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It’s 9 a.m. on a typical morning in Chengdu and I’m awakened by the sound of my phone alarm. The phone is in my study, connected to my bedroom by sliding doors. I turn off the alarm, pick up my phone, and, like millions of people in China, the first thing I do is check my WeChat. At 9:07, I send my first message of the day.
Before 10 on a normal day in Chengdu, WeChat knows the following things about me: It knows roughly when I wake up, it knows who has messaged me and who I message, it knows what we talk about. It knows my bank details, it knows my address and it knows my coffee preference in the morning. It knows my biometric information; it knows the very contours of my face.
I created an Instagram page that showcased pictures of New York City’s skylines, iconic spots, elegant skyscrapers — you name it. The page has amassed a following of over 25,000 users in the NYC area and it’s still rapidly growing.
Have you ever been in a situation where you are presenting to your manager or your manager's manager and you completely flub the opportunity by saying all the wrong things? Me too. It is from such encounters that I started to put together design patterns for handling these difficult situations. I like to think in systems and patterns, so applying this way of thinking to communication just makes sense. I have also found that these rules of thumb are useful to others, so I would like to share them here.
When you can spot the patterns, you can use some of the ideas presented here as guidelines to navigate these tricky, high-stress scenarios. This way you can feel confident and capable as a leader because you will know what to do: how to solve the problem and what steps to follow next.
Here are some of the most common challenging situations you may run into at work and how you can handle them.
- Someone asks you something you don't know
- There is a problem that is your fault or responsibility
- There is a decision that you don't agree with
- Your manager gives you negative feedback
I used to fork projects from github when I thought they are useful: even not currently but maybe I need it in the future, so I did a backup of it. However, I didn’t always give the project a star. Gradually, I found this is not a good habit.
Currently, when I fork a project, I acknowledge it gives me valuable information, I always give this project a star.
This post will probably only make sense to those deeply involved in Mastodon and the fediverse.
Every now and then, the “why hasn’t decentralized social networking succeeded” discussion pops back up. And inevitably, that motivates somebody who thinks they can do better. They proceed to design a new set of decentralized networking protocols, write lots of code, and get early adopters to enthusiastically adopt the New Thing. Which then, inevitably, never grows beyond a certain size.
Rinse and repeat.
How many times has that now happened? And keeps happening?
Has anybody considered that perhaps the protocols weren’t the problem? Or whether the code was written in one language or another, or did or didn’t use HTML5 or other cool new tech?
Mastodon is a free, open-source social network. A decentralized alternative to commercial platforms, it avoids the risks of a single company monopolizing your communication. Pick a server that you trust — whichever you choose, you can interact with everyone else. Anyone can run their own Mastodon instance and participate in the social network seamlessly.
Minds is an open source social network. Search, create, blog and share free video, images, audio and text. All site information is licensed creative commons or public domain. Create a channel on Minds.com to broadcast your content, or launch your own social network with Minds Multisite.