The other day while sliding a document into a confidential shredding slot in the office, a thought came to my mind that a shredding bin might be the most likely place that people want to peek into.
https://youtube.com/shorts/65BX9sfSfy
The other day while sliding a document into a confidential shredding slot in the office, a thought came to my mind that a shredding bin might be the most likely place that people want to peek into.
https://youtube.com/shorts/65BX9sfSfy
I sometimes find it faster to file a pull request (PR) over an existing PR than verbal comments if doing so can be more precise without involving a lot of extra coding.
Empirical evidence suggests that the best background for virtual meetings is a photo of my office taken at exactly the same camera view of my office webcam so that I will appear to be joining meetings from my office regardless of my actual physical location.
Recently, during the preparation for an invited talk on a topic I have been working on for a while, I realized that even though I am familiar with the topic, I have yet to organize my thoughts into a coherent story, and I am glad that this invited talk motivated me to do just that.
Giving academic talks is outside my current main job duties and thus I wouldn’t be as incentivized to do that as teaching courses as an university professor or shipping products as an industry researcher.
But this experience made me realize that there are activities outside our official job mandates that can still benefit our careers in a less direct way or in a longer run.
I am thankful for not having any meetings during Thanksgiving!
I am thankful for not having any meetings during Thanksgiving! 👹
— Li-Yi Wei (@liyiwei) November 24, 2022
Sometimes I watch presentation videos in double speed to save time and heighten focus (more attention is needed to parse narrations playing in faster speed).
More people do not imply more productivity, sometimes it could be the opposite.
Every member should have a clearly defined role that fits their interests and expertise, so that the total union can cover the entire project with just enough redundancy for robustness (e.g., unforseen demands for certain types of knowledge or tasks, or unvailability for some members during certain stages of the project).
Everyone should have the personality to harmonize with others on the team. We don’t need to love each other, but if some members don’t get along the project will be in trouble.
For longer term projects or building your own teams, consider the growth potential of people in addition to who they currently are (e.g., 3 to 5 years down the road versus right now).
Recently I realized that I have not spent enough time for deep thinking and I can notice that my ideas started to suffer. Some of the causes were self-inflicted, such as letting myself distracted by meetings, slacks, or emails.
Regaining self-control is in order.
Bumped into this 1993 NYT article via hacker news yesterday about the pitfalls of incentives not aligned with the tasks, which prompted the question: what should the employees do under the current incentive system (which lets assume can only be changed by the management)?
One strategy that seems to work for me (which I have been executing at a subconscious level) is to focus on “doing this” without thinking too much (if at all) about “getting that”. Specifically, do we want to do this even without that?
For example, I worked on SIGGRAPH papers because it was a fun and exciting experience, not because I needed them to get tenure or promotion. (I used to tell people that I have the best job in the world because I get paid to do what I like.)
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