rigel_kentaurus

4 ms·

1.
by rigel_kentaurus 5y ago
Thanks for the insight, I agree with you. What's hard is to interview for attitude and aptitude, and scaling that so other people know how to interview for those traits. Would you mind sharing some insight on what type of interview, gr
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by rigel_kentaurus 5y ago
Not sure if you did that on purpose, but you would say, "you need feedback", not making it plural
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by rigel_kentaurus 6y ago
I didn't like that the author is sort of mixing being a Team Lead with being a Manager. The role described in there is more of a Manager. A great resource for Managers to be (and an article that is not trying to sell you something): h
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by rigel_kentaurus 6y ago
I loved the anecdote on the Jewish census. Because I am always struggling to find examples about why sharing information might not be dangerous now, but it can be later, and you never really now. I wish the article were about that, about wh
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by rigel_kentaurus 6y ago
This article would've been better with some concrete examples, or a study, or really anything to back it out. "Slack can be used for bad things". Well, so can email, mailing lists, support forums, internal chat systems (jabbe
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by rigel_kentaurus 6y ago
This can also be summarized as "Early on, don't be afraid of doing things that don't scale". In this particular example, my "reset password" functionality could be sending me an email, and I have to reset the p
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by rigel_kentaurus 6y ago
True, but I think we can separate the idea from the person/company. The problem statement is very well written. The Director of Engineering rotating because they can’t deliver, and the battle between Product and Engineering. Conclusion
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by rigel_kentaurus 6y ago
Observe your team lead, he/she might be dead weight... or maybe not. It's true that a tech lead should be pro-efficient in the language and technology, but there are tons of things that a tech lead is supposed to do. Bringing peop