tag:blogger.com,1999:blog-47846411636627029602024-03-08T06:31:36.678-05:00Wayne HaberEngineering leadership, driving business results, and empathetic mentoring.Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.comBlogger59125tag:blogger.com,1999:blog-4784641163662702960.post-35198336362098930002024-01-10T15:07:00.000-05:002024-01-10T15:07:08.461-05:00Unpacking GitLab's Strategies for Building High-Performant Distributed Teams With Wayne Haber <p>The video is a part of Adeva Fireside Chats, it is a thought-provoking discussion with Wayne Haber, Director of Engineering at GitLab. </p><p>Explore the dynamics of remote excellence with Wayne Haber, Director of Engineering at GitLab.</p><p>This discussion will cut straight to the core of GitLab's approach to managing distributed teams, the pragmatic benefits of asynchronous work, and the practicalities of using GitLab's own tools to oversee the development lifecycle.</p><p>Tailored for CTOs and tech leaders, this conversation delivers direct insights into refining remote operations, enhancing team performance, and leveraging Gitlab's firsthand experiences to navigate the complexities of a distributed workforce.</p><div class="separator" style="clear: both; text-align: center;"><iframe allowfullscreen="" class="BLOG_video_class" height="266" src="https://www.youtube.com/embed/QrsL9FPrdNE" width="320" youtube-src-id="QrsL9FPrdNE"></iframe></div><br /><p><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-65379442826119935952023-10-10T11:49:00.002-04:002023-10-10T11:49:31.132-04:00 Ultra Leadership Podcast : How To Lead A Globally Dispersed Team: <h1 style="text-align: left;">Ultra Leadership Podcast with Greg Giuliano: How To Lead A Globally Dispersed Team </h1><p>Do you think you could effectively lead a team, even when they’re spread across 16 different time zones? </p><p>Well, that’s where the future of leadership lies. Having a globally dispersed team helps you attract the best talent, but the best talent gets wasted without an effective leader. </p><p>That’s the bad news. The good news? </p><p>In this episode, you’ll discover how you can effectively lead a team that you’ve never met in person, counterintuitive insights into making meetings more effective, and how even new leaders can lead a global team.</p><p><a href="https://podcasts.apple.com/us/podcast/ultra-leadership-with-greg-giuliano/id1643988354" target="_blank">Listen now</a></p><div class="separator" style="clear: both; text-align: center;"><a href="https://podcasts.apple.com/us/podcast/ultra-leadership-with-greg-giuliano/id1643988354" imageanchor="1" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="1400" data-original-width="1400" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjOBsbk3ui-2vUlXsEy2hD5oCRUNEoCGOCMEUJqn-zviKn378Y4IGGNM6MfRpkPZmR1WhrxNBUn-FX0E3ozsHwNNbJF7cFlXMm9Xqc8J5B9eM0qX0k5YMmDSsE-G3D7TmPhF8ftimCd3eP5EpZowRHjGTtwI69j2WeJdPyt17sqtNjucFj2GtnnS3_-sKI/s320/GGP019%20-%20Power%20Quote%20-%20Wayne%20Haber.png" width="320" /></a></div><br /><p><br /></p><h2 style="text-align: left;">Show highlights include:</h2><p></p><ul style="text-align: left;"><li>How reading this book, originally published in 1936, transforms you into an ultra-leader (even in 2023) (2:24) </li><li>Are you new in your leadership role? Here’s how to cut years off your leadership learning curve in only a few minutes (3:27) </li><li>The simple but wildly effective “Document Everything” approach that lets you lead a team spread out in 16 different time zones without missing a beat (4:14) </li><li>How the “Meetings as Conversation” strategy makes your meetings more effective (even if a team member can’t make it) (5:27) </li><li>The counterintuitive way making meetings optional extracts the best from your team (7:06) </li><li>Three pieces of software which entirely eliminate time-wasting meetings throughout your company (7:19) </li><li>How to facilitate a company culture where everyone in your company feels comfortable speaking up during meetings—from the CEO to the newest hired teammate (9:32) </li><li>The “DRI” secret for meetings which ensures every member of your team is heard and every opinion matters (12:36) </li><li>The “next year” mindset shift that helps you overcome stressful decisions like firing a teammate or having your company get acquired (16:45) </li></ul><p></p><p>Want to dive deeper into how to lead a globally dispersed team? Head to <a href="https://about.gitlab.com/teamops/">https://about.gitlab.com/teamops/</a> to understand the framework for the future of work. </p><p>Sign up for the Ultra Leadership newsletter at <a href="https://www.ultraleadership.com/">https://www.ultraleadership.com/</a> and discover how to engage, empower, and activate your team to enable positive transformation. </p><p><br /></p><p><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-40286868206562466342023-09-28T15:12:00.002-04:002023-09-28T15:18:50.699-04:00Cracking A Global Tech Career ft Wayne Haber (Director of Engineering, GitLab) from Uplers<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://www.youtube.com/watch?v=fs1CueqmBqg" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img alt="" data-original-height="396" data-original-width="704" height="180" src="https://blogger.googleusercontent.com/img/a/AVvXsEg6aOXUBvOjfDoEBCapnAleetKwxxr5aZgBZ3Tw1RaW9siQbSIByew7gYZSGxClW40fhMGHRX8aEpUq-G4GjZzzzIozB3GB3KP5609M7vlVkrMD7HAqOcZwcLw0KBKJMJTWy8AT8DGM_HBdAt0yJh6BtoSou76REXfY4NWcbclYKvF8befN0JIe46TcQfU" width="320" /></a></div><br /><br /><p></p><p>This session discussed GitLab's technical interview process including taking a coding test to assess skills and discussing the approach, followed by a system design discussion and interviews focused on alignment with GitLab's remote-first culture and values like transparency and collaboration. It emphasized having the required skills, contributing to open source, researching the company, and showing interest in GitLab specifically. It also covers being transparent about gaps in knowledge, unlearning some behaviors from past companies, and focusing on results over hours worked. Lastly it covers GitLab's thorough on boarding process.</p><p>The talk also provided tips for those switching to a career in tech and succeeding in remote tech roles including taking coding bootcamps and contributing to open source projects.</p><p><br /></p><div class="separator" style="clear: both; text-align: center;"><iframe allowfullscreen="" class="BLOG_video_class" height="266" src="https://www.youtube.com/embed/fs1CueqmBqg" width="320" youtube-src-id="fs1CueqmBqg"></iframe></div><div class="separator" style="clear: both; text-align: center;"><br /></div><div class="separator" style="clear: both; text-align: center;"><br /></div><div class="separator" style="clear: both; text-align: left;"><h3 style="clear: both; text-align: left;">Summary of what was covered</h3><div class="separator" style="clear: both;"><ul style="text-align: left;"><li>Review GitLab's open job listings and handbook when applying. Confirm job posts are legitimate/direct from company.</li><li>Submit a resume and optional cover letter highlighting projects, skills and interests relevant to the role.</li><li>Take a remote coding test in your language of choice to assess skills.</li><li>Technical interview reviews your test work and discusses approaches taken and communication skills.</li><li>System design interview covers scalability, maintainability, performance concepts. Study GitLab's handbook.</li><li>Manager interviews assess remote work abilities and alignment with transparency and other GitLab values.</li><li>Use the STAR method (Situation, Task, Action, Results) when answering questions.</li><li>The process is slow - don't worry if you don't hear back quickly. Ask recruiters for status updates.</li><li>For onboarding, focus on required items first. Review additional materials periodically as you gain context.</li><li>Be transparent about gaps in knowledge. Results matter more than hours worked.</li><li>To switch careers, complete a coding bootcamp and contribute to open source projects.</li><li>Show interest in the company's mission and products. Ask questions to learn about the interviewers' experiences.</li></ul></div><div><br /></div></div><p></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-36778835465845367292023-09-26T17:12:00.005-04:002023-09-26T17:40:10.178-04:00SankeyMATIC visualization of my merge request trends over the last four years<p>To commemorate my 4th anniversary at<span class="white-space-pre"> GitLab </span>and
my ❤️ for data visualizations (inspired in par<a href="https://www.reddit.com/r/dataisbeautiful/" target="_blank">t r/DataIsBeautiful </a>
subreddit) and my interest in learning new things, I used GitLab's Code
Suggestions AI to assist me in writing a small Python script to download
and trend all merge requests I created and then used SankeyMATIC to
create a visualization of them.</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiR8mS1XdfbXW_S13mva-S5474xvuTUrx-PrFSUMy7fRQoiVDWTyHi2TIc4kii8dcz_Bd_jpF31inPRmaw9WnXfOv_8DovCaoVN4cnmgU4J-6Ilv9Dn6If1zLB0qw2a9z1JofyCpV1cu3ytRQ0oQscbj9sCp5xwHdQ83LQLvS54IxsR9kNjPT8S0WrVQdI/s1200/sankeymatic_20230926_162322_1200x1200.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1200" data-original-width="1200" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiR8mS1XdfbXW_S13mva-S5474xvuTUrx-PrFSUMy7fRQoiVDWTyHi2TIc4kii8dcz_Bd_jpF31inPRmaw9WnXfOv_8DovCaoVN4cnmgU4J-6Ilv9Dn6If1zLB0qw2a9z1JofyCpV1cu3ytRQ0oQscbj9sCp5xwHdQ83LQLvS54IxsR9kNjPT8S0WrVQdI/w640-h640/sankeymatic_20230926_162322_1200x1200.png" width="640" /></a></div><br /><p><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com1tag:blogger.com,1999:blog-4784641163662702960.post-18150950293372005122023-09-25T08:58:00.002-04:002023-09-25T11:34:17.736-04:00Podcast: Showing Vulnerability as a Leader | A Conversation With Wayne Haber | Tech Done Different Podcast<h1 style="text-align: left;">Episode Description</h1><p>Our guest Wayne Haber, the Director of Engineering at GitLab. Talks about everything from where attackers get their motivation to why showing your team your vulnerabilities is healthy for everyone.</p><h1 style="text-align: left;">You’ll Learn</h1><p style="text-align: left;"></p><ul style="text-align: left;"><li>How to make #remotework most effective for you and your team</li><li>Why we need to change our expectations on instant response for ourselves and our team members</li><li>How a large company like GitLab works to keep attackers from using their services in malicious ways</li><li>Why servant leadership is so important inside and outside of business</li><li>Learn from the people you lead everyday</li><li>When you are vulnerable as a leader it will show your team they can do the same</li><li>Why when you want to make a change in your company it’s so important to bring the data to support your position</li></ul><div><br /></div><h1 style="text-align: left;">Podcast</h1><div class="separator" style="clear: both; text-align: center;"><a href="https://tech-done-different.simplecast.com/episodes/showing-vulnerability-as-a-leader-a-conversation-with-wayne-haber-tech-done-different-podcast-with-ben-schmerler-and-ted-harrington-jPqAqwYS" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="800" data-original-width="800" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgy40S-iDoX5qxez5OLBvBX4yXudei_LuwJcZF9lFBCXoa4TUpTDQJOrwcVFgGWnulRIUii_tLQG4u9ysjNmJKjJqhE7V9av8vm-2gE_UrtW3lZSqRJ71LXeE7MfEm1bWbU2x4dccmkC18zpz0VmDKhc7WfJu1BV2pn9yWEwhxMyyfYQiiRRhhSqpmGfTI/s320/1694795770086.jpg" width="320" /></a></div><br /><div><br /></div><div style="text-align: center;"><a href="https://tech-done-different.simplecast.com/episodes/showing-vulnerability-as-a-leader-a-conversation-with-wayne-haber-tech-done-different-podcast-with-ben-schmerler-and-ted-harrington-jPqAqwYS" target="_blank">Tech Done Different</a></div><div style="text-align: center;"><br /></div><div class="separator" style="clear: both; text-align: center;"><iframe allowfullscreen="" class="BLOG_video_class" height="266" src="https://www.youtube.com/embed/9RYccQxkrXk" width="320" youtube-src-id="9RYccQxkrXk"></iframe></div><br /><div style="text-align: center;"><br /></div><div style="text-align: center;"><br /></div><div style="text-align: center;"><br /></div><p></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-42277267862180008052023-08-02T16:01:00.010-04:002023-08-02T16:22:54.730-04:00CWE Top 10 from 2010 to 2023<p> </p><p>Security CWE (common weakness enumeration) trends from 2010 to 2023 that I compiled</p><p>Sources:</p><p></p><ul style="text-align: left;"><li><a href="https://public.flourish.studio/visualisation/14577819/">https://public.flourish.studio/visualisation/14577819/</a></li><li><a href="https://cwe.mitre.org/top25/">https://cwe.mitre.org/top25/</a></li></ul>
<div class="flourish-embed flourish-chart" data-src="visualisation/14577819"><script src="https://public.flourish.studio/resources/embed.js"></script></div>
<div class="separator" style="clear: both; text-align: center;"><br /></div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhP8kz_fR-An1At9gBssUt5PPPLvJEVzPxDkrxLVLHUwjW5-7zv7jbwxZwqWffgt5Z5SsRtKm8_kqfssjvO7TsrNS6n6AgaflI3xjFhBsu89e1Gtsc034Ow91qC4SOSg4RKeupD9p9IE4QneGK0xiV9KUgIu4VG78Z0MA0jI2f6yNp9kT4TNOySDCYhJWc/s1612/cwetrendssnap.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1228" data-original-width="1612" height="244" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhP8kz_fR-An1At9gBssUt5PPPLvJEVzPxDkrxLVLHUwjW5-7zv7jbwxZwqWffgt5Z5SsRtKm8_kqfssjvO7TsrNS6n6AgaflI3xjFhBsu89e1Gtsc034Ow91qC4SOSg4RKeupD9p9IE4QneGK0xiV9KUgIu4VG78Z0MA0jI2f6yNp9kT4TNOySDCYhJWc/s320/cwetrendssnap.png" width="320" /></a></div><br /><div><br /></div>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-10332036237946476402023-07-11T15:51:00.001-04:002023-07-11T15:51:28.590-04:00Mentoring Club<p> </p><p><a href="https://www.mentoring-club.com/the-mentors/wayne-haber" target="_blank">The Mentoring Club</a> is an awesome free resource for mentors and mentees to learn from each other.</p><p>Some feedback from a recent mentor is below. I'm so glad they found this to be fruitful!</p><blockquote style="border: none; margin: 0 0 0 40px; padding: 0px;"><p style="text-align: left;">"I highly recommend Wayne Haber as a mentor! His leadership and management skills are outstanding, and he is dedicated to supporting his mentees. He has a wealth of knowledge in engineering leadership and diversity, inclusion, and belonging and provides relevant and actionable advice. Thank you, Wayne, for your dedication to helping others achieve their goals"</p></blockquote><div><br /></div><p><br /></p><div class="separator" style="clear: both; text-align: center;"><a href="https://www.linkedin.com/feed/update/urn:li:activity:7084612014207033344/" imageanchor="1" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="1456" data-original-width="1246" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgioqR2YJ3-hDxgorjXjtT-X8XGDqcDmN64TVJSFv80_yWtV333eKt1pNz3_VTSG1MXDRuQ8ZAe8dWehXLJWq2CMdp-LivGny56wB3AKe5NQoDTceKYgo99UYi8L_PrDG-dP_hzaeJBfBO8KsAIIaGDXr1jayp2Ay3cNYWFgxMpgcHrm7-yx02wVwBv0H4/w549-h640/Post___Feed___LinkedIn.png" width="549" /></a></div><div class="separator" style="clear: both; text-align: center;"><br /></div><div class="separator" style="clear: both; text-align: center;"><br /></div><br /><p></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-81613384973669544012023-06-29T17:26:00.010-04:002023-06-29T17:26:56.748-04:00Continuous Change Management <div>Presentation on continuous change management:</div><div><br /></div><div class="separator" style="clear: both; text-align: center;"><iframe allowfullscreen="" class="BLOG_video_class" height="266" src="https://www.youtube.com/embed/E_M7bTzzJaM" width="320" youtube-src-id="E_M7bTzzJaM"></iframe></div><br /><div><br /></div><ul class="list-disc pl-8 space-y-2" depth="0" node="[object Object]">
<li class="whitespace-normal" index="0" node="[object Object]">
<p class="whitespace-pre-wrap" node="[object Object]">Continuous change management refers to making frequent changes to products and systems in a controlled manner. It aims to maximize the number of successful changes while minimizing risks.</p>
</li>
<li class="whitespace-normal" index="1" node="[object Object]">
<p class="whitespace-pre-wrap" node="[object Object]">Continuous change management has several benefits, like improved time to market, higher quality, lower costs, and better collaboration. Research shows it leads to better organizational performance.</p>
</li>
<li class="whitespace-normal" index="2" node="[object Object]">
<p class="whitespace-pre-wrap" node="[object Object]">Struggling organizations often have manual change approval processes, external security approvals, and fixed deployment schedules. Successful organizations have automated change management, shift security left, and build safety harnesses.</p>
</li>
<li class="whitespace-normal" index="3" node="[object Object]">
<p class="whitespace-pre-wrap" node="[object Object]">GitLab practices continuous change management with merge trains, trunk-based development, error budgets, feature flags, A/B testing, and incremental rollouts. They aim to make changes easy, simple, safe, and secure.</p>
</li>
<li class="whitespace-normal" index="4" node="[object Object]">
<p class="whitespace-pre-wrap" node="[object Object]">To transition to continuous change management, organizations should establish a vision, plan, identify stakeholders, communicate, find champions, start small, monitor, and evaluate. They should shift from a change management team to an automated change management process.</p>
</li>
<li class="whitespace-normal" index="5" node="[object Object]">
<p class="whitespace-pre-wrap" node="[object Object]">Key takeaways are that continuous change management predicts software delivery performance, shift left security, prevents vulnerabilities, keep things CALMS (Culture, Automation, Lean, Measurement, Sharing), has a vision and plan, and communicates successes.</p>
</li></ul><p> </p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-14069263106635078742023-06-08T16:28:00.004-04:002023-06-11T15:45:25.841-04:00How GitLab hires Engineers<p>In the rapidly evolving tech industry, companies like GitLab seek talented engineers who can contribute to our success. One of the focuses is on Ruby on Rails development. GitLab has developed a comprehensive hiring process to attract and select the best candidates for our engineering teams. In this blog post, we will explore GitLab's approach to hiring engineers and the steps involved in our selection process.</p><h2 style="text-align: left;">Recording</h2><div class="separator" style="clear: both; text-align: center;"><iframe allowfullscreen="" class="BLOG_video_class" height="266" src="https://www.youtube.com/embed/UCdVBOJI3Ow" width="320" youtube-src-id="UCdVBOJI3Ow"></iframe></div><p><br /></p><h2 style="text-align: left;">Summary</h2><h4 style="text-align: left;">Meet Wayne Haber - GitLab's Director of Engineering:</h4><p>Heading various portions of GitLab's engineering initiatives and teams, Wayne Haber is a servant leader and leads teams in Growth, Security, Governance, Machine Learning, and Anti-abuse. With his experience and expertise, Wayne plays a crucial role in shaping GitLab's engineering culture and ensuring the company hires exceptional talent.</p><h4 style="text-align: left;">The Hiring Process at GitLab:</h4><p>GitLab follows a systematic approach to hiring engineers, ensuring candidates are thoroughly evaluated at every stage while ensuring that candidates have a great experience throughout. Here is an overview of GitLab's hiring process:</p><ol><li><p>Attracting Candidates:
To attract potential candidates, GitLab provides detailed job descriptions, along with links to their extensive handbook, which contains valuable information about the company and its values. GitLab also posts job openings on its website and platforms like LinkedIn to reach a wide audience.</p></li><li><p>Sourcing Candidates:
GitLab employs various methods to source candidates, including inbound applications, outbound reach-outs, and participation in speaking engagements. This proactive approach helps GitLab identify talented individuals who align with their requirements.</p></li><li><p>Evaluating Applications:
During the application review process, GitLab considers factors such as the candidate's geographic region, attention to detail, skills match, and verbal/written communication abilities. These evaluations help narrow down the candidate pool to those who best fit GitLab's criteria.</p></li><li><p>Screening Candidates:
At the screening stage, GitLab assesses candidates based on their interest in GitLab, role suitability, skill match, communication skills, and compensation expectations. The STAR (Situation, Task, Action, Result) method is commonly used to evaluate a candidate's communication abilities.</p></li><li><p>Technical Interview:
Candidates who pass the initial screening are given a take-home coding task relevant to the role's required languages. During the technical interview, the candidate's work is reviewed, and a discussion takes place to assess their functional and non-functional understanding of software development.</p></li><li><p>Behavioral and Manager Interviews:
Behavioral interviews involve interactions with peers or stakeholders to assess how candidates align with GitLab's values.</p></li><li><p>Reference and Background Checks:
GitLab conducts reference checks with two peers and one former manager to gain insights into a candidate's professional capabilities. Additionally, a background check is performed.</p></li><li><p>Offer Approval:
Before extending an offer, GitLab's engineering team conducts a thorough evaluation. Two strong positive votes from interviewers in engineering, along with an assessment of must-have and nice-to-have criteria, are essential. The hiring manager then writes a justification, and the engineering and people team leadership reviews and approves the final decision.</p></li></ol><h4 style="text-align: left;">GitLab's Process Idiosyncrasies:</h4><p>GitLab emphasizes the importance of thoroughness in their hiring process, prioritizing quality over speed. They encourage candidates to familiarize themselves with the company's values, departments, teams, and career development opportunities by reading their extensive handbook. Prospective candidates are also encouraged to try GitLab's product and explore the GitLab Unfiltered YouTube channel for additional insights. For more informal discussions and resources, the Team Member Resource Group (DIB) offers a platform to engage with GitLab team members in those groups. </p><p><br /></p><h1 style="text-align: left;">Slides</h1><div><br /></div><div class="separator" style="clear: both; text-align: center;"><a href="https://docs.google.com/presentation/d/1pNnNBvq5LctGPuyXJwLMulGIpwRhj__7W3gTwb8VEIE/edit#slide=id.g1287bf62b57_0_209" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="1296" data-original-width="2301" height="180" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiCMXNZ_Ro1GTxih-eMyu52FoQSZ5SQykfavbiDCeG_DqDRBWwc3iH4hqAxDFNyx5xyuchGNT9PmbK4nMYt3UjdqQ5pyifKglFWYIrm0K0HuH0wTK8_Q5ZOOlWzLhfbdWd0aMMQozeRjdMEUThhhSfjhOklUhW-MSccUenD1zPX1K6kFeZSVOW94ZmA/s320/Screenshot%202023-06-08%20at%2016-27-36%20How%20GitLab%20hires%20Ruby%20on%20Rails%20Engineers%20-%20shared%20-%20Google%20Slides.png" width="320" /></a></div><br /><p><br /></p><p><br /></p><p><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-69826996129659275702023-04-04T10:13:00.004-04:002023-04-09T16:03:55.003-04:00My CTOCON23 panel discussion building a successful distributed company<p>My CTO Con 23 panel discussion is now live on building a successful distributed company, discussing my experiences at GitLab and elsewhere with Iba Masood from Tara.AIi and Radoslav Stankov from Product Hunt.</p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://www.linkedin.com/posts/waynehaber_learn-from-industry-experts-as-they-share-activity-7049020484360835072-lH-K" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img alt="" data-original-height="1160" data-original-width="1666" height="223" src="https://blogger.googleusercontent.com/img/a/AVvXsEhMKosare6bs37eeVa8j1uKyYmNjLPvqfntRoTN53dsCHw1mJy1Cgfvb1IiVMHxES4PTii-wh_38jd9csxf4eaHBXukOIuLS1wSlUGfSNiJ8guUycXeHlkoDPlpCMpMQ_2hJasg-BkZPvZftEsj7nR_FMehiPZ_3LW-2mllmklhUYzwxHAg-dQX4iQF" width="320" /></a></div><br /><br /><p></p><p><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-48959778586146418232023-03-11T11:46:00.000-05:002023-03-11T11:46:04.348-05:00Notes from Captivate by Vanessa Edwards<p style="text-align: left;">Share, tell, and hunt for captivating stories to capture imagination and
attention. Star with a hook, champion a struggle, and use provocative
words. <br /></p><h1 style="text-align: left;">My notes from <a href="https://www.amazon.com/Captivate-Succeeding-Vanessa-Van-Edwards/dp/0399564489" target="_blank">Captivate</a>, by Vanessa Edwards</h1><div style="text-align: center;"><a href="https://www.amazon.com/Captivate-Succeeding-Vanessa-Van-Edwards/dp/0399564489"><img class="image-stretch-vertical" height="200" id="igImage" src="https://m.media-amazon.com/images/I/918r+h5fwUL.jpg" style="max-height: 2560px; max-width: 1696px;" width="133" /></a></div><div style="text-align: left;"> </div><div style="text-align: left;"> </div><div style="text-align: left;"><h3 style="text-align: left;">Smile</h3></div><ul style="text-align: left;"><li>Smile and show a happy face, especially in photos. It has been proven that viewing happy faces makes the viewers feel more positive.</li><li>Happy people make us happy, but fake happy people—they are forgettable.</li></ul><h3 style="text-align: left;">Confidence <br /></h3><ul style="text-align: left;"><li>Confidence is contagious and so is lack of confidence, and a customer will recognize both. —Vince Lombardi</li><li>A great question to ask when meeting someone new is: Who else should I meet?</li><li>Make eye contact to build trust. <br /></li></ul><div><h3 style="text-align: left;">Communication <br /></h3><ul style="text-align: left;"><li>Unique talking points create memorable conversations.</li><li>Unusual or surprising requests pique the most interest.</li><li>The best conversations aren’t about what you say, they are about what you hear.</li><li>Asking <b>why</b> gets you beyond small talk into an exploration of motivations, dreams, and interests.</li><li>Next to physical survival, the greatest need of a human being is psychological survival—to be understood, to be affirmed, to be validated, to be appreciated. —Stephen Covey</li><li>Share, tell, and hunt for captivating stories to capture imagination and attention. Star with a hook, champion a struggle, and use provocative words.</li><li>I’ve come to believe that knowing where to go is important, but explaining why and how to get there is even more important. —Patti Sanchez</li></ul><h4 style="text-align: left;">Leadership <br /></h4><ul style="text-align: left;"><li>African proverb: If you want to go fast, go alone. If you want to go far, go together.</li><li>Always use the word “because” when asking for something.</li><li>Don’t be afraid to ask for advice, share a vulnerability, or admit a weakness—they bond you to people.<br /><br /><br /></li></ul></div>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-91122412309158161182023-01-16T09:37:00.008-05:002023-01-16T14:25:26.783-05:00Apply computer science concepts to the rest of your life<h2 style="text-align: left;">Algorithms to Live By: The Computer Science of Human Decision</h2><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjST3QL7LpKo0lamzs36Xfyh0ZIvrXn2TJvTjMEmPExkT4t3e7NJmVeIgnl9Qi2c1HOF0zhnFUBakWiwmOdLHFqy8rJqNGQmH0kPrmZoM0nNYYvs1HxVv4exR1rNJHyAC-Zg6Bc-9GvYgjOcGOEroMYvMaKDkVtjWDkOlssgQQsHOf1RvBSdbJx7dmG/s836/Screenshot%202023-01-16%20at%2010.37.17%20AM.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="586" data-original-width="836" height="224" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjST3QL7LpKo0lamzs36Xfyh0ZIvrXn2TJvTjMEmPExkT4t3e7NJmVeIgnl9Qi2c1HOF0zhnFUBakWiwmOdLHFqy8rJqNGQmH0kPrmZoM0nNYYvs1HxVv4exR1rNJHyAC-Zg6Bc-9GvYgjOcGOEroMYvMaKDkVtjWDkOlssgQQsHOf1RvBSdbJx7dmG/s320/Screenshot%202023-01-16%20at%2010.37.17%20AM.png" width="320" /></a></div><div class="separator" style="clear: both; text-align: center;"><br /></div><div style="text-align: left;"><b>The favorite takeaways I noted from the <a href="https://www.amazon.com/Algorithms-Live-Computer-Science-Decisions-ebook/dp/B015CKNWJI/" target="_blank">book</a> as I learned how to apply computer science concepts to the rest of my life</b></div><p></p><ul style="text-align: left;"><li>When balancing favorite experiences 🏄♀️ and new ones, nothing matters as much as the interval ⏲ over which we plan to enjoy them.</li><li>Thrashing refers to any situation where the system grinds to a halt 🛑 because it’s entirely preoccupied with metawork.</li><li>Overfitting is a kind of idolatry of data 📈 , a consequence of focusing on what we’ve been able to measure 📐 rather than what matters 👨👩👧👦 .</li><li>“Incentive structures work,” as Steve Jobs put it. “So you have to be very careful of what you incent people to do because various incentive structures create all sorts of consequences that you can’t anticipate.”</li><li>It really is true 1️⃣ that the company will build whatever the CEO decides to measure 📐 ”- Sam Altman from YCombinator</li><li>Unless we’re willing to spend eons striving for perfection 🎯 every time we encounter a hitch, hard problems demand that instead of spinning our tires 🚘 , we imagine easier versions and tackle those first. When applied correctly, this is not just wishful thinking, not fantasy or idle daydreaming. It’s one of our best ways of making progress 🏗 .</li><li>The most exciting phrase to hear in science, the one that heralds new discoveries, is not Eureka❗ but That’s funny❓</li></ul><p></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-26220391411125854522022-11-28T14:24:00.001-05:002022-12-13T14:30:48.797-05:00Notes and takeaways from The Culture Code: The Secrets of Highly Successful Groups<p>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 <a href="https://www.amazon.com/Culture-Code-Secrets-Highly-Successful-ebook/dp/B01MSY1Y6Z" target="_blank">The Culture Code: The Secrets of Highly Successful Groups</a></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhZEkn3ABXUO4j0FpdMyq07m2P_eidWjWaxZ6iQEsSk5Yh-Tv8296VH2_w80p3gDfKsHGbSA_hPpUjgeqrk8cIIN_yRyQbV6TQ3nTJyttRgW2KhQyz2DiDazgHw77nQ3W7tkvMFjqgoqFl3PwwXr78nvsRhE-9cOa0myv_GR8QcUtRwSiMR5eniQrlx/s500/culturecode.jpeg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="500" data-original-width="331" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhZEkn3ABXUO4j0FpdMyq07m2P_eidWjWaxZ6iQEsSk5Yh-Tv8296VH2_w80p3gDfKsHGbSA_hPpUjgeqrk8cIIN_yRyQbV6TQ3nTJyttRgW2KhQyz2DiDazgHw77nQ3W7tkvMFjqgoqFl3PwwXr78nvsRhE-9cOa0myv_GR8QcUtRwSiMR5eniQrlx/s320/culturecode.jpeg" width="212" /></a></div><p>Behaviors that demonstrate team cohesiveness are:</p><p></p><ul style="text-align: left;"><li>Eye contact</li><li>Short energetic exchanges (AKA no long speeches)</li><li>Members talk with each other and not just the team leader</li><li>Few interruptions</li><li>Lots of questions</li><li>Active listening</li><li>Humor and laughter</li><li>Attentive courtesies such as saying thank you</li><li>Balanced talk time between participants</li><li>Members break, explore, and then bring back information to the team</li></ul><p></p><div style="text-align: left;">Group performance depends on behavior that communicates one powerful overarching idea: We are safe and connected.</div><p>They succeeded because they understood that <b>being</b> <b>vulnerable</b> together is the only way a team can <b>become</b> <b>invulnerable</b>.</p><p>Three questions to ask your direct reports:</p><p></p><ol style="text-align: left;"><li>What is one thing I currently do that you’d like me to continue doing?</li><li>What is one thing I don’t currently do frequently enough that you think I should do more often?</li><li>What can I do to make you more effective?</li></ol><p></p><p>Name and rank your priorities while being tenfold as clear about your priorities as you think you should be.</p><p><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-55230583998434056512022-11-22T14:01:00.004-05:002022-12-13T14:32:46.505-05:00Lessons learned when development teams engage on major customer escalations<p>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.</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEifKPrFyGolaFqZp4gHMmc-DAYaSZPoqmpkasmexN5MJkSz-9Wqnf1SWyWE0M-__WT8xa_gaoU-yAEKMDeHD7VyyW2DYvJEwBQw3f88cN2K01Pnqn-XLr8Um3LwIwDkN6k186nqVaQIB0REvgqw7XthvIHLLOZAgCLaSnRk6j6cRbwe2iSGD0_pE5mv/s1800/caution.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1800" data-original-width="1440" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEifKPrFyGolaFqZp4gHMmc-DAYaSZPoqmpkasmexN5MJkSz-9Wqnf1SWyWE0M-__WT8xa_gaoU-yAEKMDeHD7VyyW2DYvJEwBQw3f88cN2K01Pnqn-XLr8Um3LwIwDkN6k186nqVaQIB0REvgqw7XthvIHLLOZAgCLaSnRk6j6cRbwe2iSGD0_pE5mv/s320/caution.jpg" width="256" /></a></div><p><br /></p><p>Below are my key recommendations based on my experiences (based on my update to the <a href="https://about.gitlab.com/handbook/engineering/development/#customer-account-escalation-coordination" target="_blank">GitLab Handbook</a> on this subject):</p><p></p><ol style="text-align: left;"><li>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.</li><li>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.</li><li>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. They may have different norms in meetings as well (how often they attend, whether they notes, whether they use video, etc.). Explain the benefits of how you operate and the risks of not operating in those ways, and ask them the same about their norms. Adapt together to find something that works for everyone.</li><li>Take detailed notes in each conversation to avoid miscommunication.</li><li>Have a single source of truth (SSOT) where all customer concerns are recorded so everyone involved can collaborate on it.</li><li>Consider recording meetings (if you and the customer are amenable) and making those recordings available to everyone invited. That allows those who couldn't make the meeting (or want to review it) to see any screen shares and the participants' tone and body language.</li><li>Have an agenda for every meeting and make the top of the agenda the top items of concern, ordered by priority. That will reduce missed expectations on timelines and priority.</li><li>When there is an action item for someone in a meeting (whether they are present or not), tag them so they are aware (in Google documents, instant messenger, etc.).</li><li>Create opportunities for your development team and the customer to collaborate asynchronously. Don't wait for meetings to coordinate. For example, consider adding your developers working on the escalation and the customer contacts to your instant messenger via "single-channel guests." How to do this in Slack can be found <a href="https://slack.com/blog/collaboration/how-to-bring-outsiders-into-your-teams-workspace" target="_blank">here</a>.</li><li>Remind everyone to communicate early and often. It is common for those lacking information to assume the worst.</li></ol><p></p><p><br /></p><p><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-21980383634907218962022-09-24T15:14:00.003-04:002022-09-25T11:28:18.598-04:00Quotes and Notes: Verbal Judo, The Gentle Art of PersuasionThis is the communication warrior’s real service: staying calm in the midst of conflict, deflecting verbal abuse, and offering empathy in the face of antagonism.<div><br /></div><div><h2 style="text-align: left;"><a href="https://www.amazon.com/Verbal-Judo-Second-Gentle-Persuasion-ebook/dp/B00FJ3CMI6/ref=tmm_kin_swatch_0?_encoding=UTF8&qid=1664046234&sr=8-1" target="_blank">Verbal Judo, The Gentle Art of Persuasion</a> </h2><p>Here are my notes and excerpts from <a href="https://www.amazon.com/Verbal-Judo-Second-Gentle-Persuasion-ebook/dp/B00FJ3CMI6/ref=tmm_kin_swatch_0?_encoding=UTF8&qid=1664046234&sr=8-1" target="_blank">Verbal Judo, The Gentle Art of Persuasion</a> by George Thompson Ph.D., an English Professor, martial arts black belt, and police officer.</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgD0WsKaFRXcbw-8EeyrMgjQCIYBr5cbr2wyrvo8Y0LjND4ECboWWfAvhoiMcm7LQKf4ZTHBWoWveBO3tyvCc3FeuEjgNNPwUpFS7fH1XmrxdqrwYx0EXG0HIRlylg1WBPv2SnDlFRA3GiaPPveEPuyZnDmS9b2o6fD407fCAFm6FwkX67iZRtHlgGY/s3012/joshua-jamias-qmdqe3Cs5Og-unsplash.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1851" data-original-width="3012" height="197" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgD0WsKaFRXcbw-8EeyrMgjQCIYBr5cbr2wyrvo8Y0LjND4ECboWWfAvhoiMcm7LQKf4ZTHBWoWveBO3tyvCc3FeuEjgNNPwUpFS7fH1XmrxdqrwYx0EXG0HIRlylg1WBPv2SnDlFRA3GiaPPveEPuyZnDmS9b2o6fD407fCAFm6FwkX67iZRtHlgGY/s320/joshua-jamias-qmdqe3Cs5Og-unsplash.jpg" width="320" /></a></div><p></p><h2 style="text-align: left;">Be mindful of what you say and how you say it</h2><p></p><ul style="text-align: left;"><li>“Never use words that rise readily to your lips, or you’ll make the greatest speech you’ll ever live to regret.”</li><li>The responsibility for the understanding belongs to the speaker, not the listener. Your job is to get through.</li></ul><p></p><h2>Understand your audience</h2><h2><p style="font-size: medium; font-weight: 400;"></p><ul style="font-size: medium; font-weight: 400;"><li>Often the best way of reading your target audience is to see the person the way they see themselves. This is the true essence of empathy.</li><li>Never react to what people say. React to what they mean. Just remember: People hardly ever say what they mean.</li><li>When two people are talking, six different identities are involved—each person’s real self, each person as they see themselves, and finally, each person as seen by the other, doubled.</li><li>When I want voluntary compliance from a difficult person, I explain early on what’s in it for them. As clearly and specifically as I can, I show them what they have to gain. Only when that doesn’t work will I tell them what they stand to lose.</li></ul></h2><h2 style="text-align: left;">Responding to slights and insults</h2><p></p><ul style="text-align: left;"><li>The secret is simple: It’s okay if someone insults, resists, or attacks you. Laugh it off. Show that it has no meaning, no sting. If you fight back and resist the affront, you give it life and credibility. If you defend yourself, you invite counterattack.</li><li>Use “strip phrases” to deflect insults.</li></ul><p></p><h2 style="text-align: left;">Stay calm</h2><p></p><ul style="text-align: left;"><li>This is the communication warrior’s real service: staying calm in the midst of conflict, deflecting verbal abuse, and offering empathy in the face of antagonism.</li><li>People don’t go around thinking they’re irrational, especially when they truly are.</li><li>Empathy absorbs tension</li><li>Common sense under pressure is a highly uncommon commodity.</li></ul><h2 style="text-align: left;">Identify and understand your weaknesses</h2><ul style="text-align: left;"><li>When we define our weaknesses or our so-called communication enemies, we actually bring them out and make them part of our consciousness. We admit them, bringing them into the light of recognition.</li><li>Make a list of your most harmful weaknesses. Then name them. Give each a little tag and pin it wriggling to the wall of definition. Then you own them. Once you’re in control inside, you can be in control outside.</li></ul><p></p><p><br /></p></div>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-32737037423254759462022-09-19T15:11:00.002-04:002022-09-19T15:11:45.747-04:00Blog by one my shadows: What I learned as a Development Director Shadow at GitLab<p>Great <a href="https://awkwardferny.medium.com/what-i-learned-as-an-engineering-director-shadow-at-gitlab-1a783cb564d0" target="_blank">blog</a> by Fernando Diaz after being my shadow for a week . Thanks for all of the help and really leaning into the process!</p><p> <img alt="" class="ce km kn c" role="presentation" src="https://miro.medium.com/max/1400/0*_nWQHhOf8OmYFYZ6" width="700" /></p><p>Fernando's blog covers:<br /></p><ul style="text-align: left;"><li> Starting the program<br /></li><li>Notable meetings</li><li>Error budgets<br /></li><li>Reliability</li><li>Security</li><li>Product management</li><li>Notable merge requests</li><li>Engineering internships</li><li>Platform abuse</li><li>Program takeaways<br /></li></ul><p> </p><p> </p><p><br /></p><p><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-51164697014848402052022-08-31T11:20:00.007-04:002022-09-26T16:15:49.730-04:007CTO's podcast: Build Your Network<h1 style="text-align: left;"><span style="font-size: medium; font-weight: 400;">Who are you bringing to the table when you sit at the table? Having a strong network means that you bring more than just your expertise; you’re also bringing all the people you know and have influence over.</span></h1><h1 style="text-align: left;">7CTO's podcast: Build Your Network </h1><h4 style="text-align: left;">Featuring Erin Fusaro, Wayne Haber and Brent Thumlert </h4><h4 style="text-align: left;"><div class="separator" style="clear: both; text-align: center;"><br /></div><div class="separator" style="clear: both; text-align: center;"><a href="https://pod.link/7ctos/episode/6f1b669172d134eb5be972c3a8676198" imageanchor="1" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="164" data-original-width="320" height="164" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTTpCNX7f45M_WwtFhWdxmuwWbduA8QQjyXY_05MEZpaNN0m_KfMjgLIQE28rb5bTyfPsHAK7TvXcTfqP4mNg2IQlabv_8cGABd5BwIv7cnL5bXMH5OzMJ0NaErErdA2x-PZjeh-8bot3rjUwflNbsUsSX9lPKVL4bCwioT3UKsHw3VrrqqoA9l5yb/s1600/Screenshot%202022-08-31%20at%2011-19-09%20Build%20Your%20Network%20with%20Erin%20Fusaro%20Wayne%20Haber%20and%20Brent%20Thumlert%20-%20YouTube%202%20(1).png" width="320" /></a></div><br /><div class="separator" style="clear: both; text-align: center;"><br /></div></h4><p>If you spend a ton of time cultivating your network, how are you leveraging that work in your current role?” This week’s show explores multiple ways to reap the rewards of building a strong professional network, and how this week’s guests tap into that. Etienne de Bruin welcomes Erin Fusaro, Wayne Haber and Brent Thumlert to the CTO Studio Podcast. </p><div>Some ideas you’ll hear them explore are:<p><br />Who are you bringing to the table when you sit at the table? Having a strong network means that you bring more than just your expertise; you’re also bringing all the people you know and have influence over.<br /><br />You can get objective feedback on new ideas from your network and enter new places at a high level of trust.<br /><br />Maintaining a network of professionals who are as invested in personal development as you are is like “crowdsourcing mentorship”.<br /><br />Relationship building is everything in networking.<br /><br />“My network always wins,” Erin says. “That network is such a big part of my value as a leader … my network supersedes any job I have, because it is continuous across my career whereas I may work for a company for a period of time.”<br /><br />“A healthy network creates knowns and predictability or removes uncertainty.”<br /><br />One way to keep relationships strong is to watch what you say publicly.<br /><br />How to measure the health of your network.<br /><br />The power of community and group discussion. Using a personal Slack channel to keep in touch and simultaneously help one another expand their network.</p></div>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-5729483368223451762022-08-29T19:26:00.001-04:002022-08-29T19:26:33.621-04:00Utilizing blockchain to decentralize vulnerability disclosures<h2 style="text-align: left;">My third patent: Utilizing blockchain to decentralize vulnerability disclosures.</h2><p> </p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjUEQYBCfmyfjK9iKwzOpfIyxvoX1T_FSu7BADByWtNkUDfqk4Ym6ZGt1rvr9aOrDLHdt1d5r8E_5-Et8WeDgC0vEWBtS9ur6T-AEVhfabDfAUTIF8ZTVWJezIqLXEAatQq9XaG4i3hAqeaSm3dgtRYcsIVw-dXeyHQlbAATF_aFxwQz2CBsaaLmJit/s2728/US11381589-20220705-D00005.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1957" data-original-width="2728" height="288" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjUEQYBCfmyfjK9iKwzOpfIyxvoX1T_FSu7BADByWtNkUDfqk4Ym6ZGt1rvr9aOrDLHdt1d5r8E_5-Et8WeDgC0vEWBtS9ur6T-AEVhfabDfAUTIF8ZTVWJezIqLXEAatQq9XaG4i3hAqeaSm3dgtRYcsIVw-dXeyHQlbAATF_aFxwQz2CBsaaLmJit/w400-h288/US11381589-20220705-D00005.png" width="400" /></a></div><br /> <br /><p></p><h2 style="text-align: left;">Abstract</h2><p><br />In one aspect, the present disclosure is directed to systems and methods for validating and securely storing security entry updates. The security entry update is received from a contributor, and broadcast to a plurality of computing nodes. It then is determined whether to validate the received security update at each computing node of the plurality of computing nodes. If the received security entry update is validated, information relating to the received security update is added as transaction information in a current block, the current block is included in a blockchain that is stored in a datastore of each computing node of the plurality of computing nodes. Other aspects also are described.</p><p></p><h2 style="text-align: left;">Full patent</h2><p style="text-align: left;"><a href="https://patents.google.com/patent/US11381589B2/en?oq=16%2f599266" target="_blank">Link </a><br /></p><p><br /><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-28603929880559278172022-08-11T13:26:00.003-04:002022-09-26T16:12:39.603-04:00Notes on Managing Up<h1 style="text-align: left;">Notes and excerpts from Managing Up</h1><h2 style="text-align: left;"><a href="https://www.amazon.com/Managing-Up-Move-Work-Succeed-ebook/dp/B07BB4QFDF/ref=sr_1_5?crid=179Y53W5GNHGE&keywords=managing+up&qid=1660238022&sprefix=managing+up%2Caps%2C120&sr=8-5" target="_blank">How to Move up, Win at Work, and Succeed with Any Type of Boss</a></h2><h2 style="text-align: left;"><div class="separator" style="clear: both; text-align: center;"><br /></div><div class="separator" style="clear: both; text-align: center;"><a href="https://www.amazon.com/Managing-Up-Move-Work-Succeed-ebook/dp/B07BB4QFDF/ref=sr_1_5?crid=179Y53W5GNHGE&keywords=managing+up&qid=1660238022&sprefix=managing+up%2Caps%2C120&sr=8-5" imageanchor="1" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="320" data-original-width="211" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhc6rJQhtbeIkh4s6wQj8T6CF_6mkpGPnBjTFupdxGR26UT8y1n1zOGHL2eGaFVwFgyIUIUFpqPsK4Makh1g08cwP-oDx60diZp4KGphQZY9wmThmwKAJCBjU22j270d-jluDioveQtv8BtkoVNlZYAvknqa4C_5bv0Ew4fVfECuntJ_VEp2ionjesW/s1600/Screenshot%202022-08-11%20at%2013-15-01%20Amazon.com%20Managing%20Up%20How%20to%20Move%20up%20Win%20at%20Work%20and%20Succeed%20with%20Any%20Type%20of%20Boss%20eBook%20Abbajay%20Mary%20Kindle%20Store.png" width="211" /></a></div><br /><div class="separator" style="clear: both; text-align: center;"><br /></div><br /><br /></h2><p>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!<br /></p><h3 style="text-align: left;">Overview <br /></h3><p>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. <br /><br />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.<br /><br />Excelling at managing up means keeping your ego in check.<br /><br />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.<br /><br />Be aware of the pet peeves and hot buttons of your boss.<br /></p><h4 style="text-align: left;">Introverted bosses<br /></h4><p>Be ok with silence. Try counting to eight before filling the space.<br /><br />Ask open-ended questions<br /></p><h4 style="text-align: left;">Advancer bosses<br /></h4><p>When meeting with them remember the Three Bs:</p><ul style="text-align: left;"><li>Be brief</li><li>Be business‐like</li><li>Be gone.<br /></li></ul><p>Bring solutions, not problems.<br /><br />Don't oppose them in public. Present opposing views in private whenever possible. Be ready to support your position and always present your case in service of accomplishing their goals.<br /><br />Focus on facts, tasks, and ideas rather than people. <br /><br />Get results and make stuff happen.<br /></p><h4 style="text-align: left;">Evaluator bosses</h4><p style="text-align: left;">They love processes, often including bulleted lists such as the one below:<br /></p><ul style="text-align: left;"><li>Avoid surprises</li><li>Be prepared</li><li>Raise your standards</li><li>Focus on the facts</li><li>Slow down</li><li>Impress with detail</li><li>Respect the process</li><li>Manage your emotions</li></ul><h4 style="text-align: left;">Difficult bosses<br /></h4><p><span style="color: red;">Nearly everyone interviewed for this book said their best leadership teacher was their worst boss. The experience may be terrible, but the lessons can be priceless.</span><br /></p><h4 style="text-align: left;">Micromanagers<br /></h4><p>What kind of pressures is your boss under?<br /><br />Develop their trust in you. Instilling trust means to impart a sense of confidence that you can and will deliver what the boss wants and needs. <br /><br />Keep them overly informed.<br /><br />Deliver high quality work every time.<br /><br />Ask and recap to confirm understanding of direction.<br /><br />Think about what successful completion means to them.<br /></p><h4 style="text-align: left;">The Narcissist<br /></h4><p>Respect, defer, and secure. Demonstrate appropriate levels of respect.<br /><br />Don’t talk badly about them to others no matter how frustrated you may be with them.<br /><br />Don't get sucked in. Narcissist are expert manipulators. Try not to get sucked into their orbit.<br /></p><h4 style="text-align: left;">The truly terrible bosses<br /></h4><p>Research shows that working for a psycho, crazy, bully, tyrannical, screaming, egomaniac boss literally damages the employee's health. One study in Sweden showed that employees who work for the Truly Terrible were 60% more likely to suffer a heart attack, stroke, or other life‐threatening cardiac condition.<br /><br />Protect your psyche and take care of yourself.<br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-768246227618461202022-06-06T12:32:00.001-04:002022-06-06T12:32:45.240-04:00How GitLab Makes Agile Shine With Developers Spread Across 65 Countries<p>This was a great discussion with <a href="https://www.agilenewengland.org/" target="_blank">Agile New England</a> on May 5. The slides are attached, however most of the content was live presentations of the GitLab handbook and viewing issues/merge requests for the GitLab product itself to show examples.</p><h3 style="text-align: left;">Topics that were discussed</h3><ul style="text-align: left;"><li>What is the GitLab product?</li><li>Who and where is GitLab?</li><li>Company values</li><li>Product development flow</li><li>Lifecycle of a code change</li><li>Development processes</li><li>Incentivizing changes from "others</li></ul><p> </p><h3 style="text-align: left;">Video</h3><h3 style="text-align: left;"> <div class="separator" style="clear: both; text-align: center;"><iframe allowfullscreen="" class="BLOG_video_class" height="266" src="https://www.youtube.com/embed/bgLxVf1Nsbg" width="320" youtube-src-id="bgLxVf1Nsbg"></iframe></div><br /></h3><p> </p><h3 style="text-align: left;">Slides</h3><div class="separator" style="clear: both; text-align: center;"><a href=" https://drive.google.com/file/d/1JXh3e5zmVWXV9Mt25LV1llJ53eXJ9K53/view?usp=sharing" imageanchor="1" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="840" data-original-width="1876" height="143" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi9-fRdEqwlYuBz0Bo6mQyVpBPqkzChPsqBPZSsMcOymwUufZfJN5WP7mKhFwDQkxqhHuXTdy0TI_aDOWf-er-MXqFIazSClOrw36ycZC5zEJ0LXmHqDCfQsjOg8CyLNeWgppdt71oCHWuL-_8zSc_90zFz7y-Y2jBnjICo-dShwSv1HZyR06rv9mEE/s320/Screen%20Shot%202022-06-06%20at%2012.30.41%20PM.png" width="320" /></a></div><br /><p><br /></p><p> </p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-31681020221647893112022-05-22T13:27:00.001-04:002022-05-22T13:27:36.349-04:00My notes on The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever<p style="text-align: left;">I found this book on target, succinct, and immediately actionable. <br /></p><h1 style="text-align: left;"><div class="separator" style="clear: both; text-align: center;"><a href=" https://www.amazon.com/Coaching-Habit-Less-Change-Forever-ebook/dp/B01BUIBBZI/" imageanchor="1" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="500" data-original-width="350" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRZ0kLrKtLYt9_KTurYtULc0-pnvFtWG-BogH8jJY1A7Jh74PeuGWXEn2qyDhm_-PFUtj9Ijhu_SrBV8cV-Jr_AS6BQKNvxFWlHewOJMMsYbrIjMcPAMm2OyQ5ROYQVDHjxj6mnyuFW9YC81VgwPzafczzMll8vLXAWbw7dARKiKjNhToUGJH30cD1/s320/51HjaxWBOvL.jpg" width="224" /></a></div><br /></h1><h2 style="text-align: left;">My notes</h2><h3 style="text-align: left;">The primary questions to ask when coaching:</h3><ol style="text-align: left;"><li>What’s on your mind? (Intentionally open-ended)</li><li>And what else? (Keeps the mentee thinking about influencing factors past the initial description)</li><li>What’s the real challenge here for you? (Avoid mentor bias)</li><li>What do you want? (Focus on the mentee’s goals)</li><li>How can I help? (Also avoids mentor bias)</li><li>What was most useful to you? (Reflection helps learning and retention) <br /></li></ol><h3 style="text-align: left;">On saying Yes<br /></h3><ul style="text-align: left;"><li>If you are saying yes to this, what are you saying no to?</li><li>A yes is nothing without the No that gives it boundaries and form.</li><li>Say yes slowly in order to be curious before committing.</li></ul><i> It is easier to get into things than to get out of things.</i><h3 style="text-align: left;">Fascinating quotes from the book</h3><ul style="text-align: left;"><li>What people think of as the moment of discovery is really the discovery of the question - Jonas Salk</li><li>The single biggest problem with communication is the illusion that it has taken place. - George Bernard Shaw</li><li>Plans are useless, but planning is indispensable - Eisenhower</li></ul><h2 style="text-align: left;">And finally</h2><p><a href="https://www.amazon.com/Coaching-Habit-Less-Change-Forever-ebook/dp/B01BUIBBZI/" target="_blank">Buy the book </a>and read it. These are great notes but they don't do it justice.</p><p> <br /></p><p><br /><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-30899622747107192402022-04-04T11:07:00.001-04:002022-04-04T11:07:27.967-04:00The engineering director shadow experience at GitLab<p>Since I launched my shadow program, more than five employees have taken me up on shadowing all of my meetings for a week.</p><p>One my shadows <a href="https://about.gitlab.com/blog/2022/04/01/engineering-director-shadow/">wrote a blog</a> based on what they learned. </p><p>Here was the TL;DR on what they learned:<br /></p><p style="margin-left: 40px; text-align: left;">I totally recommend taking one week to enjoy Wayne's adventures. It is an enriching and humbling opportunity to connect with colleagues that you might not come across if you are on another team. As mentioned before, we impact each other more than we might usually think.<br /></p><p> </p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgD9yLsxIMveuf3YKGxk54vMMLi4SbE2vZ8HbWLDMKDGWzFFW9sxs5n-la_moXDX64JXEvXxovlkMbnf7NTsvIk1BKbsK9e8OgNwrWgTy8JAZDEYKYr4O33Cz0RWTxR8QUHVANGac173-m33JaV89l0HU2Vb_sygZnD18QolycwrOLzz_OD34qzbQgq/s1270/continuous-integration-from-jenkins-to-gitlab-using-docker.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="847" data-original-width="1270" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgD9yLsxIMveuf3YKGxk54vMMLi4SbE2vZ8HbWLDMKDGWzFFW9sxs5n-la_moXDX64JXEvXxovlkMbnf7NTsvIk1BKbsK9e8OgNwrWgTy8JAZDEYKYr4O33Cz0RWTxR8QUHVANGac173-m33JaV89l0HU2Vb_sygZnD18QolycwrOLzz_OD34qzbQgq/s320/continuous-integration-from-jenkins-to-gitlab-using-docker.jpg" width="320" /></a></div><br /> <p></p><p><br /></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-15586408594719071452022-01-19T13:25:00.007-05:002022-02-15T11:54:54.239-05:00Meet the Tanukis on Twitch featuring yours truly<p>The TRIUMPHANT return of Meet the Tanukis, the Twitch show where you meet a member of the GitLab team! <span class="break-words"><span><span dir="ltr">You can meet Wayne Haber, Director Engineering, Growth & Security & Applied ML. </span></span></span></p><p><span class="break-words"><span><span dir="ltr"><a href="https://www.twitch.tv/videos/1267820302" target="_blank"></a><br /></span></span></span></p><div class="separator" style="clear: both; text-align: center;"><span class="break-words"><span><a href="https://www.youtube.com/watch?v=0fXN4WJGaEY" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="1054" data-original-width="2274" height="296" src="https://blogger.googleusercontent.com/img/a/AVvXsEg4n2lVTusHSzjD0FMrQi7MaTbu2vrFZvxtBCWKA1qXgSiM12FIGLtwcu4u_VxCKwBosA22BZV-hdc0KaaACKj5TzgIZIHaA2B-brZ7DnbZ_srDwiZeEpsf6D1VORvTpJ6oWN7W3BJDtT5AdMKturADdlLqmYqWHBdY-XBklVMghRRKzY_GJezsIpgC=w640-h296" width="640" /></a></span></span></div><span class="break-words"><span><br /></span></span><p></p>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0tag:blogger.com,1999:blog-4784641163662702960.post-28249909661308602582021-12-07T14:37:00.002-05:002022-09-26T16:10:48.594-04:00My first (flutter) mobile app accepted on the Apple store<p><br /></p><p></p><div class="separator" style="clear: both; text-align: center;"><br /></div><div class="separator" style="clear: both; text-align: center;"><a href="https://apps.apple.com/app/super-simple-sunrise-sunset/id1596937307" imageanchor="1" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="320" data-original-width="292" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj81eYCv758XKdzrxnU4EkXufgUgCkF0lxv3Gc_dk7KRhN68APtVzDVk0ZNAVVMYFZZSL5PVmArqB8VtfFhN4QVo1onyMLf-skEOFXd_ZL6UWpRqcI9H7eenSu4WaMtiuIwYZ0r8DRSU_OvDQKhVVYqHmnVh-rwpdR22wji1wMdogME5c0o-TpkgQwm/s1600/Screen%20Shot%202021-12-07%20at%202.34.49%20PM.png" width="292" /></a></div><br /><div class="separator" style="clear: both; text-align: center;"><br /></div><br /> <br /><p></p><p> Lessons learned to get my first mobile application approved by Apple:<br /></p><ol style="text-align: left;"><li>Change the default string for the reason location is being requested.</li><li>Don't submit screenshots with the default "Debug" overlay that Flutter provides.<br /></li></ol>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com1tag:blogger.com,1999:blog-4784641163662702960.post-90033754133505706172021-11-30T09:55:00.004-05:002023-01-16T14:16:32.902-05:00Innersource Summit - How GitLab breaks down barriers to increase collaboration during the software development process<p>Innersource Summit - How GitLab breaks down barriers leveraging open-source processes to increase collaboration during the software development process</p><p><span style="text-align: center;">It was a pleasure to present how GitLab breaks down barriers at the recent InnerSource summit.</span> </p><div><a href="https://about.gitlab.com/handbook/people-group/directly-responsible-individuals/" target="_blank">DRI</a> (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.<br /><br />The backlog is actively managed by the product manager and engineering manager.<br /><br /><a href=" https://about.gitlab.com/handbook/values/#transparency" target="_blank">Transparency</a>: Employees can comment on any epics and the issues they break down into. The general public can also do this for a significant portion of them.<br /> <br />The author of a change can be an employee on a team responsible for a section of code, an employee from another team, or the general public.<br /><br />The author creates and tests the change manually and by observing the results of the automated test cases and security scanning.<br /><br />The author then labels the change to the appropriate team responsible for that code section.<br /><br />Someone on that team <a href="https://about.gitlab.com/handbook/engineering/workflow/code-review/" target="_blank">reviews</a> it and gives feedback. This includes confirming the change is a Minimal Viable Change (MVC) so we can leverage our value of <a href="https://about.gitlab.com/handbook/values/#iteration" target="_blank">iteration</a><br /><br />After approval, a bot determines if the change requires a maintainer to review the change with one or more of the developers with these disciplines:</div><div><ul><li>Frontend</li><li>Backend</li><li>Database</li><li>Security</li></ul>After the appropriate maintainers approve, the code is merged and later deployed to the SaaS service. The change is included for self-hosted users in the next monthly release.<br /> <br />We incentivize changes across internal teams and the public via our concept of <a href="https://about.gitlab.com/company/mission/#everyone-can-contribute" target="_blank">“everyone can contribute”</a><br /><br /><h2>Why do they do this?</h2><br />Teams don’t need to wait on other teams to change “the other team’s code” for their team to succeed.<br /><br />If someone sees something they don’t like, they can put in an MR (merge request) to change it.<br /><br />Free and paid users can improve the product and the company handbook.<br /><br />Celebration of open-source contributors via the <a href="https://about.gitlab.com/community/heroes/" target="_blank">GitLab Heroes program</a></div><h2 style="text-align: left;">Video<br /></h2><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"><iframe allowfullscreen="" class="BLOG_video_class" height="266" src="https://www.youtube.com/embed/bVpGfqpop3E" width="320" youtube-src-id="bVpGfqpop3E"></iframe></div><br /><h2 style="text-align: left;">Slides</h2><div class="separator" style="clear: both; text-align: center;"><a href="https://drive.google.com/file/d/1f23BcRfVXTOA8L3Y6bxRK7edB716stj-/view" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" data-original-height="167" data-original-width="320" height="167" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgT0Cx0pEgbDTrRiOf83wjPqMmZr1perVezm53HKu6rPhxK14y_DDvTfqEjfHM-0GWigHPhjlJ3y95MerhHm2zOClNDM3DfnUF1pRfMfGFL_pqjzkTaHxGb9KiOn1CEIkk3MgbESoxkbFoev28XPMExgUQopsT_lJ_QoZaZtrN20l5XQ593Nuk7mCES/s1600/Screen%20Shot%202021-11-30%20at%209.51.54%20AM.png" width="320" /></a></div><br /><div style="text-align: left;"><div class="separator" style="clear: both; text-align: center;"><p><br /></p></div></div><div style="text-align: left;"><br /></div>Waynehttp://www.blogger.com/profile/08405139518499552730noreply@blogger.com0