分类 个人感悟 下的文章

发现自己变的啰嗦了
不管是在工作中
还是在生活中

总感觉自己的意思没有充分的表达
所以同一件事情会从不同方面进行描述
或者是附加了很多的解释信息
我理解这样感观可能并不好

所以这个本质的问题是什么呢?
我想有这么几点:
1、事情你思考的还不够深入,所以不能用简单易懂的话来描述
2、过于低估他人的理解能力

如果谁有比较好的建议
欢迎留言

最近阅读能力感觉有比较大的进步
看了一篇英文文章,感觉不错
尤其你是一个leader的时候。

文章是:在工程师团队创造一个心里安全的文化

原文如下:

Have you ever felt psychologically unsafe at work? I hope you say no, but I know I might be wrong here.

But first, let's understand what Psychological safety is and learn some strategies to build Psychological safety in your team and organization.

What is Psychological safety?

It is a belief that people are allowed to make mistakes, and it's okay to make them, and they won't be punished for it.

What is not Psychological safety?
Here are a few signs when teams are not feeling safe:

When teams disagree a lot without hearing each other's opinions
When decisions are being made in secret
When teams are hesitant to share their ideas and are protecting it
When teams can't laugh together or have fun in meetings or while working together

Storytime:

When I was starting as an entry-level developer, my manager asked me only to ask good questions, not bad ones. Before that, I believed every question was good as it showcases where you lack understanding and how we can bridge it. But that wasn't the case here.

Throughout my work term, I held off from asking questions as I didn't know what a good question meant to him. It made the next month or so very unsafe for me. I would spend hours contemplating whether it was a good question, which was unhealthy for me and the org.

I always look back to this incident as it shaped me into the leader I am today.

I encourage others to ask questions and think every question is good. If folks ask something they weren't sure of, I know it would save them minutes or hours of work trying to find the answer to that question. But, on the other hand, this would make them less productive.

In addition, instead of giving them direct answers, I ask them questions to help them think, creating a good learning environment.

Characteristics of a Psychologically-safe team

A Psychologically safe team would empower others and build great products.

Here are some signs your team is not feeling safe:

They don't speak up and aren't allowed to make mistakes
They get defensive when you make a statement or ask questions
Psychological safety in practice
Discussing this topic with examples and how it would work in practice is easier. Let's take a look,

Here is an ideal team:
You don't feel afraid to make mistakes
You feel comfortable taking risks and picking up complex tasks
Your opinions are accounted for, and you feel a valued member of the team
You are appreciated for being your authentic self
You think your ideas are appreciated and you are given credit
You have fun and aren't afraid to share your ideas
Always keep this checklist in your mind and review it consistently if this is how you feel.

Ask Questions and get curious
We need to ask questions instead of making statements. Get curious about what's going on without jumping to conclusions. When you ask questions to your team, you should bring everyone in, and they will start feeling comfortable participating in the discussion.

You can pick someone and ask them their thoughts and add a disclaimer that you want folks to share, and it won't bother you if their opinion is different than yours. This will help folks to get involved and share their thoughts.

Create open space for making mistakes

The best way to make it okay for anyone to make mistakes is when you admit you also make mistakes or, better, when you do make mistakes make it a learning experience and share what you can do.

May you have heard of a post-mortem? Create a learning experience post-mortem where you share what happened, what you did to fix it, and what you can do next. Again, don't mention names, but involve the entire team in the meeting. The goal with documentation is not to call out people, but figure out what you can do next as a team.

When something like this happens, it's clear there is a gap in our processes, and we can from it, so let's focus on learning ✍️. We don't point fingers as part of our culture.

For example, a person on one of my teams was on-call and wasn't receiving any pages. However, they had been on-call before, where they got paged successfully. So, what could go wrong, right? Since they never got paged, their manager (reporting to me) got paged. Luckily, he got on-call and resolved it. Hence, having primary and secondary on-call shifts help a ton.

Post-mortem learning hour

I asked their engineering lead (reporting to me) to book a post-mortem learning hour, and we only discussed how to make sure team members were well set up, what the problem was if the alert was too sensitive, how we fixed it, and documented it all.

Allow room to present ideas without facing the fear of being rejected or failure
Does your team(s) feel open to sharing ideas with you or in any of the meetings? What does their behavior tell you? When you kick off a meeting, ask discussion-provoking questions. Your job after the questions is to sit back and relax and let the team chime in. They should feel open about sharing their ideas.

Commend good ideas but also not-so-good ideas. Don't shut it down even if the idea isn't good. Instead, listen and ask questions to dig deeper into areas.

Ask their opinion before presenting yours

If it's okay with your team, you can ask specific folks for more context and their opinion. For example, ask someone entry-level or new to your team or someone who is working on their confidence to speak up more. Regardless, ask your team for their opinions.

If someone I know holds an opinion but isn't sharing it, it might be a good idea to invite them into the conversation. You need to read the room, but doing this will also help encourage others to share without having any fear.

Avoid passive-aggressive comments
Whether you know it or not, your Psychological safety skill is to test when shit hits the fan. You have time to think when things are good, but when they are not, you don't. This is when you need to be careful and avoid any passive-aggressive comments. Emotions would run high during this time, not just for you, but for your entire team, so make sure to keep your emotions in check. ✔️

I tend to write down how I'm feeling and journal my thoughts, so when I presented myself in front of the team or others in the org, I was calm and collected. It doesn't need to be a fancy bullet journal but could be as simple as

I'm not feeling good right now. I committed to this timeline, and it's time to discuss this with others.

'I don't know' is a complete sentence

'I don't know' are a powerful set of words. You can share what you don't know when you don't know something. The senior you get, you won't know all the details in your team, so get comfortable in saying, 'i don't know. You can say,

I believe it's <>, but I don't know at this moment <the thing>, but I'll get back to you towards the end of the day.

Only commit to a timeline if you can get back to me, but communication is critical here.

If you don't know something, admit it . We all have been there where we don't have the full context of the scenario or are leading through others, so it's normal not to know it all.

Be kind and transparent
We need to be kind to everyone around us as these are our co-workers, and we care about them. But they are humans, and their feelings can get hurt.

Be transparent about what's happening, so your team or stakeholders know the situation. But on the other hand, you can shield the team by being transparent and only sharing what they need to know. I know it's a tricky balance, but with practice, you will get there, I promise.

For example,

Going through headcount reduction was one of the most challenging things I went through. My teams could see that we stopped hiring and are not interviewing anymore, so nothing is hidden about this.

What would you do in this case? How would you handle it? If you share, everything is fine, and do not worry about it. You are giving them more reasons to worry.

Here is what I did instead, which I found was received well,

`
We are shifting our focus internally and are pausing hiring temporarily to ensure we are sustaining the growth of the org. We have grown a lot, and it's time to pause and reflect.

Do you all have any ideas for how we can focus on our internal growth? are there any improvements we can make? You are shifting their perspective to what's important but also sharing what's going on. Transparency builds trust, which builds Psychological safety.
`

This allowed them to chime in, share their thoughts and have a forward-thinking approach. I wrote more on how to lead during uncertain times here you can check it out here.

Foster a culture of collaboration and curiosity during code reviews

Code reviews add to the stress of an engineer's day to day . Think about it, when you write code, you want to make sure you can ask questions to your team and share your ideas on architecture decisions, refactoring significant changes etc.

It will be stressful for engineers if they don't feel like they can make mistakes. So be mindful of your tone and over-communicate your thoughts on approaching this.

In addition, I wrote a blog post on The Art of Humanizing Code Reviews so check that out to learn more.

Provide feedback in a constructive way

Feedback as a leader or developer is your #1 asset to any team or organization you join. If you can give constructively, your team will grow, but if you don't, it will create fear and uncertainty. You want your engineers to grow, and effective feedback is key to their growth.

This helps a ton with building psychological safety, as the engineers on the team will feel good working on their growth with feedback.

Remote teams: Run inclusive meetings
Make sure everyone knows the meeting agenda beforehand. Often, it's all about learning how to run meetings, who should be involved, what they should know beforehand and if they are required to be active.

Let them know if they will be presenting or if questions will be asked to them, set expectations, ask if they feel comfortable sharing, and be inclusive first.

Don't exclude people unless they know why. Always make it known that anyone can join any meetings they like, but you are doing your best to protect their time, so if you miss someone, as after all, you are a human. Just apologize and course correct.

Meet them after the meeting, share context and ask for their thoughts and bring them in moving forward.

Lead by example

Believe it or not, you are dictating behaviours as a lead. For example, if you take an hour-long break at the park, your team will also think it's okay to do the same. So, learn to walk the talk. Model behaviour that you would like others to follow.

If you want to take a break for mental-health reasons, do it and let the team know if you are comfortable. They will also think it's okay to do so.

Set vision and direction for your team
Nothing is more frustrating than heading in a direction where we don't know where we are going. You need to know your organization's vision and need to set the vision for your team. This also helps build Psychological safety as your team knows you got this and they will follow you where you go.

Without this, it's hard to know, and there is uncertainty which creates chaos and slowly, individuals will lack focus and drive to deliver.

link: https://dev.to/kulkarniankita9/create-a-culture-of-psychological-safety-in-engineering-3ead

对于我来讲
已经证明死背单词行不通
所以目前一直在用一个叫芝士派的APP
每天花40~60分钟左右的时间学习
整体效果是:
听力有所见长
词汇量有所增加
但最近一直在一个瓶颈中好几个月了
说的粗俗一点就是有点便秘的感觉
总感觉似懂非懂
所以实际和一些member在纯英文交流的时候
也是似懂非懂
好在工作上的交流是围绕着一些固定的topic
但也这还是会给工作带来一些困拢
虽然每次我都会让member说慢一点
但由于语言的习惯
他们会不自觉的加快
而我也不好意思一直打断

最近新看了一个课程《治愈系英语》
是一个叫耿建超的老师讲的
他主要讲英语结构,着重于写和说
感觉很适合我这样的理科生
所以打算学一段时间之后
看看效果

有一点背痛
稍微扭动一下身体
就会有比较强的疼痛袭来

人到中年
各种身体器官也开始衰退了
精力也大不如前了

现在很少有剧烈运动了
只能靠每天上下班走8千到一万步

现在存在一个很大的问题
英语一直在一个bottleneck
无法突破

上周五,测出阳了
症状包括:
咳嗽
肌肉,尤其是腿部肌肉有点酸痛
味觉有点下降

关于传言的某个功能有影响
暂时没有感受到

这病毒传染性还是真的很强
一人中,全家中

所以,还是尽可能的保护一下自己和家人吧

愿covid-19早日结束