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Wayne Haber's Musings

Software Development, Communication, Security, Remote-Work, and Leadership Best Practices

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Showing posts from 2020

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Talk like TED

on December 16, 2020

Communication Leadership

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Quotes and notes from Software Engineering at Google

on December 10, 2020

Agile Communication Leadership

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Quotes and Notes: Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity

on September 16, 2020

Communication Hiring Leadership

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A readme...for me.

on August 12, 2020

Communication Leadership

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How to become indistractable in order to focus on what is truly important!

on August 09, 2020

Innovation Leadership Learning Productivity

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What happened when an engineer attended all of the CEO's meetings for two weeks?

on July 08, 2020

Communication GitLab Leadership Productivity

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Quotes and Notes; How Non-Conformists Move the World

on June 14, 2020

Innovation Leadership Learning

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When learning new things do you have a fixed mindset or growth mindset?

on June 06, 2020

Leadership Learning

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Quotes and Notes: Wisdom at Work

on May 05, 2020

Communication Leadership

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Top six security trends in GitLab-hosted projects

on April 11, 2020

GitLab Security

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Hiring best practices for engineering managers

on January 23, 2020

GitLab Hiring Leadership

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GitLab is now a member of the OWASP Foundation

on January 23, 2020

GitLab OWASP Security

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My favorite excerpts from the Unicorn Project

on January 16, 2020

Agile Leadership

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Popular posts

Lessons learned when development teams engage on major customer escalations

When a major customer issue is escalated to the development team, it is natural for the team to go into high anxiety mode, over-responding to the wrong things and under-responding to the right things. Below are my key recommendations based on my experiences (based on my update to the GitLab Handbook on this subject): Talk to your development leaders and product management counterparts before making commitments to customers in real-time. The impact of what the customer is requesting may have an impact on other commitments that you may or may not be aware of. Don't assume your customers understand your internal processes for making changes. They want to know when it will be available for them to use. Don't assume that customers will communicate in ways that are compatible with your team's norms. They may engage in written communication (Email, instant messenger, support tickets, etc.) differently than you do regarding the level of detail and timeliness of responding. T

Notes and takeaways from The Culture Code: The Secrets of Highly Successful Groups

Culture is a set of living relationships working toward a shared goal. It’s not something you are. It’s something you do. My notes and takeaways from The Culture Code: The Secrets of Highly Successful Groups Behaviors that demonstrate team cohesiveness are: Eye contact Short energetic exchanges (AKA no long speeches) Members talk with each other and not just the team leader Few interruptions Lots of questions Active listening Humor and laughter Attentive courtesies such as saying thank you Balanced talk time between participants Members break, explore, and then bring back information to the team Group performance depends on behavior that communicates one powerful overarching idea: We are safe and connected. They succeeded because they understood that being vulnerable together is the only way a team can become invulnerable . Three questions to ask your direct reports: What is one thing I currently do that you’d like me to continue doing? What is one thing I don’t currently do frequen

Innersource Summit - How GitLab breaks down barriers to increase collaboration during the software development process

Innersource Summit - How GitLab breaks down barriers leveraging open-source processes to increase collaboration during the software development process Video Slides It was a pleasure to present how GitLab breaks downs barriers at the recent InnerSource summit. Content DRI (Directly responsible individual): Priorities for engineering teams are primarily set by product managers as the DRI in conjunction with their stakeholders including the engineering managers, sales, support, etc. The backlog is actively managed by the product manager and engineering manager. Transparency : Any employee can comment on any of the epics and the issues they break down into. The general public can also do this for a significant portion of them. The author of a change can be an employee who is on a team responsible for a section of code, an employee from another team, or also the general public. The author creates and tests the change both manually and by observing the results of the automated

Notes on Managing Up

Notes and excerpts from Managing Up How to Move up, Win at Work, and Succeed with Any Type of Boss This is a great book that I confirmed much of what I already knew but presented it in a very organized, engaging, and actionable way. My notes and chosen excerpts are below, but they don't do it justice. If these resonate with you, buy the book! Overview Managing up is not about following your boss blindly. It's about making strategic choices to obtain the best results for you, your boss, and the organization. You can't change your boss. All you can do is change your reaction to your boss. If your boss doesn't know how to manage people, then you have to learn to manage her. Excelling at managing up means keeping your ego in check. You want to treat your boss how he or she likes to be treated, not necessarily how you like to be treated. This is about your boss, not you. Be aware of the pet peeves and hot buttons of your boss. Introverted bosses Be ok with silence. Try co

Blog by one my shadows: What I learned as a Development Director Shadow at GitLab

Great blog by Fernando Diaz after being my shadow for a week . Thanks for all of the help and really leaning into the process! Fernando's blog covers: Starting the program Notable meetings Error budgets Reliability Security Product management Notable merge requests Engineering internships Platform abuse Program takeaways

My first (flutter) mobile app accepted on the Apple store

Lessons learned to get my first mobile application approved by Apple: Change the default string for the reason location is being requested. Don't submit screenshots with the default "Debug" overlay that Flutter provides.

Mentoring on PlatoHQ

I'm in the top 25% of mentors on PlatoHQ , and with a 10 out of 10 rating 😁 . Cool.

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