Evernote. Free and accessible across many devices. For me it has been best of the worst. It has been my one place to store all information.
Evernote serves well as a general knowledge base, but fails for storing programming snippets and ideas.
a) think about changing your job or even career.
b) If you dont think the fatigue is work related, you need to find a hobby and or a relationships that help you feel energized.
c)For many people work is not calling , but a means to a good life, and that is OK.
d)And regardless of what fatigues you ,take frequent breaks. Make it a point to go on vacations. Sometimes, being away from things helps to see them clearer.
A good definition that has helped me distinguish between these two terms is that, "Leaders change the status quo. managers do not." there will be overlapping tasks and skills for these roles, but one definitely is not the other.
the most telling thing from the audio of this incident, is how Tim went on with the presentation after firing the guy. he might have as well stopped to take a sip of water..
Talent of a certain caliber invites imitators. I will not be surprised if people reading through Linus's email think that it is ok to behave abrasively if you get work done. or even worse, that you need to be this way to achieve greatness.
The choice between politeness and honesty is a false choice. If you care, you can have both.
As everyone said, keep a paper trail and update your resume. It would be even better if you are left out of the finger pointing-' blame circle' on D-day.
The project might be doomed to fail but there will be individual tasks that can be completed successfully. Complete these tasks (and your tasks) and present them as your contributions to the win/progress column. If you are one of the few engineers who is getting stuff done, you will be noticed in positive light and it will be harder to throw you under the bus.
you cannot stop the inevitable failure of a project, but no where does it say you have to walk towards it. Complete your tasks and just a little more. publicize your minor achievements, and stay out of the politics. this way you can do what is right and remain unscathed when all falls down. Good luck.
First thing to address those frustrations was to set expectations with the product management team. In their approach, they really wanted to have a lot of drop-in interaction with the engineers, which worked...well, about as well as one would expect it to work.
So, what it took me doing was learning more about the product management daily process. It turned out that what drove a lot of the communication needs of the product management team was a desire for status updates because (drum-roll please) they couldn't articulate it sufficiently to the executive team.
We drove toward what information was needed and how timely, then figured out how we in engineering could supply product mgmt with that info while staying in the wheelhouse of our own flow. So, evaluation of things like JIRA (Atlassian), Redmine and other tools to coordinate product management actions with engineering actions. It took a little while, but it required everyone all around to work together in expected ways to lower those frustration barriers.
Since the only frustration seems to be a lack of immediate and instant access to the engineers, I'd imagine that the fix here would be for the product management team to adjust their expectations and communicate better.
Many managers consider frequent communication as being good communication, but more often than not its actually very bad. It is a signal that people are not thinking through what they are trying to communicate. Some trivial barriers, such as a door or forcing people to walk over, are often a good thing, because they force people to evaluate what they are communicating and whether it is worth the effort.
