"Leaders aren't born, they're made" [1]
236 karma · joined July 6, 2011
It satisfies most of your requirements
A few suggestions and questions:
- as the list grows, will there be some way to categorise and discover the lists? (tags, topics, etc)
- is the numbered list their recommendation in order? Or is it just a list that happens to have numbers?
- I would like a link to the source for each recommendation (twitter post or HN comment).
Congrats on putting this together though. I hope you receive lots of interest and appreciation!
The Blocker: stubbornly disagrees; rejects others' views; describes unrelated personal experiences
The Withdrawer: won't participate; talks to neighbour; self-appointed note taker; switches off
The Recognition Seeker: boasts; excessive talking; conscious of their status
The Topic Jumper: continually changes the subject
The Dominator: tries to take over; asserts authority; manipulates the group
The Special Interest Pleader: uses group's time to plead their own case
The Playboy: wastes group's time showing off; story-teller; nonchalant; cynical
The Self-Confessor: continually makes comments about own feelings and insights
We Only Come in Twos: a pair that turn up together and only talk to each other
The Bomb: discloses personal information distracting group from tasks
The Can't-be-Bothered: disinterested; messes about; test's the facilitator with disruptive behaviour
By limiting free teams to ten boards, they've effectively knee-capped it as a viable business tool (card-based task management without the bloat of Jira).
What's especially insidious is the short notice and high price tag of Business Class. Are there any good alternatives out there?
- You have to really like working with people and I mean all kinds of people, not just those you identify with. You'll have to build strong relationships with people from a diverse range of backgrounds, personalities, experience levels and cultures. You'll discover unconscious biases you didn't even know you had and it will be your job to mitigate against them (they don't just go away).
- People are messy and you will be in a privileged position to see behind the mask. They will bring their problems to you and these won't always be directly work related. You'll be expected to help in some way, but most of the time you won't have a clue what you're supposed to do or say. Don't try to bullshit your way around them. Learn how to listen and develop good coaching skills. If the problem is more practical, make sure you have a solid relationship with HR and other managers. You might need their help to resolve the situation.
- Schedule regular one-to-ones with your direct reports and don't bump them ever. What this really means is when something comes up (vacation, sickness, conferences, workshops, etc) reschedule at the next earliest, convenient time or mutually agree to skip it. Send a clear signal that you value this time together and only exceptional circumstances will move it (being remote isn't exceptional). When it comes to the actual one-to-one, do some research on how to get the most out of them and adapt it to the individual. There's a ton of material out there.
- Not everyone is going to like you, get used to it. Sometimes it's a mismatch in personality types, sometimes it because of something you did and sometimes it's just because you're a manager and you represent the company; the reasons are infinite. Most humans crave acceptance and have a deep need to be liked. You have to learn how to dampen this instinct and intuit other ways of evaluating your performance. I'm not saying being a jerk is ok, but learning how to be resilient is important.
- Never stop learning. When you're a developer there's always a new language, or paradigm or technique; the field is constantly evolving and management is no different. It's every bit as much of a craft as programming. Read books, listen to podcasts, go to conferences, learn, learn, learn. You'll start off being Unconsciously Incompetent and will need to progress into fluency and mastery. If you only do on-the-job learning your development will be slow and there'll be a cap on your experience. You'll no doubt receive a ton of recommendation in this thread, but I'll link to a couple meta-resources I've found useful [1][2]
- Management and leadership are two very different things. You can be great at one, but suck at the other. When I first moved from being a developer to a manager I focused all my energy on the management side of things (coordinating work, removing obstacles, administration, hiring and firing... getting shit done). I was a great manager, but a lousy leader. People want to work for someone who's competent, of course, but they also want someone who inspires them, who challenges them, and who understands their needs. Learn what it means to be great at both and focus your development accordingly.
- If you're managing developers, or people in any technical field, you may need to be able to have conversations about their work. Opinions are massively divided about this, but I personally believe staying on top of industry trends, and maintaining a technical mindset, is important to maintaining credibility and empathy with your direct reports. Let's be honest though, if you stay as a manager you will probably never be at their level again, and as the years roll by you will become increasingly incapable of doing their job. This freaks a lot of new managers out and I've seen them either try to hold on to their former status (and fail) or they abandon management after a few years.
- Impostor syndrome is real. You will probably get it. A lot.
[1] Podcast (personal favorite) - Coaching for Leaders: https://coachingforleaders.com/
[2] Podcast - Manager Tools: https://www.manager-tools.com/podcasts
No-one know why Ms Giese survived, but the Milwaukee protocol does not seem to have been the reason. Or if it was, it is not repeatable on other patients.
[1] https://www.cambridge.org/core/journals/canadian-journal-of-...
I didn't know about Matt's background on Youtube, but a bit of Googling and I found he's had a really rough ride. As well as the stress and health problems others have mentioned, his wife also developed cancer a few years ago and was very close to dying.
All the while he still manages to produce witty, engaging content for a fickle audience. Honestly, the guy deserves a bit more respect for his craft than the comments in this thread are giving.
There's a thread on Reddit that collates which games are still using Red Shell and which have removed it: https://www.reddit.com/r/Steam/comments/8pud8b/psa_red_shell...
I think you can just uninstall the ones that aren't planning to remove it yet.
Also, you can opt-out from RedShell's website. Although it doesn't seem straight forward to me: https://redshell.io/optout
This is the part that made me think you were defending it. My apologies for misunderstanding.
A scale of 1-10:
- 1 is the minimum threshold for civilisation
- 10 is the most advanced civilisation the universe has ever known
Unless you know of any other civilisations out there we can measure ourselves against?
This kind of submission is just spam, in my opinion.
If you're criticising him for building on top of what others did, no man is an island. He did improve on what was already there. Why not read the details for yourself?[2].
In Tim's words: "I just had to take the hypertext idea and connect it to the Transmission Control Protocol and domain name system ideas and—ta-da!—the World Wide Web."
[1] https://www.w3.org/People/Berners-Lee/WorldWideWeb.html [2] https://en.wikipedia.org/wiki/Tim_Berners-Lee
If I let my guard down I slide back to 145 lbs within a few weeks and have to climb the mountain all over again. Age has yet to cure me of this.
One day you might be the 'washed-up' 40 year old programmer who the younger guys curse for your outdated skill set.
So suddenly you have to explain to your real friends/family/coworkers why you have a fake account.
If someone sends you a direct message they have the option to interrupt you if it's really important.
For what it's worth, I think Colin Powell is right: Iran doesn't want to develop nukes as an offensive weapon. What they really want is a seat at the grown-up table and to prevent regime change being imposed on them.