
calculating goal 319–320
defined 332–333
early 322–324
overview 317–319, 324
salary
accepting offers 298–299
at current employment 297
hiring method and 293–294
negotiating 295–297, 299
reputation and 292–293
Fitbit 391
fitness
calories
burning 361–362
losing weight and 362
measuring consumption 361
overview 359–360
creating milestones 355–356
diet and 375
goals for
endurance 372
size 371–372
strength 371
lifestyle changes 357
losing weight 360–362
measuring progress 357
motivation for 364–368
muscle growth 370
routine for 372
running 381–384
setting goals 354–355
tech gear
apps 394
combo devices 392
headphones 393
pedometers 390–391
PUSH 392–393
wireless scales 391–392
treadmills 385–386
weightlifting 370–371, 373–375
Fitocracy 366
Fiverr 120
floating, defined 311
focus
getting into focused mode 211–212
importance of 210–211
overview 209–210
Pomodoro Technique and 225
free content 131–132
freelancing
blogs and 122
determining rate 72
getting clients 71–72
starting out 69–70
funding for startups 86
464 INDEX
G
GitHub 199
glucose 448
goals
creating value
altruistic approach 133
free content 131–132
giving people what they want 130–131
for others 132
fitness 354–355
overview 13–14
for retirement 319–320
routine and 256
setting 14–16
tracking 16
weightlifting
endurance 372
size 371–372
strength 371
Google Hangouts 93
Google+ 138
H
Habit RPG 366
habits
creating good 264
overview 260–262
recognizing bad 262–264
Hacker News 128
hard work 272–275
Harris Benedict Equation 362
Head First Design Patterns 422–423
headphones 393
health
brain 351
calories
burning 361–362
losing weight and 362
measuring consumption 361
overview 359–360
confidence and 350–351
diet
eating healthy 453–457
eggs in microwave 387
frozen meats 388
nutrition basics 448–452
plain nonfat greek yogurt 388
fear and 352
fitness
abdomen region 377–379
creating milestones 355–356
diet and 375
goals for 371–372
lifestyle changes 357
measuring progress 357
muscle growth 370
routine for 372
running 381–384
setting goals 354–355
tech gear 390–394
treadmills 385–386
weightlifting 370–371, 373–375
losing weight 360–362
motivation and 364–368
heart disease 457
HIIT (high-intensity interval
training) 380
holistic approach 1
home, working from
loneliness 92
self-motivation 90–92
time management 89–90
How to Win Friends and Influence People 420
I
inbound marketing 71–72
independent consultants 31–32
independent contractors
challenges
loneliness 92
self-motivation 90–92
time management 89–90
freelancing
determining rate 72
getting clients 71–72
starting out 69–70
inflation 435–437
initial public offering.See IPO
insulin 449
interruptions 209
office 226
productivity plan and 218–219
INDEX 465
interviews
building rapport 25–26
doing well on 23–24, 27
knowledge gaps and 203
preparing for 27
investments
books 423
real estate
advantages of 310–312
market education 313–314
overview 313
property management 316
purchasing 315–316
retirement
401(k)s 320–321
calculating goal 319–320
early 322–324
overview 317–319, 324
IPO (initial public offering) 442
J
junk food 454
K
Kanban 214
Kanbanflow 216–217, 222
knowledge gaps
filling 204–205
finding 202–203
overview 201–202
L
large companies 45–47
LDLT (learn, do, learn, teach) 166, 176
Leanpub 149
learning
knowledge gaps
filling 204–205
finding 202–203
overview 201–202
mentors
being 187–188
benefits of mentorship 188–189
choosing apprentices 189
finding 184–185
qualities 182–184
recruiting 186
virtual 185–186
process of 159–160
creating learning plan 172–174
defining success 171
determining scope 168–170
filtering resources 174
finding resources 171–172
getting big picture 167–168
learning enough to do something
useful 178–179
learning enough to get started 176–177
overview 163–165, 181
playing around 177–178
teaching 180–181
teaching and
benefits from 192–193
building confidence 191–192
getting started 193
teaching oneself 160
liabilities vs. assets 287–290
lifecycle, startup 85
lifestyle, healthy 357
LinkedIn 138
loans 439
logo 116–117
loneliness 92
longevity 349
long-term vision 13
looking like idiot
beginnings are uncomfortable 151–152
overview 152–153
taking small steps 153
losing weight 360–362
love and relationships 414–418
M
market, testing 80–81
marketing
blogs
creating 123–124
importance of 121–123
keys to success 125–127
obtaining traffic 127–128
466 INDEX
marketing (continued)
branding
components of brand 116–118
creating brand 118
defined 115–116
channels for 112
creating value
altruistic approach 133
free content 131–132
giving people what they want 130–131
for others 132
inbound 71–72
looking like idiot
beginnings are uncomfortable 151–152
overview 152–153
taking small steps 153
oneself 109–111
social networks
growing network 134–135
staying active 136–137
using effectively 135–137
speaking publicly
getting started 142–143
importance of 141
training as 143
writing
getting published 148–149
importance of 146–147
profitability of 147–148
self-publishing 149
married put 308
McDonalds 115, 117
meditation 406
medium-size companies 45
Meetup 184
mentors
being 187–188
benefits of mentorship 188–189
choosing apprentices 189
finding 184–185
qualities 182–184
recruiting 186
virtual 185–186
message, brand 116, 119
milestones, fitness 355–356
Millionaire Real Estate Investor 423
mind
attitude
changing thoughts 406
meditation 406
play and 407
positivity 402–405
reading books 407
influence on body 397–401
self-image 408–411
mobile applications 199
momentum 280–281
money 434–435
monthly planning 215
mortgages 328
motivation 233, 351
burnout and 244–245
for fitness program 364–368
mind and 397–401
multitasking
batching vs. 239–240
disadvantages of 238–239
true multitasking 240
mutual funds 446–447
N
negative thinking 402
niche 119
No-Hype Options Trading:
Myths, Realities, and Strategies That Really
Work 423
nonaction 277
nutrition 448–452
O
oDesk 120
offices
interruptions in 226
time wasters in 251–252
options, stock
complex 307
overview 301–306
selling 306–307
P
page rank 124
passive income 333, 342
INDEX 467
paychecks
assets vs. liabilities 290
thinking long term 285–287
pedometers 390–391
people skills
avoiding arguments 21
avoiding criticism 20
empathy 20–21
importance of 18–19
making people feel important 19–20
persistence 186
Pluralsight 33, 144
podcasts
as free content 131
as marketing channel 113
poisonous people 22
Pomodoro Technique 214–215
assessing accomplished work 224–225
effective use of 222–224
focus and 225
overview 221–222
setting goals 226
website for 221
positivity 402–405, 408–411
Power of Positive Thinking 421
prequalification for financing 315
presentations
career and 140
giving at workplace 142
principles 430
problem solving 53
procrastination 266
productivity
accountability
external 236–237
overview 233–234
to self 234–236
breaking things down
large task problem 266–268
problems 271
tasks 268–271
burnout
cause of 243–244
motivation and 244–245
overcoming 245–246
focus
getting into focused mode 211–212
importance of 210–211
overview 209–210
habits
creating good 264
overview 260–262
recognizing bad 262–264
hard work and 272–275
multitasking
batching vs. 239–240
disadvantages of 238–239
true multitasking 240
plan
breaks in 219
daily planning 218
dealing with interruptions 218–219
monthly planning 215
overview 214–215
quarterly planning 215
vacations and 219
weekly planning 215–218
Pomodoro Technique
assessing accomplished work
224–225
effective use of 222–224
overview 221–222
setting goals 226
website for 221
quota system
advantages of using 231
overview 228–231
routine
creating 256–257
overview 255–256
taking action
checklist for 281–282
fear and 277–278
lack of 278–280
momentum and 280–281
time wasters
corporate environment 251–252
social networks 251–252
tracking time 253
TV 249–251
468 INDEX
professionalism
good habits and 57–58
making correct choices 58–59
overview 56
quality and 59
progress, measuring 357
property management 316
proteins 360, 448
Psycho-cybernetics 421
publishing books and articles
getting published 148–149
self-publishing 149
PUSH devices 392–393
Q
quality 59
quarterly planning 215
quitting job
considering actual work time as
employee 64–66
making transition 67
self-employment and 63–64
simple method 61–62
quota system
advantages of using 231
overview 228–231
R
real estate
advantages of 310–312
debt and 330
market education 313–314
overview 313
property management 316
purchasing 315–316
Reddit 128
referrals 25
relationships 414–418
remotely working
loneliness 92
self-motivation 90–92
time management 89–90
representative money 435
reputation 292–293
RescueTime 253
resources, learning
filtering 174
finding 171–172
responsibility 49–50
resumes
adding online 101–102
hiring professional writer 99–100
as marketing tool 110
overview 98–99
tips for 102
retirement
401(k)s 320–321
author's path to 333–346
calculating goal 319–320
defined 332–333
early 322–324
overview 317–319, 324
Rich Dad, Poor Dad 423
routine
creating 256–257
obsessing over 259
overview 255–256
weightlifting 372
Run Faster 394
running 381–384
S
S&P 500 446–447
SaaS (software as a service) 33
salary
accepting offers 298–299
at current employment 297
hiring method and 293–294
negotiating 295–297, 299
reputation and 292–293
scales 391–392
screencasts 144, 194
Screenflow 195
Scrum process 57
self-employment
actual work time as employee and
64–66
quitting job and 63–64
retirement accounts and 321
transitioning to 67
INDEX 469
self-help books
Atlas Shrugged 421
How to Win Friends and Influence
People 420
Power of Positive Thinking 421
Psycho-cybernetics 421
Think and Grow Rich 420–421
War of Art 419–420
self-image, positive 408–411
self-improvement 59
self-motivation 90–92
self-publishing 149
Simple Programmer site 124
Single Page Applications. See SPAs
Skype 93
small companies 43–44
Smashwords 150
social networks
growing network 134–135
staying active 136–137
as time waster 251–252
using effectively 135–137
software
finding audience 77–80
mobile applications as proof of
abilities 199
starting small 81
testing market 80–81
software as a service. See SASS
software development
books
Clean Code 422
Code Complete 422
Head First Design Patterns 422–423
business and 9–12
holistic approach to improving 1
software development companies vs.
companies with 47–48
SPAs (Single Page Applications) 41
speaking publicly
fear of 143
getting started 142–143
importance of 141
specialization
choosing specialty 40–41
freelancing and 70
importance of 36–37
overview 37–39
types of 39–40
versatility and 41
StackOverflow 41, 122
standing desk 386
Starbucks 115
startups 43–44
accelerators 86
funding 86
growing 84–85
lifecycle of 85
overview 83–84
steering car analogy 280
stock market
ETFs 446–447
indexes 446–447
making money in 446
mutual funds 446–447
purpose of 442–443
trading stock and 443–444
student loans 331
success
degrees and 196
failure and
defeat vs. 426
embracing 427
fear of 424–425
as path to success 426–427
faking 94–95
mind and 398
through failures 153
Super Better 366
T
taglines 119
tasks, breaking into smaller 268–271
teaching
apprentices
being mentor 187–188
choosing 189
mentorship advantages 188–189
benefits from 192–193
building confidence 191–192
getting started 193
learning process and 180–181
470 INDEX
technology
10-step learning process 163–165
bias towards 103–106
testing market 80–81
Think and Grow Rich 420–421
time management 89–90
time wasters
corporate environment 251–252
social networks 251–252
tracking time 253
TV 249–251
Toastmasters 143, 154
traffic, blog 127–128
training 143
transitioning to self-employment 67
Trello 215, 217
truth 430
Truvia 388
TV 249–251
Twinkies 454
Twitter 85, 138
U
Udemy 145
V
vacations
burnout and 244
productivity plan and 219
value, creating
altruistic approach 133
free content 131–132
giving people what they want 130–131
for others 132
VCs (venture capitalists) 33, 87
versatility 41
videogames 253
videos
as free content 131
as marketing channel 113
virtual mentors 185–186
vitamin C 451
VPS (virtual private server) 124
W
War of Art 419–420
weekly planning 215–218
weightlifting
diet and 375
goals for
endurance 372
size 371–372
strength 371
muscle growth and 370
overview 370–371, 373–375
routine for 372
Withings 391
Wordpress 123–124
writing
building confidence 154
getting published 148–149
importance of 146–147
improving ability for 149
profitability of 147–148
self-publishing 149
Y
YCombinator 86
Z
Zombies, Run! 366

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