Book

I spent 3 weeks to finally finish this book. More of for junior engineers with ambition to get to staff level, but reading other staff engineers stories also benefits myself.

Book https://www.goodreads.com/en/book/show/56481725

Write strategy doc and vision doc

  • 5 design docs => 1 strategy doc
  • 5 strategy docs => 1 vision doc
  • 这个观点很新颖，就是看到好多个不同team的不同design都有共性，那么写一个来明确，让大家码农们都向这个大方向靠拢，其实还是drive for consensus的体现
    • https://multithreaded.stitchfix.com/blog/2019/08/19/framework-for-responsible-innovation/
    • https://slack.engineering/how-big-technical-changes-happen-at-slack/

Getting in the room.

  • https://lethain.com/getting-in-the-room/

Pyramid Principle: Logic in Writing and Thinking

  • https://untools.co/minto-pyramid
    1. Start with the conclusion
    1. Provide key points
    1. Support points with detailed information

Glue work

Social capital with colleagues

https://blog.danielna.com/talks

  • Original talk https://www.youtube.com/watch?v=8bxZuzDKoI0&ab_channel=USENIX
    • Rfc template
      • https://github.com/tensorflow/community/blob/master/rfcs/yyyymmdd-rfc-template.md
      • https://slab.com/library/templates/squarespace-rfc-template/
  • Follow-up https://www.range.co/blog/dan-na-pushing-through-friction
  • Competing priorities
    • Accept it
    • Change it
    • Move on

People scale: not a one-off air strike, but a ground war

More about Dan’s talk

This talk is about overcoming friction in organizations, which is the resistance or difficulty encountered when trying to get things done. The speaker, Daniel Na, argues that pushing through friction is the best way for individuals and teams to have an impact within an organization.

Na begins by sharing a story about a senior engineer who identified a way to improve database performance by 75%, but his idea was not implemented. This story highlights the common feeling of frustration that many engineers experience when their ideas are not taken seriously.

Na then goes on to discuss the different types of friction that can occur in organizations, such as:

  • Technical friction: This includes things like code dependencies, lack of documentation, and outdated infrastructure.
  • Organizational friction: This includes things like bureaucracy, siloed teams, and conflicting priorities.
  • Cultural friction: This includes things like fear of failure, lack of trust, and a resistance to change.

Na provides several strategies for overcoming friction, including:

  • Having face-to-face conversations: This is often the fastest way to resolve issues and build relationships.
  • Getting to know people on other teams: This can help you to build trust and get buy-in for your ideas.
  • Trying new ideas once: Don’t be afraid to experiment and learn from your mistakes.
  • Having honest conversations: Be open and transparent about your concerns and suggestions.

Na concludes by arguing that pushing through friction is not about being a hero or getting things done at all costs. It is about being persistent, optimistic, and kind. By working together, we can overcome friction and create a more efficient and productive work environment.

Here are some specific examples from the talk that illustrate the points made:

  • The speaker shares an anecdote about a time when he was working on a project that was ultimately cancelled. He describes how he was able to have a productive conversation with his manager about the decision, and how this helped him to move on.
  • The speaker also talks about the importance of documentation. He argues that good documentation can help to reduce friction by making it easier for people to understand how things work.
  • Finally, the speaker emphasizes the importance of being kind and respectful when dealing with friction. He argues that it is important to remember that everyone is doing their best, and that we should all be working together to overcome challenges.