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Endlessh: an SSH Tarpit « null program
Fake an ssh client an lengthen the initial setup routines to weeks with low usage on the server
security  ssh  networking  python  honeypot  via:popular 
13 hours ago
Lambda optimization tip — enable HTTP keep-alive – Predict – Medium
For operations that are short-lived (such as DynamoDB operations, which typically complete within a single digit ms) the latency overhead of establishing the TCP connection might be greater than the operation itself.

With the Node.js AWS SDK, you can override the HTTP agent to use for ALL clients with just a few lines of code. You can also override the settings for individual clients too.
Lamda  Aws  speed  HTTP  development 
6 days ago
"Mama, den Tonie auf meiner Box kenn ich gar nicht. Und da ist so komische Musik drauf. Die klingt wie die von Onke…
6 days ago
Every conf should have the speakers agreeing on a random word to include in their talks as an inside joke.

The att…
8 days ago
Machine Learning for Kids
Huge thanks to for providing a French translation for
This means that students c…
8 days ago
Huge thanks to for providing a French translation for
This means that students c…
8 days ago
Die Unterrichtsmaterialien zum Thema Künstliche Intelligenz und Machine Learning gibt es übrigen h…
9 days ago
„Künstliche Intelligenz“ gehört entmystifiziert. Mit können SuS anhand vorgegebener Projekt…
9 days ago
Why do remote meetings suck so much? – Chelsea Troy
What is the unwritten caucus rule?

See if you can spot it in this example:

Latifah spends a few minutes presenting her perspective on something in a meeting. Her points are well-considered, and it’s clear that she has spent time considering this.

When Latifah finishes, Alessandra asks a poignant question the perspective Latifah just shared. Latifah (caucus score 6) has thought long and hard about that question, so she takes a breath and pauses for a moment to compose, in her head, a coherent explanation.

Just at that moment, Todd (caucus score 17) pipes up with his half-baked ramblings on the question. Latifah loses her chance to answer the question she was clearly well-positioned to answer, and the room spends 4 minutes listening to Todd umm and uhh his way to his opinion.*

*I swear to god this example was written months ago and does not reference a particular instance. This situation happens so much that, at any given moment, it looks eerily similar to something you witnessed at work not long ago.

Sure, meetings should have leeway for people to figure out what they think. But Latifah already had a very well-considered answer to this question. Todd did not. Can we agree that, based on that information, Latifah should have gotten precedence to speak?

In caucuses you can’t do that because of the unwritten caucus rule:

The first person to utter something gets the floor.

To wit: if you have something you want to say, you have to stop listening to the person currently speaking and instead focus on when they’re gonna pause or finish so you can leap into that nanosecond of silence and be the first to utter something.

The format of a caucus encourages participants who want to contribute to say more and listen less.

This is interesting because it suggests that there are only so many interruptions that a conversation will tolerate before it’s not a conversation anymore. Keep in mind that all the conversations I observed were formal work meetings where people mostly adhered to a single conversation thread; it is very likely that in a more informal setting, many of the larger groups would have split themselves into smaller groups having multiple conversations. In fact, these results make me wonder if 7 people is the natural tipping point for that kind of splitting in social groups.

Why? Well, jumping in during a caucus requires precise timing: your utterance must be the first utterance after someone finishes speaking without interrupting that speaker. A single second of audio lag can throw off your timing, so you have more people talking over one another and then stopping to figure out who should have or would have talked first.

You also don’t have as much benefit of body language for conveying ideas, and you sometimes have to project further over a poor audio connection or a poor video setup. So you might be more careful to avoid accidentally conveying anger or frustration, which means reviewing your wording before you say things…which means pausing or slowing down. Which can mean losing your place to speak.
meetings  management  remote  communication  team  via:popular 
14 days ago
Keeping CALM: when distributed consistency is easy | the morning paper
When it comes to high performing scalable distributed systems, coordination is a killer. It’s the dominant term in the Universal Scalability Law. When we can avoid or reduce the need for coordination things tend to get simpler and faster.
distributed  architecture  data  consistency  Calm  kiss  simple  fast  via:popular 
14 days ago
Experimentelle Ergebnisse zu Tee - Erwartungshorizont_2016.pdf
Chemieexperiement mit Tee. Ziehdauer, Wasserhärte, Verschiedene Teesorten (Schwarztee, FrüchteTee), mit Milch und Zitronensäure versetzen
Schule  Chemie  Experimente  Tee 
15 days ago
Five behaviors that perpetuate toxic capitalism Money and productivity don’t define us; love does.
And then he said something that really rang true: Trying to stop working so much or saving so much money probably won’t work. But when I feel better about myself, I’ll naturally do those things – because I won’t rely on work or money for my value.

That’s when I realized why I can’t stop torturing myself to gain things I don’t need or benefit from: I don’t have an identity outside my achievements or my money. I determine my self-worth based on how much traditionally-defined success I attain.

But capitalism tells us we have a lot to lose, because capitalism operates through fear: fear of getting fired, fear of losing money, fear of being unproductive.

These fears all boil down to one basic fear: not being loved. Because children growing up under toxic capitalism learn that the way to gain love is to achieve.

Toxic capitalism plants its seeds in children’s brains. And as children, we believe the harmful lies adults feed us because we need them to love us.

But we don’t need them anymore. We can survive without fulfilling toxic capitalist ideals. And that’s not as obvious as it sounds when you’ve learned to link achievement to love and love to survival.

We can lose all our money and lose all our accomplishments and still be worthy of love and life. Toxic capitalism may look down on us, but we never even needed its approval in the first place.

We were already whole when we were born.
Kapitalismus  Selbstentwicklung  Selbstbestimmung  Wertschätzung 
20 days ago
Elizabeth Anderson: "Die moderne Firma ist eine Diktatur" | ZEIT Arbeit
Elizabeth Anderson: Die meisten Amerikaner leben unter der Diktatur ihrer Arbeitgeber. Denken Sie an die #MeToo-Bewegung, die gezeigt hat, wie verbreitet sexuelle Belästigung im Büro ist. Für mich ist das aber nur die Spitze des Eisberges. Arbeitnehmer erleben am Arbeitsplatz alle möglichen Arten willkürlicher und ihre Würde verletzender Behandlungen. In Europa mögen Arbeitnehmer besser geschützt sein, aber auch da gibt es sehr verletzbare Gruppen, die leicht zum Opfer werden können, etwa Zeitarbeiter. Die moderne Firma ist eine Diktatur, eine private Regierung einiger weniger, die nicht gewählt sind, über viele, die keine Mitsprache haben
Diktatur  Arbeitsplatz  Demokratie  Selbstständigkeit 
4 weeks ago
On Being A Principal Engineer
When working at the senior engineer level, the focus is more on “getting tickets/projects done with little to no direction” and “being proactive in fixing tech debt or helping solve problems/bugs”. But once i became a principal, it became clear that by virtue of being one of a few, i now carried a larger impact on morale, organization culture and even on recruiting and representing my engineering organization outside of the company. Behaviours I display, either at the office or at tech events, are now a display of the behaviours my company rewards. My behavior is a signal to anyone who may consider working in my organization of whether we align in values or not.
career  engineering  leadership  principle  via:popular 
5 weeks ago
Distributed archiving technoligie
Lots of Copies Keep Stuff Safe
Archive  distributed  documenta  longtime  storage 
5 weeks ago
How To Architect A Complex Web Table — Smashing Magazine
A better way is to define rational default widths and allow manual resizing if needed. For reading a table, it’s better to have some empty space on the right than gaps between the columns.

Viele gut design beispiele
css  html  design  table  tables  via:popular 
5 weeks ago
Reflecting on My Failure to Build a Billion-Dollar Company
For years, my only metric of success was building a billion dollar company. Now, I realize that was a terrible goal. It’s completely arbitrary, and doesn’t accurately reflect impact.

I’m not making an excuse or pretending that I didn’t fail. I’m not pretending that it feels good. Even though everyone knows that the failure rate in startups, especially venture-funded ones, is super high, it still sucks when you do.

I failed, but I also succeeded at many other things. We turned $10 million of investor capital into $178 million and counting for creators. And without a fundraising goal coming up, we are just focused on building the best product we can for them. On top of all that, I’m happy creating value beyond our revenue-generating product, like these words you’re reading!

I consider myself “successful” now. Not exactly in the way I intended, though I think it counts. Where did my binary focus on building a billion-dollar company come from in the first place?

I think I inherited it from a society that worships wealth. I don’t think it’s a coincidence that Bill Gates was my all-time hero and was also the world’s richest person.

Since I can remember, I equated “successful” solely with net worth. If I heard someone say “that person’s really successful,” I didn’t assume they were improving the well-being of the people around them, but that they had found a way to make a lot of money.
startup  startups  business  failure  well-being  value  creating  via:popular 
5 weeks ago
Sometimes we forget who our user is
6 weeks ago
I Cut Google Out Of My Life. It Screwed Up Everything
Eine Woche ohne Google. Viele Dienste gehen ohne maps garnicht mehr. Identifikation ob du ein Mensch bist ging ohne Google nicht. Ping ob du internet access hast auf Google ip
google  Privacy  internet  industry  via:popular 
7 weeks ago
Beim Kinderzahnarzt;

„Und jetzt male ich Dir Spider-Man auf Deine hinteren Backenzähne“

K1:“Wow, cool“

10 Minute…
7 weeks ago
just found an Easter egg in my baby names book and I am DEAD 😂
8 weeks ago
Wie du mit toxischen Menschen entspannt umgehst » Zeit zu leben
Dabei hilft eine einfache Frage:

Was war es noch einmal, was ich hier realistischerweise erreichen will?

Oder anders formuliert:

Wo will ich am Ende hin?
Was ist mein Ziel hier?
Was ist das Endergebnis, das ich ansteuere?

Mein Ziel in einem Erbstreit mit toxischen Menschen könnte zum Beispiel sein, den eigenen Erbanspruch durchzusetzen, ohne selbst zu unfeinen Mitteln zu greifen.

Mein Ziel in einem Streit mit einem toxischen Nachbarn könnte es zum Beispiel sein, dass wir wieder zu einem wenigstens neutralen Verhältnis kommen oder dass ich ansonsten einen hohen Zaun errichte.

Mein Ziel mit einem toxischen Vorgesetzten könnte sein, den Rückhalt meiner Kollegen und des Betriebsrats zu gewinnen und gemeinsam eine Versetzung des Vorgesetzten zu erwirken oder mir binnen 6 Monaten einen neuen Arbeitsplatz zu suchen.

Manchmal bleibt dir auch nur übrig, dir als Ziel zu setzen, eine aufrechte Haltung zu bewahren und dich psychisch und mental zu schützen.
Toxisch  Menschen  zzl  Ziele  Persönlichkeitsentwicklung 
9 weeks ago
Signal v Noise exits Medium – Signal v. Noise
Move back to own host
Because of own domain in medium the can still serve the old content.
No export of comments possible.
Provide newsletter an rss for being mor independent from twitter
medium  37signals  independent  webpage  rss  newsletter  via:popular 
9 weeks ago
Opinions and Organizational Theory
Think about it, here you have a room full of smart people all in agreement
on the best way to proceed. How often does that happen? A no-brainer like
that is hardly worth a memo or even a meeting.
It’s easy to agree when no one is thinking.
If the group makes the right decision you can take take credit. And, if by
chance things go wrong, you don’t get the blame. Group decisions,
especially ones with consensus, allow for all of the participants to have
the upside and few if any to have the downside.
Decision  making  groups  meetings  facts 
9 weeks ago
Scaling email transparency
Here's a sample of things people have found useful about email transparency:
Provides the full history on interactions that are relevant to you. If
you're pulled into something, you can always pull up the relevant state.
This is especially useful for external communications with users or vendors.
Provides a way for serendipitous interactions to happen — someone who
has more state on something may notice what's happening and jump in to help
(subject to the limitations about jumping in).
Lets you keep up with things going on at various other parts of Stripe,
at whatever granularity you want. This reduces siloing, makes it easier to
function as a remote (and even just know what we're working on), and
generally increases the feeling of connectedness.
Requires ~no additional effort from the sender.
Makes conversations persistent and linkable, which is particularly
useful for new hires.
Forces us to think about how we're segmenting information — if you're
tempted to send something off-list, you should think through why.
Makes spin-up easier by immersing yourself in examples of Stripe tone
and culture, and enabling you to answer your own questions via the archives.
Helps you learn how different parts of the business work.
Quickly subscribe to or unsubscribe from a list.
View your organization's lists (categorized by topic), and which you're
subscribed to (including indirect subscriptions through other lists).
Get notifications when new lists are created.
Generate and upload GMail filters.
Company  email  transparency  sharing  archive 
9 weeks ago
One On One – Andreessen Horowitz
Perhaps the CEO’s most important operational responsibility is designing
and implementing the communication architecture for her company. The
architecture might include the organizational design, meetings, processes,
email, yammer and even one-on-one meetings with managers and employees.
The key to a good one-on-one meeting is the understanding that it is the
employee’s meeting rather than the manager’s meeting. This is the free-form
meeting for all the pressing issues, brilliant ideas and chronic
frustrations that do not fit neatly into status reports, email and other
less personal and intimate mechanisms.
If you like structured agendas, then the employee should set the agenda. A
good practice is to have the employee send you the agenda in advance. This
will give her a chance to cancel the meeting if nothing is pressing.
During the meeting, since it’s the employee’s meeting, the manager should
do 10% of the talking and 90% of the listening. Note that this is the
opposite of most one-on-ones.
If we could improve in any way, how would we do it?
What’s the No. 1 problem with our organization? Why?
What’s not fun about working here?
Who is really kicking ass in the company? Who do you admire?
If you were me, what changes would you make?
What don’t you like about the product?
What’s the biggest opportunity that we’re missing out on?
What are we not doing that we should be doing?
Are you happy working here?
In the end, the most important thing is that the best ideas, the biggest
problems and the most intense employee life issues make their way to the
people that can deal with them. One-on-ones are a time-tested way to do
that, but if you have a better one, go ahead with your bad self.
Managent  leadership  1o1  people 
9 weeks ago
A Good Place to Work – Andreessen Horowitz
Me: “Do you know the difference between a good place to work and a bad
place to work?”
Me: “Let me break it down for you. In good organizations, people can focus
on their work and have confidence that if they get their work done, good
things will happen for both the company and them personally. It is a true
pleasure to work in an organization such as this. Every person can wake up
knowing that the work they do will be efficient, effective and make a
difference both for the organization and themselves. These things make
their jobs both motivating and fulfilling.
“In a poor organization, on the other hand, people spend much of their time
fighting organizational boundaries, infighting and broken processes. They
are not even clear on what their jobs are, so there is no way to know if
they are getting the job done or not. In the miracle case that they work
ridiculous hours and get the job done, they have no idea what it means for
the company or their careers. To make it all much worse and rub salt in the
wound, when they finally work up the courage to tell management how fucked
up their situation is, management denies there is a problem, then defends
the status quo, then ignores the problem.”
Management  leading  1o1  good  company 
9 weeks ago
Why Growing Past 20 Employees is so Damn Hard (and what you can do about it)
Moving Backwards
Humans hate to have things taken away. We over-react to having something
removed that we used to possess. During this growth, a transition happens
where employees lose some autonomy, some status within the company, some
input into important decisions… it’s hard. It’s incredibly hard. And
usually inevitable.
Echo Chamber of Discontent
Those employees, without the perspective and experience that tells them
this transition is normal and necessary, feel disrespected. They feel ‘the
culture is changing’ — and they start to complain about it. They need to
vent. They talk about how things used to be and how they are now. How
things could be better and why it’s so obvious what needs to be done. Why
leadership is getting it all wrong and ruining the company.
This attitude is quickly adopted by the new hires who are imprinted with
this perspective of the company from their peers. They adopt this attitude
even though they never actually experienced the original conditions!
Before you know it, the leadership is mired in uncertainty, unsure of which
direction to lead. Over time, they’re losing their credibility to lead in
any direction effectively. And employees are rapidly losing loyalty to the
leaders and the mission, feeling increasingly distant from the company.
They become detached and either check out, quit, or start plotting
Startup  management  growth  pain  leadership 
9 weeks ago
How I Built A $5,000 Per Month Side Project — Campfire Labs
Today, I remind myself that work is a sport. It’s not life. Whether you’re working on a startup, side project or contributing to a larger company, the place where you work should be a place where you go to grow, interact with people, and have fun. It should never be a place where you experience unhealthy stress, anxiety or fear.

#5 — Reverse the Way You Want to Sell

At the end of April a friend of mine introduced me to someone who needed help building prospect lists. After work one day I prepared for my first official sales call. Fortunately I had sold mobile apps in college, and helped develop Highfive’s first call deck so I was able to take what I knew and build a five step sales process (see play #1):

~2 min — (Rapport) Ask how their day is going. Tell them how we were introduced and see if we have any common connections.

~1 min — (Our value prop) Give a 30–60 second pitch on what value SimpleData offers. (Note: the goal isn’t to sell them. You want to assure them this call is worth their time and then ask them questions.)

~5–10 min — (Context and qualification) Say the following: “I want to be respectful of your time and make the best use of it so I’d love to ask a few questions about what you’re looking for in order to steer the conversation in the best direction.” Then ask a series of “probing questions” that identify their pain points. Ask what products they currently use, what their sales and marketing goals are this year and how they currently go about building prospect lists.

~5–10 min — (Solution) Explain how SimpleData fits into their current sales and marketing process, how it can help them hit their goals, and how it makes their prospecting process more efficient. The key here is that you pitch the product in their language. If they say they are under pressure to hit quota, emphasize that your product helps sales teams under pressure to hit quota. If you repeat their question in a statement you’re on the right track.

~5 min — (Pricing and next steps) Tell them about our pricing and free trial program. Ask the prospect what would make a trial successful? In other words, what can I do to win your business?

It’s important to note that I didn’t do any selling until about halfway through the call. I speak with a lot of founders who have their first call process backwards. They get on the phone, build some rapport and then sell. Then they ask, “Does that sound like it will work for you?” This makes for an unpersonalized pitch that is hard for a prospect to relate to. When you say that you help small businesses do XYZ they think “We’re a mid-size company, so this won’t work.” Then the last half of the call is spent backpedaling and rephrasing your pitch.

I spent the first 15 minutes of my first sales call asking questions. When asked to describe SimpleData I resisted the urge to sell and instead offered a very high level value proposition. “SimpleData helps businesses spend less time doing busy work so that they can spend more time selling.” What person doesn’t want to spend less time doing busy work so they can make more money? My initial pitch was high level enough for anyone to relate to it. After this brief description, I peppered my prospect with questions that would give me the context to personalize a more in-depth pitch later.

Ultimately this sales process helped me land my first 5 customers. But you’re probably more interested in where I found them in the first place. That leads to Play # 6.
startup  business  sales  customer  sideproject  via:popular 
10 weeks ago
Selbst ungeliebte Themen erarbeiten S*S motiviert, wenn das Setting passt.
"Meine" 😘 DigiKlasse 7 hat…
11 weeks ago
Subtract | Derek Sivers
The least successful people I know run in conflicting directions, drawn to
distractions, say yes to almost everything, and are chained to emotional
The most successful people I know have a narrow focus, protect against
time-wasters, say no to almost everything, and have let go of old limiting
More people die from eating too much than eating too little. Most of us
have too much baggage, too many commitments, and too many priorities.
Subtracting reminds me that what I need to change is something already
here, not out there.
Hear hear!
I believe that the 4 real currencies in life are - Time, Money, Health and
ADDING will rob you of Time and Mobility.
SUBTRACTING will give you more Time and Mobility.
Zeit  leben  quality  time  life 
11 weeks ago
That time Steve Jobs hired a career juggler to teach programming to developers - Cake
I would rather listen to Randy about hiring and culture than any of them. See for yourself in one of his few public appearances, below. Here’s the summary:

1. You want to find people with mastery, true depth.

2. The problem is, that isn’t enough. You need people who had failed and recovered. The core skill of innovators is error recovery, not failure avoidance.

3. Breadth, meaning curiosity about things beyond what you’re deep in.

4. Collaboration. Not a synonym for cooperation, but the ability to magnify others.
apple  pixar  software  history  collaboration  via:popular  job  education 
11 weeks ago
Friendly reminder that if you write code, you’re a “real developer”.

- Regardless the language, tech and tools you…
11 weeks ago
100 Jahre Frauenwahlrecht. Zehn Thesen. | Aus Liebe zur Freiheit
Eins. Die Frage ist nicht so sehr, was das Frauenwahlrecht für die Frauen
bedeutet, sondern was das Frauenwahlrecht für die Demokratie bedeutet.
Wieso hatte „die Demokratie“ eigentlich so lange gar kein Problem damit,
die Hälfte der Bevölkerung vom Wahlrecht auszuschließen?
Zwei. Das Wahlrecht war nicht das wichtigste Anliegen von
Frauenrechtlerinnen am Ende des 19. Jahrhunderts. Mindestens genauso
wichtig war der Kampf für mehr Erwerbsarbeitsmöglichkeiten und für eine
Reform der patriarchalen Ehe- und Scheidungsgesetze. Das Frauenwahlrecht
darf nicht als isolierte Maßnahme betrachtet werden, es war nur ein
Baustein einer umfassenden Gesellschaftskritik.
Drei. Zahlreiche Feministinnen sahen die Forderung nach einem
Frauenwahlrecht skeptisch. Anarchistinnen wie Louise Michel standen der
Parteipolitik aus Prinzip kritisch gegenüber, Sozialistinnen befürchteten,
die Wahlrechtsdebatte könnte gegen Kritik an der kapitalistischen
Ausbeutung von Frauen ausgespielt werden. All das ist auch heute noch
bedenkenswert: Welche Frauen können sich und ihre Anliegen in
parlamentarische Prozesse einbringen und welche eher nicht?
Vier. Das Frauenwahlrecht hat nicht zu einer gleichen Beteiligung von
Frauen an parlamentarischer Politik geführt. Warum nicht? Bei einer Analyse
ist zu berücksichtigen ist, dass hier deutliche Unterschiede zwischen
„linken“ und „rechten“ Parteien bestehen (Beispiel Bundestag: Bei Grünen
und Linke ist das Verhältnis ausgeglichen, bei der SPD halbwegs, bei der
CDU und erst recht bei CSU, FDP und AfD sind Frauen eine kleine Minderheit).
Fünf. Wenn Frauen sich nicht für Parteipolitik interessieren heißt das
keineswegs, dass sie politisch desinteressiert sind. Politik findet nicht
nur in Parteien und Parlamenten statt, sondern überall, wo Menschen über
die Regeln ihres Zusammenlebens miteinander verhandeln. Also auch in Büros,
in Vereinen oder am Küchentisch.
Sechs. Die Quote ist auf Dauer kein geeignetes Instrument, um die
politische Partizipation von Frauen sicher zu stellen. Andersherum muss
vielmehr die Frage gestellt werden, warum die Parteienpolitik und der
Parlamentarismus für Männer viel attraktiver sind als für Frauen. Sind sie
dann überhaupt noch demokratisch legitimiert? Ein Problem scheinen dabei
vor allem die „mittleren Ebenen“ zu sein .
Sieben. Ein Hauptproblem ist die verbreitete Gleichsetzung von Politik und
Macht. Gerade davon sind viele Frauen abgestoßen: Sie wollen zwar Politik
machen, sehen aber, dass die Dynamiken der Macht es häufig gerade
verhindern, dass gute Regeln und Lösungen für das Zusammenleben gefunden
werden (was ja die Aufgabe von Politik ist).
Acht. „Frauenrechte“ sind immer wieder Gegenstand politischer
Verhandlungen. Es gibt keine zwangsläufige Entwicklung hin zur
Geschlechtergleichheit. Politische Rechte von Frauen können je nach
Machtverhältnissen auch wieder abgeschafft oder rückgängig gemacht werden,
solange die Freiheit der Frauen nur „ein Thema von vielen“ ist.
Neun. Das Frauenwahlrecht war notwendig, weil klargeworden war, dass Männer
Frauen nicht repräsentieren können. Ist aber Repräsentation überhaupt ein
geeignetes Mittel der Politik? Können Menschen überhaupt den Anspruch
erheben, für andere zu sprechen und deren Interessen zu vertreten?
Zehn. Hundert Jahren Frauenwahlrecht sind Anlass für grundsätzliche
Debatten über die Demokratie: Welche Verfahren und Praktiken tragen
wirklich dazu bei, dass alle Menschen sich mit ihren Wünschen an der
Gestaltung der Welt beteiligen können – und welche behindern das?
Demokratie ist nicht eine formale Regel, sondern eine politische Praxis,
deren Bewähren immer wieder neu bilanziert werden muss
Politik  Frauen  frauenwahlrecht  Gleichheit  Diskussion  thesen 
11 weeks ago
Why do people think prayer actually changes real world events?

Seriously. How does talking to yourself actually af…
12 weeks ago
Stop Learning Frameworks – Lifehacks for Developers by Eduards Sizovs
Mentor: “It’s Design Patterns. Do they help you solve current problems?”

Me: “Yes. Many of them.”

Mentor: “Technology come and go, but it has a lot in common. Set priorities right. Invest 80% of your learning time in fundamentals. Leave 20% for frameworks, libraries and tools.”

Me: “Hmm… Only 20% for frameworks, libraries, and tools?”

Mentor: “Yes. You’ll learn them at work anyway while solving problems.”

Me: “Thanks.”

Invest your golden time in transferable skills. Skills that will always be relevant.

Microservices frameworks Evolutionary Architecture
New programming language Clean Code, Design Patterns, DDD
LeSS, SAFe Lean manufacturing principles
Hystrix Fault Tolerance Patterns
Docker Continuous Delivery
Angular Web, HTTP and REST
programming  frameworks  advice  dev  via:popular 
december 2018
The True Cost of Rewrites | 8th Light
Cost you mostly forget.
cost for not known features in the legacy code
Cost for new features so the customers switch
Cost to rebuild the added features the old team build during you catch up
development  software  process  complexity  legacy  rewrite  code  via:popular 
december 2018
Population Mountains
Einwohner von Städten gut visualisiert
maps  visualization  population  3d  stadt  via:popular 
december 2018
Der agile Mitarbeiter im digitalen Strudel | NZZ
Tatsächlich findet sich die Forderung nach einer Enthierarchisierung der
Organisation bereits in den zwanziger Jahren des 19. Jahrhunderts bei der
Managementvordenkerin Mary Parker Follett. In der Zwischenkriegszeit
verfolgte der Daimler-Konzern erste Experimente der Selbstorganisation in
der Produktion. Es folgten der Human-Relations-Ansatz, der Bedürfnisse, die
psychologische Verfassung und die Identität der Mitarbeiter stärker in das
Managementkalkül einbezieht, und in den 1970er Jahren die Diskussion um die
Humanisierung der Arbeitswelt.
Unternehmen  Restrukturierung  Organisation  selbstorganisation 
december 2018
Angela Merkel: Sie steht noch einmal auf und winkt | ZEIT ONLINE
Als sie beispielsweise den folgenden Satz sagt, von dem man meint, dass er
eine Selbstverständlichkeit sein müsste:
Ich wünsche mir, dass, wir auch in den schwersten Stunden nie vergessen,
was die christdemokratische Haltung ausmacht: Wir Christdemokraten grenzen
uns ab, aber niemals grenzen wir aus.
Auf diesen Satz folgt ein beispiellos mickriger, ja geradezu armseliger
Applaus, man kann sagen, jämmerlicher hat sich eine Delegiertenversammlung
nie zuvor und nie danach entlarvt. Merkel aber hört nicht auf, sie macht
jetzt so weiter. Mit ganz fester Stimme und unbeeindruckt der spärlichen
Zustimmungsrate zählt sie unerschrocken auf, was Christsozialsein in ihren
Augen bedeutet:
Wir streiten, aber niemals hetzen wir oder machen andere Menschen nieder.
Wir machen keine Unterschiede bei der Würde der Menschen, wir spielen
niemanden gegen den anderen aus.
Wir verlieren uns nicht in Selbstbespiegelung, wir dienen den Menschen
unseres Landes.
Merkel  Menschlichkeit  abschied 
december 2018
Die letzte Rede vor der Wahl Merkels im Jahr 2000 hielt der ehemalige Nazi-Richter Hans Filbinger. Dessen Rede hört…
december 2018
Codigng Tipps
add ticket to commit message

Project management
Releases with x.y.z
Divide different projects into its own jira project
programming  coding 
december 2018
"Build a world where your children are stronger than your ever were." via
november 2018
A thread written by @TinkerSec
A solid, and simple, anomaly detection method.

Key Take Away's

Blue Team:
- Least Privilege Model
- Least Access Model
- MultiFactor Authentication
- Simple Anomaly Rule Fires
- Defense in Depth

Red Team:
- Keep Trying
- Never Assume
- Bring In Help
- Luck Favors the Prepared
- Adapt and Overcome
security  hacking  story  best  hacker  via:popular 
november 2018
Stephen Hawking: Ein Treibstoff namens Zuversicht | ZEIT ONLINE
So lieferte Hawking den praktischen Beleg für einen berühmten Satz von Friedrich Nietzsche: "Hat man sein Warum des Lebens, so verträgt man sich fast mit jedem Wie." Hawking hatte ganz offensichtlich sein Warum des Lebens gefunden.
Lebenserfahrung  Hawking 
november 2018
Steve Blank How to Keep Your Job As Your Company Grows
What should my CEO have done?
When my CEO was explaining to me how the company needed to change to grow, he was explaining facts while I was processing deeply held feelings. The changes in the organization and my role represented what I was about to lose. And when people feel they’re going to lose something deeply important, it triggers an emotional response because change feels like a threat. It’s not an excuse for my counterproductive behavior, but explains why I acted out like I did.

Loss of Certainty? Startups and VC’s have historically operated on the “I’ll deal with this later” principle in letting early employees know what happens as the company scales. The common wisdom is that no one would want to work like crazy knowing that they might not be the ones to lead as the company grows. I call this the Moses-problem – you work for years to get the tribe to the promised land – but you’re not allowed to cross over. The company needs to give formal recognition for those individuals who brought the tribe to the promised land.

Lessons Learned

VC’s, Founders and CEOs now recognize that startups grow through different stages: Search, Build and Grow
They recognize that employees need different skills at each stage
And that some of the original employees won’t grow into the next stage
But while these changes make rational sense to the CEO and the board, to early employees these changes feel like a real and tangible personal loss
Loss of Status and Identity
Loss of Community
Loss of Autonomy
Loss of Certainty
Loss of Fairness
CEOs need to put processes in places to acknowledge and deal with the real sense of loss
These will keep early employees motivated – and retained
And build a stronger company
For employees, how you handle change will affect the trajectory of your career and possibly your net worth
management  career  startup  business  advice  via:popular 
november 2018
Erfolg im Job - Methoden der Berater - Karriere - Sü
sein Team zum zielstrebigen Diskutieren anzuhalten: "Jeder Teilnehmer hat eine Elmo-Karte in Greifweite. Da kann der Schriftzug drauf sein, ich habe aber auch schon mal Bilder von Elmo aus der Sesamstraße ausgedruckt. Elmo steht für ,Enough - let's move on' (Genug, lasst uns weitermachen). Die Karte wird gehoben, wenn sich das Gespräch gefühlt im Kreis dreht oder abdriftet." Sehen die anderen Teilnehmer das genauso, geht es wieder zurück zum Thema. Denn: "Wenn man nicht aufpasst, gewöhnt man sich die Endloslaberei an."
Meeting  coaching  elmo 
november 2018
If you teach history and you aren’t asking your students these questions, start today.

If my nine and ten year ol…
november 2018
Wie der Mann seinen kinderlosen Kollegen einen Babyschub erklärt:

„Das ist wie ein Windows-Update. Währenddessen d…
november 2018
Autocomplete with more than one word
code  editor  plugin  autocomplete  best  via:popular 
november 2018
Ihr spendet an und ich lese für euch. Deal? (Und wenn ihr selbst keine Lesung wollt, könnt ihr Mensc…
november 2018
»Lehrkräfte in genießen eine hohe gesellschaftliche Wertschätzung und Anerkennung. Eltern begegnen ihnen m…
november 2018
Was ihr hier seht, ist ein typischer Berliner Arbeiterquartier-Gründerzeitbau (Kastanienallee/Prenzlauer Berg). Und…
november 2018
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