Mind of Bigyellow

https://mp.weixin.qq.com/s/CoULPbCd8xZVEU19t7oliw   建立“DevOps”团队的公司正朝着正确的方向前进，但它们需要从基础架构配置管理转向平台工程和使开发人员能够实现自助服务。 知识孤岛和专业知识是同一枚硬币的两面。从全栈工程师到DevOps从业人员，我们行业喜欢假装每个人都能做任何事情。我们这个行业的人生性喜欢捣鼓。我不知道我们是在自欺欺人，还是这个行业一直在利用我们喜欢捣鼓的天性，但是时候将DevOps扔到窗外了。 越来越流行的时代精神是“平台工程是未来。” 遗憾的是，许多组织无法指望“DevOps”团队来搞平台工程，从而抵达成功彼岸。

https://hbr.org/2023/03/3-rhetorical-techniques-to-increase-your-impact Turn "to" to "to be",   Turn "Don't" to "Don't to be" Turning actions (i.e., helping or voting) into identities (i.e., being a helper or voter) makes people more likely to take action because it turns that action into an opportunity to claim a desired identity.     speak with a great deal of certainty.   --   They say that answers are  unambiguous , results are  guaranteed , and a certain course of action will  definitely   work.  Qualifying statements make listeners less likely to follow our advice or adopt a recommended course of action.  Hedging hurts because it makes communicators seem less confident.   our research finds  that personal hedges (i.e., “it  seems to me  like this will work”) are more persuasive than   “it  seems  like this will work”,   because they convey confidence .  ...

 https://hbr.org/2023/03/how-to-help-superstar-employees-fulfill-their-potential “My biggest leadership challenge is determining methods for leading team members,”  it can sometimes come across as being parental and directive. Although I am highly regarded and respected, I want to make sure that my leadership style continues to be one of encouragement, motivation, and development versus one that turns people off and they therefore do not want to follow me and my vision.” must learn to recalibrate to a definition of success based on the team’s collective performance  have a broader vision and a deeper sense of the strategic and competitive landscape . They noted that the technical and functional skills that enabled high potentials to excel may in fact impede their ability to see the “big picture.”   Paradoxically, while empathy tends to decline as one moves up, that is when it is most needed, especially when one is leading and not doing.

https://www.infoq.cn/article/1aX7LLK2oxjhjJF3WDuS  https://www.infoq.cn/article/vSjY7L6ykpLBlHD7RuxQ https://www.infoq.cn/article/OTr4OQ7jVdI9Z9JHpwNF https://www.infoq.cn/article/TLGRcZ8Zz7JmyNvd6rCQ https://www.infoq.cn/article/kTtlLZxNUPmlvYpzA0eF https://www.infoq.cn/article/Bsomd9QO2p66YP3vRk5q 岗位职责（运维是干什么、产出什么）和关键指标（度量产出成果） 关键指标，不仅仅包含服务可用性，还有比如服务器资源达标率、服务故障数据（故障分类、故障响应时间、平均故障恢复时间、故障告警覆盖率）、服务安全指标、服务资源到位时长等等。 业务的成功是第一要务 最常做的变更是二进制、配置的变更，当然，还有对基础环境以及组件的变更需求。 定义故障 -> 响应故障 -> 快速定位 -> 快速止损 牵头整体的稳定性建设，各个业务需要出接口人极力配合，所谓的稳定性建设，包括事前的预防风控、事中的统筹协同、事后的复盘推进，这也是 SRE 对公司的最大价值。 对象管理 是纵向模式，围绕运维对象、建设生命周期的管理平台。 场景管理 是横向模式，根据运维场景、纳管多种运维对象的生命周期阶段。运维场景的分类，包括交付/变更、监控/度量、多云、成本等等，非常贴近业务研发的工作习惯、覆盖少数高频场景 先保障稳定，然后再优化 提供可靠的测试依据和时间验证 使用可控的自动化手段提升效率 保持简单，监控一切 面向预算的运维 面向场景的智能运维 - 智能运维就是需要深入理解业务，合理配置资源和架构来满足不同业务场景的需求 持续集成和发布系统 一、 以可配置为荣，以硬编码为耻 二、 以互备为荣，以单点为耻 三、 以随时重启为荣，以不能迁移为耻 四、 以整体交付为荣，以部分交付为耻 五、 以无状态为荣，以有状态为耻 六、以标准化为荣，以特殊化为耻 七、以自动化工具为荣，以手动和人肉为耻 八、以无人值守为荣，以人工介入为耻 关注公司的业务现在急需什么？公司最核心的用户他们需要什么？他们需要什么...

 https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/stop-wasting-your-most-precious-resource-middle-managers Companies treat middle management as a catchall, requiring managers to spend much of their time handling nonmanagerial work and navigating organizational bureaucracy rather than allowing them to focus on the most important role at an organization:  fostering talent . organizations lack clarity about what managers should be doing with their time  organizations may be more likely to value—and therefore expect managers to spend more time on—strategy-related and individual-contributor work rather than talent management, making it difficult for managers to devote adequate support to their teams.

  https://hbr.org/2012/06/how-managers-become-leaders They must learn to move from specialist to generalist, analyst to integrator, tactician to strategist, bricklayer to architect, problem solver to agenda setter, warrior to diplomat, and supporting cast member to lead role  the move to enterprise leadership always requires executives who’ve been specialists to quickly turn into generalists who know enough about all the functions to run their businesses. leaders must know the right questions to ask and the right metrics for evaluating and recruiting people to manage areas in which they themselves are not experts. An enterprise leader’s job is to manage and integrate the collective knowledge of those functional teams to solve important organizational problems  The skills required have less to do with analysis and more to do with understanding how to make trade-offs and explain the rationale for those decisions.

https://mp.weixin.qq.com/s/1bkZPA9Xe0TaEwc9BtUDVA 把 自己产品化 ，你就是一个独特的产品，那么你怎么把自己这个产品做到最好，找到最适合的岗位和人群，把自己推销出去。并且不断丰富这个产品的性能。甚至在必要的时候，给他使用杠杆。利用，劳动力，资本来扩大他的收益。 一直以来大家对于成功学，有着较大的分歧，很多人都觉得成功学就是心灵鸡汤，没有啥营养，甚至认为成功学就是割韭菜，但其实一个判别的标准， 只讲价值观，不讲方法论的，基本没用 ，真正的商业技能是不可能培训出来的，也没有这些课程可以教给你该如何致富，那么我们能教给大家什么？能教的其实就是选择的技巧和能力，让你把时间和精力，放在正确的事情上，其实人生早期积累，无非就是三道选择题， 在哪里生活，和谁一起，从事什么职业 。这三道选择题会极大的拉开人与人的差距。那些有商业智慧的人，他们也不能改变风口，更不能改变天时。他能做的也只是顺势而为。在正确的时间做正确的事。而投资人，其实因为职业所限，所以他就更得去抓住时代的风口，所以投资没那么高深，他其实就是一门关于选择的学问。你选择跟最好的行业站在一起，你就成功了，就这么简单。 1 财富是你在睡觉的时候都能为你赚钱的资产，他跟金钱是不同的 ，金钱只是我们转换时间和财富的方式，地位则是你在社会等级体系中，所处的位置。 2、财富并不丢人，如果你在内心鄙视有钱人，那么财富也会对你避而远之。 3、依靠出租时间，是不可能致富的，你必须拥有股权，才能实现财务自由。 4、 获得财富的一个途径，就是为社会提供他们想要的，且之前没有的东西，还得能实现，规模化。 5、选择一个 有长期发展的行业 ，还得找到一个 可以长期合作的人 。 6、互联网极大的拓展了职业空间，但是大多数人，还没有认清这一点。 7， 培养迭代思维 ，生活中所有的回报，无论是财富，人际关系，还是知识，都有很强的复利效应。 8、 不要跟愤世嫉俗和消极悲观的人合作 ，他们的悲观，会让自己什么也干不成。 9、 学会销售，学会构建 ，这两个技能会让你势不可挡。 10、 专长是指无法通过培训获得的知识 ，如果可以培训了，那么别人也就能够取代你。获得专长的方式就是兴趣和热爱。而不是盲目的追逐热点 11、 累计专长的过程，对你而言就是玩，但对别人却无比吃力。 如果反过来，那么这个专长就不适合你。 12...

A product manager role on the platform team is crucial to cultivating a product mindset , evangelizing the platform , and effectively disseminating information throughout the firm.   ---  including i ncreasing awareness of platform capabilities (47%), setting realistic expectation s for the platform team’s role across the organization (44%), and more c losely following industry trends and keeping up with feature requirements (37%). What is Platform Engineering? Platform engineering is the discipline of designing and building self-service capabilities to minimize cognitive load for developers and to enable fast flow software delivery. Platform teams deliver shared infrastructure platforms to internal users responsible for delivering a value stream – typically software developers and engineers. The platform team continuously develops, builds, maintains, and supports underlying infrastructure in order to build self-service solutions, enabling development teams to deli...

 https://ericjacobsononmanagement.blogspot.com/2022/12/six-open-ended-questions-to-ask-your.html What do you enjoy doing most as part of your work? Why? What do you  miss most about the jobs you've had in the past? Why? What things about your current job do you enjoy the least? Why? How do you cope with or relieve stress? To help you do your job, what could I change about: Your work environment? The content of your work? How you get your work done? What form of recognition do you prefer or not prefer?

 https://peoplemanagingpeople.com/personal-development/deal-difficult-team-members What Is A Difficult Employee? There are many traits that could make someone hard to work with. For example, they might be:  Disruptive Oppositional Disengaged  Toxic Unproductive  Passive aggressive  A poor listener Low on empathy 

 https://ericjacobsononmanagement.blogspot.com/2023/01/seven-tips-for-making-better.html Succinct stories that illicit emotional response are great hooks. Vary your voice to capture attention: modulate volume, rate, pitch, pace, and tone. Comparisons and analogies are powerful. Ask questions, such as, “What does what I’m sharing remind you of?” Use the questions to help your audience, smell, or sense what you’re describing. Repetition builds retention. State your most important point more than once. Move while you present. Make eye contact, a true show of courage. It’s a vital connection. If you don’t meet your audiences’ gaze, they are not likely to believe you. Pause occasionally to let all the great information you just said sink in. Add pictures and quotes into your presentations.

Job interview questions that work: Use job interview questions about practices, not theories. https://leadershipfreak.blog/2023/01/24/10-dynamic-job-interview-questions/ Job interview questions about work ethic: Tell me about a time when you pulled out all the stops to get a project done on time. What did you learn about yourself? What would you do differently next time? When are you at your best, morning or afternoon? What makes you say that? What’s your favorite part of work? How much of that do you need to be fulfilled at your job? When you look back at work, what are your proudest moments? Tell me more. A typical job interview is a conversation between two liars. Claudio Fernandez-Araoz  Job interview questions about teamwork: Tell me about the best team you ever worked on. What made it the best? How do you exemplify the qualities of a great team member? What’s hard about being on a team? Tell me about a time you were on a lousy team. How did you handle it? Tell me about a time...

 https://hbr.org/2023/01/7-ways-managers-can-help-their-team-focus Inventory tasks and projects. This is a discipline where common sense is not common practice. If your people don’t have a complete list of their commitments and projects, they can’t realistically prioritize. As a leader, hold people accountable for keeping current to-do lists and give them time each week to do a full weekly review of these commitments so they can stay in control. Clarify and curate communication channels. Most of our distraction is the result of a plethora of internal communication channels people must navigate in a typical workplace setting — and that’s not to mention actually processing the content in each channel. Clarify what each channel should be used for and the expectations around response times. Normalize saying no. Leaders need to create psychological safety around airing overwhelm and burnout. One brilliant example comes from Rich Sheridan, CEO of Menlo Innovations, a custom software deve...

 https://hbr.org/2023/01/how-to-talk-with-your-team-about-the-elephant-in-the-room What Is Framing — and Why Don’t More Leaders Use It? Framing means defining the issue and setting the container for the conversation. A frame helps people organize their thoughts, feelings, and experiences, and ultimately, allows them to take action on the issue. Step 1: Identify to yourself what’s impeding progress. As a leader, your first step is to define what is causing resistance or blocking forward motion. This could be a submerged tension, an inconsistency in action, a difference of opinion, a negative emotion, passive agreement, or an unconscious pattern. In this step, it’s your job to try to identify what’s happening. Ask yourself, what’s at the heart of the matter? What’s not working? Step 2: Look at the situation with curiosity. The next step is to open up your understanding of the issue. It helps to imagine that you are an extraterrestrial observing the situation for the first time. You...

 https://www.cncf.io/blog/2023/01/24/platform-engineering-trends-in-2023/  infrastructure abstraction for developers 工具的整合 self service

https://www.infoq.com/articles/platform-engineering-roadmap/ Key Takeaways A lack of definition for DevOps enabled early adopters but didn't allow late-majority enterprises to be successful in their adoption of DevOps. The platform engineering community is in danger of repeating this mistake What is missing is a map for how to progressively adopt a Platform Engineering approach, not a highly specific end goal While Team Topologies has provided an excellent starting point, not everyone understands it is more than just implementing the right types of teams A common anti-pattern is setting an open-ended goal of increasing collaboration between teams. This tends to be highly inefficient at scale as stream-aligned teams outnumber platform teams. Most enterprises fail at transformations like this because they implement them via project management instead of product management At PlatformCon 2022, Nigel Kersten, Field CTO at Puppet, spoke about the need for a prescriptive roadmap for plat...

the most common approach to quantifying someone’s job performance is to rely on subjective ratings, whether by the employee (self-rating of performance) or their manager (supervisory ratings). The typical correlation between self-ratings and supervisory ratings of job performance is merely 0.22, which translates to a trivial 4% overlap between the two. In other words, 96% of the variability in employees’ self-rated job performance is unrelated to how their managers’ view their performance. While employees are generally  too generous  in their self-evaluations of performance, there is not much evidence for the superior accuracy of supervisory ratings in measuring workers’  true  contributed value or output, though aggregating ratings of different managers or sources, including peers, will significantly  boost reliability . Needless to say, it is not just possible, but also desirable, to improve how others see us through factors unrelated to our actual job perform...

 https://hbr.org/2014/10/what-to-do-after-a-bad-performance-review Reflect before you react  it’s important to “hold your emotions in check,” Look for your blind spots try to seek out those who will be candid with you instead of telling you that the input isn’t true. “making it clear you are interested in honesty, not consolation,”  Ask questions Be careful with your tone: You don’t want to appear as if you’re challenging the review.”   Make it clear you want concrete examples of what you should be doing differently. Make a performance plan The purpose of feedback is to help you improve in your job, and that requires a detailed plan of action. That may involve learning new skills, reprioritizing your tasks, or reevaluating how you come across to colleagues. Agree with your manager on what you need to do to make changes. “Give yourself thirty days or sixty days to experiment with trying to do a couple of things differently,” Give yourself a second score “You coul...

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 Attrition:   人员净流失， 就是人走了但是位置没有补 Turnover： 离职的人的总数。不管什么原因走的都算。  Voluntary Turnover：自愿离职的人的总数，辞职，退休都算。  基本 Turnover - Voluntary Turnover = Attrition