jussy
Just follow the money or whatever is the top incentive.
What am I missing?
Why aren't we seeing these type of articles talking about the first bottleneck? Even the ones talking about code review don't mention the upstream work.
Writing software is still one of the most expensive things you can do to a business even with LLms.
The article would of benefitted from comparing the FIBA products, Euroleague and NBA. A lot of comments in this post are different under FIBA rules like longer 3pt lines, no defensive 3 seconds, less timeouts etc. However none make more money or have a viewership more than the NBA.
The flow of the game is crucial but has economic tradeoffs. If the NBA wants a slice of the global pie then i think it may need to adjust some of the rules that benefit the economics in the short term.
At my pickups courts we call our own fouls by saying Foul. Perhaps the mic can pickup key words matched the play stopping.
One thing I found odd was that the default/main screen in the app is a feed. That feed is just short videos without any of the game data the app captures. Perhaps an overlay would showoff the app as well as the skills. The videos by themselves don't add much differentiated value.
There's some simple stuff that seems worth pointing out:
1. You need to do it more often. Education 10%, Exposure 20% and Experience 70% as a rule of thumb for learning.
If you want to be better at managing, then practice managing more. You're not losing time for solo dev work, you are gaining a new skill.
2. Get a close mentor you can shadow for that 20% exposure time.
3. For delegation, practice using CPORT.C – Context. P – Purpose. O – Outcome in terms of quality and quantity. R – Resources. Then get fast at it by creating systems that do it for you. Queues are your friend.
Have fun.
I noted that customers were paying me to hang around for 8 hours being on demand for messages or meetings to pop up like a reserved instance.
I guess that long repetitive meeting culture will exist until the systems change to a flipped office.
To my experience, the trouble seems to be in the external sourcing of feelings like happiness.
If only...I would exercises work for me when considering my intentions. If only I had a fast red car then I'd be happy. If only I went to Paris I would be happy.
If I was being general I'd say that leaders need to focus on creating an environment where people feel secure, engaged and connected to each other. And people are empowered to create this environment for others.
What location this is done in shouldn't be the focus.
Offices, factories, beaches, houses don't have the above because buildings don't create it, people do.
The barrier to entry or cost of booking a meeting is significantly lower than the cost of actually having one. Whenever I see this pattern in a system, poor outcomes are found.
The higher up in the organisation the lower the cost to book it, most of the time you can ignore everyone else's schedule.
The design of time management tools like calendars needs updating.
The default calendar setting is Available is another example. As is, free text area for the request body.
Additionally and anecdotally as you've said, around that time is when promotion is offered often without the difficulty level/growth opportunity changing in role responsibility.
Lastly, it's a team sport.
I scale through subcontractors so the ability to decentralize that workflow would be nice. E.g. suggestions of who would be best for this project in an internal or public marketplace of other solos.
I took the message as set your own direction and then sieze the day. Whatever you choose to do surf or work or both.
Balance being proactive with being responsive.
I feel you would of received a better response if you used the word Responsive not Reactive in this context and replaced "Don't" with Balance.
Being responsive to things that happen on a daily basis acknowledges that the company we are employed in is messy and stuff happens that you may need to urgently attend to. Yet it doesn't mean that you still can't achieve things that make your place of employment a better place for others.
They take the waterfall approach, what do we need to get done by X to achieve goal Y. Then apply tasks/actions to get it done to people who are at a meeting. Following this step they shift over to scrum sprints, routines and measures to give management comfort on whether its track or not.
The alternate might be, what is the highest value items that we can achieve with this group of people.
Generally speaking, if the thing that is meant to help you get to value becomes more of a focus then you're in a spot of bother
Which is a different motivator to actually getting it done.
Then maybe take a holiday for a few weeks and see what happens.
Idiot
have you considered an I'm feeling lucky function?
Do you have an API that other developers or designers can extend?
Have you considered other verticals such as cruises and tours?
Hope it goes well guys love to hear from you what the conversion rate from users.
hutch