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General

Just general notes hey

Awesome

??

Events

Making data sing - 2016.05.05

Morning Routine

07:30 - Wake up 07:45 - Exercise 08:15 - Shower 08:45 - Breakfast: Juice / Tea + Toast / Porridge 09:00 - Start the day

Nights

Loose routine for nights, need more time devoted to music. Bold items are required.

  • Monday
    • Mixing
    • Disquiet junto projects
  • Tuesday
    • Futsal
    • Max/MSP
    • Music programming
  • Wednesday
    • Night off / Meetups
  • Thursday
    • Writing
  • Friday
    • Writing / Night off
  • Saturday
    • Night off
  • Sunday
    • Writing
    • Creating instruments
    • Editing recordings

Protocol buffers

  • platform / language agnostic structure for serialized data

links

Raspberry pi

OSX

Postgres

Timestamps

  • convert a timestamp to a different timnezone using at time zone 'TIMEZONE_NAME' where s timezone name is in the form 'Europe/London'
  • timestamps

PSQL

  • connect: psql -U <username>
  • Commands
    • \l - list databases
    • \c -
    • \d -

Mentoring

  • Preparation for each meeting is key
    • Regular plan for action items
    • Bring a movie clip of your ideal scenario for mentoring
    • Reflect on what went well / what to do better next time
  • Not a monogamous relationship 😂
  • Building chemistry is important for a lasting and effective relationship
    • Establish surface level similarities, what do we have in common at a glance?
    • Use a relationhip development plan
  • Self disclosure: Making yourself vulnerable and known to others through revealing your experiences, feelings and wants
    • Being vulnerable can mke the relationship stronger
    • Communicate if the information is to be shared or not
    • Use matching and reciprocity - match levels of risk and detail
    • Be attentive to verbal and non-verbal cues
    • Make sure the self-disclosure is work related and / or relevant
  • Active listening is about listening to feelings as well as facts
    • Watch for non-verbal cues
    • Paraphrase what you think you heard + adding in potential non-verbal cues that might be relevant, ie 'Your face lit up when...'
    • Check in to ensure understanding, ie 'Did i hear you correctly when...'
  • Use open and close questions to help with conversation flow
    • Use closed yes/no questions to ensure understanding and keep a conversation on track
    • Use open questions to gain more insight and expand the dialogue
  • Being a great mentor is about asking the right questions, not knowing all the answers
  • Keep feedback as an act of kindness, make sure its constructive
    • Ask if the protege would like feedback
    • Is it true, is it necessary, is it kind?
    • Ask your protege to reflect, then brainstorm solutions
    • Leave your protege with positve feedback
  • Developing trust is vital for a good relationship
    • "Trust is the gap between hope and evidence, and expectation and fulfillment"
  • Set SMART goals
    • Specific: set specific goals
    • Measurable: ensure you can measure the goals you have set
    • Actionable: you should be able to take actions towards the goal
    • Realistic: difficult but not impossible to achieve
    • Time bound: we need to understand how much we want to achieve and by when
    • Identify your protege's core values and align goals with them
  • EQ: emotional intelligence, awareness of our emotional responses and how they guide our behaviour
    • Self-awareness: being able to clearly see your strengths and weaknesses, not just from your perspective but from others
      • Reflect on past incidents and think about, what would others say about you handled these situations, what feedback would others give you?
    • Self-management: the ability to regulate yourself and your emotions
      • Review your goals, and develop rewards to reinforce desired behaviours
      • Celebrate small wins
    • Empathy: putting yourself in someone elses shoes
      • Mirroring: matching another persons non-verbal messages
  • Discernment: Guiding a protege to make decisions on their own
    • First step is to pause and avoid making big decisions in situations of extreme emotion
    • Be indifferent to your protege's decision, be a neutral guide, not a judge
    • Reflect on different realities, within a time limit
  • Be the person to encourage your protege to keep going, help to build their grit and resilience
    • Reflect on past times of resilience and working through adversity
  • Overcoming obstacles requires effort from both
    • Have a conversation about communication preferences
      • Make it the protege's duty to schedule sessions
    • Use varied communication methods depending on the richness of information needed
      • Is this situation better worked out in person?
    • Disengagement can happen if deadlines arent met, or communication is broken
      • Be curious about why the relationship might not be working, listen and clarify expectations
    • Make the protege responsible for tasks, set deadlines and follow up on progress
    • Bully mentors can beget bully proteges
    • Always consider costs / benefits of staying in the relationship, is it valuable to both parties?
    • Ask you protege to reflect on the relationship, is it working for them? what could be better?

Transitioning to managing

  • 2 mental shifts need to be made
    • Focus on the big picture
    • Shift from 'me' to 'we'
  • Management is the development of people, not the creation of things
    • How can you help your whole team perform better
    • Focus on how your group adds value
  • Preparation can be helpful
    • Document your current role, what is your day to day look like in a typical week
    • Clarify our new role, understand the tasks you will continue to do from your old role and any gaps you have for your new role
    • Plan the transistion, schedule any training / check-ins
    • Transfer responsibilities and relationships, over-communicate what is happening, document as much as you can
  • Delegation is a good opportunity to work effectively and also empower your team
    • Build accountability with delegated tasks, schedule key milestones and check-ins
    • Take time to train people well
  • Use DIME to work through difficult situations
    • Describe: say what you see and its impact
    • Inquire: find out what is causing it
    • Manage: help the employee change to a more appropriate behaviour
    • Encourage: provide motivation for the change
  • Assume good intent in all situations
  • Show empathy, make sure to always walk in your employees shoes
  • Think long term, help build employees self-efficacy, ensure they know they can learn and take on new challenges
  • Be ruthless about taking and organising notes, note down everything

Leadership

Psychological safety

  • "A shared belief by members of a team that the team is safe for interpersonal risk taking"
    • Being comfortable to admit mistakes
    • Being comfortable to challenge each other for the better
  • Traits of psychological danger:
    • Fear of admitting mistakes
    • blaming others,
    • "common knowledge effect",
    • narrow / non diverse viewpoints explored
  • Punishment culture - if we don't allow reasonable failures to happen we stifle iteration and ingrain a culture of "we have always done it this way"
  • Blame culture - reduces trust between team members and stifles creativity
  • Not embracing feedback - missed opportunities for improvement, easy for misunderstanding / mixed messages
  • Perception vs Intent - be mindful of psychological safety in all actions, how can what you mean be perceived, how do you perceive others intent?
  • Higher intent - using your confidence to encourage others to be involved
  • Moral courage - being courageous to do what is morally right, even when there is a risk to yourself
  • As a leader
    • Different team members provide different strengths, avoid contrasting and comparing team members when evaluating performance
    • Ensure you are a participant of the team identity, there should not be a separate identity for leaders within the team
    • Give negative feedback 1:1, avoid blaming and shaming
    • Ensure people have an opportunity to reasonably fail

Systems thinking

  • Mapping points of interaction and interconnectivity within a system
  • Thinking about the impacts of your interventions on the wider system
  • "Where can i best target this change for maximum impact?"
  • Power, complexity and interconnectivity
  • Triple loop thinking - ??
  • Biases:
    • Attribution
    • Confirmation
    • Affinity
    • Status quo
    • Self servicing
    • Belief bias
    • Framing
    • Hindsight
    • Anchoring
    • Unconscious
    • Overconfidence
  • Triple loop learning: Outcome control, understanding, value and meaning
  • Question formulation technique - https://rightquestion.org
  • The five whys
  • Are you measuring the impacts of your actions and looking at both good and bad outcomes or only looking for reasons you are 'right'?
  • Are you listening to prove yourself right?
  • Are you asking enough questions, are they open / closed?