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A
All
right
we're
here
for
the
staff,
Engineers
path
book
club
and
today
we're
going
to
be
discussing
chapter
four,
which
is
finite
time
and
just
to
give
an
overview
of
what
that
was
all
about.
It
was
about
time,
management
and
so
talking
about
there's
so
many
things.
What
to
there's
so
many
things
to
work
on?
A
How
do
you
choose
what's
important
for
you
to
work
on,
and
it
kind
of
talks
through
different
things,
to
to
look
at
different
questions,
to
ask
yourself
about
how
it's
going
to
affect
things
like
your
credibility,
your
skills,
your
social
capital
and
your
just
overall
energy
and
quality
of
life
and
different
ways
to
look
at
problems
like
that.
So
I'll!
A
Kick
it
off
with
the
first
item
on
the
list
here
it's
kind
of
a
long
one,
but
so
there
was
a
quote
that
you
might
like
to
jump
on
every
problem
and
you
quickly
learn
that
this
is
not
sustainable,
and
so
that's
something
that
I
definitely
have
struggled
with
in
the
past
I'm.
The
person
that
always
wants
to
like
say
yes
and
do
everything
and
kind
of
as
it
was
described
in
the
book
as
I
became
more
experienced
and
a
little
more
senior
I
learned.
Not
to
do
that.
A
But
the
interesting
thing
that
I
thought
or
that
I
thought
of
was
that
in
my
experience,
I
used
that
habit
in
order
to
to
do
things
like
gain
credibility
and
Social
Capital,
especially
when
I
first
joined
a
new
company
or
team
for
like
the
first
six
months.
I
try
to
do
as
much
as
possible
to
gain
knowledge
and
to
kind
of
like
prove
my
worth
to
an
extent.
A
But
then
the
trouble
comes
with
after
I've
kind
of
achieved
that
how
do
I,
pivot
and
free
up
that
time
for
myself
again
and
that's
somewhere
that
I've
struggled
and
so
being
the
person
that
gets
things
done
is
good.
But
then
it
also
means
you
kind
of
stopped
growing
and
you
can
of
course
run
into
burnout
at
that
point.
B
B
You
know
like
you,
you
can't
do
everything
at
once,
like
you
cannot
do
all
of
the
stuff
at
the
same
time
and
yeah
I,
guess
that's
that's
how
how
how
how
I
would
think
about
it
like,
let's
say
yeah
you,
you
just
learn
to
accept
that
you,
you
cannot
do
everything
at
all.
At
the
same
time,
at
least
that's
that's
how
I
think
of
it
now.
C
C
That
can
can
help.
You
feel
better
about
this
right
because
at
least
for
me,
because
I
also
can
very
much
relate
to
that.
I
also
think
it
makes
perfect
sense
that
this
happens
when
you
start,
because
you
don't
have
as
many
things
you
have
to
do
yet
right,
you're,
just
a
new
person
you're
still
finding
your
way
so
yeah.
Of
course,
I
can
help
with
that
I.
Don't
have
anything
else
to
do.
C
Of
course
you
do
have
some
things
to
do,
but
not
not
in
the
way
that
that
you
have
once
you
really
found
your
your
default
I
guess,
and
what
what
I
think
can
be
helpful
is
to
understand
that
you
are
the
the
only
person
who
is
seeing
all
the
things
that
you're
not
doing
it's
not
like
everyone
else
is,
is
looking
at
your
pile
of
shame
that
you
would
like
to
work
on
and
is
thinking.
Oh
wow
Steve
isn't
working
on
this.
No,
it's
just
you!
You
are
thinking.
Oh.
D
C
E
On
the
subject
of
being
new
and
feeling
the
need
to
prove
your
worth,
I
had
a
coffee
chat
with
the
staff
engineer
on
my
team
when
he
joined
and
I
I
mentioned
that
to
him
that
I'm,
you
know
trying
to
trying
to
you,
know,
make
Mrs
and
contribute
stuff,
and
he
said
nah
man
when
you're
new,
don't
worry
about
being
productive.
Just
like
focus
more
on
getting
to
know
the
organization
getting
to
know
the
people
and
maybe
the
components
you're
going
to
be
working
on.
E
F
I
mean
I
think
it
kind
of
helps
a
bit
too
to
understand
like
context
of
all
the
things
that
are
going
on
too.
So
you
know
what
is
important
to
what
to
take
on
like
you
know,
because
I
I
see
that
and
like
oh
I
can
do
this.
I
can
do
that
but
like
which
of
the
things
that
are
really
having
that
big
impact
or
or
are
important
to
the
project.
Like
my
project
that
I'm
working
on
right
now
is
there's
a
lot
to
it
and
so
many
different
places
you
can
make
those
changes.
F
So
it's
a
like
you
know
getting
that
context,
whether
it's
you
know,
reading,
docs
or
or
just
even
absorbing
what
people
are
doing
and
what
they're
working
on
as
a
it's
been
pretty
big
for
me,
and
it's
been
a
little
bit
weird,
because
I'm
used
to
a
lot
of
companies
where
there's
a
lot
of
buttons
to
push
to
approve
things
or
to
do
other
things,
and
just
just
tiny
little
like
that
snacking
work
that
they
talk
about
in
the
book
and
there's
not
as
much
of
that
here.
It's
much
more
like
writing.
G
Sure
I
mean-
and
it
feels
somewhat
related
to
this
conversation
right
but
I,
so
this
was
kind
of
near
the
beginning
of
this
chapter.
This
quote:
you
have
to
make
peace
with
walking
past
things
that
are
broken
and
subdominal,
or
just
really
annoying
and
taking
no
action,
and
my
immediate
reaction
to
action
is
I.
G
G
Her
comment
about
snacks:
I,
don't
know
if
you
remember
the
grid
with
four
quadrants
and
it
was
like
there's
some
blog
posts,
don't
do
snacks,
which
are
like
the
low
value,
easy
tasks
and
like
that's
literally
what
I
did
yesterday
I
was
feeling
really
exhausted
from
a
bunch
of
like
high
level
thinking
I'd
been
doing
and
I
was
like
I'm
just
gonna
I'm
gonna
close
some
issues.
You
know
I'm
gonna,
I'm,
gonna
clean
up
some
future
flags
and
it
was
like
it
was
really
restorative.
For
me,
yeah.
E
That's
that's
a
perfect
yeah!
That's
the
perfect
time
to
deal
with
things
when
you're
just
exhausted
from
doing
other
stuff.
Yeah
I
I
call
that,
like
troubling
your
tools,
you're
not
doing
actual
work,
you're
just
sharpening
the
tools
or
you
know,
writing
scripts
to
automate
stuff
or
doing
small
tasks.
Yeah
I
agree
with
that.
C
One
thing
that
I
noticed
about
this
concept
of
snacks
and
low
effort,
low
impact
because
it
was
in
the
in
the
other
time
zones
meeting
as
well
and
I
brought
it
up
there,
and
someone
made
me
understand
that
I
hadn't
fully
considered
what
the
statement
about
snacks
was.
It's
not
just
low
effort,
it's
low
effort
and
low
impact
and
I
was
kinda
thinking
just
because
it's
low
effort,
it's
a
snack,
but
it's
not
like
low
effort.
I
J
A
A
There
have
been
multiple
times
where,
like
I'll,
do
a
database
review
and
someone's
confused
by
what
was
missing
from
the
docs
or
the
example
was
incorrect
and
after
that,
I
just
quickly
go
open
an
MR
and
update
the
docs,
and
it
takes
like
five
ten
minutes.
But
but
then
you
know
that
fixes
it
for
everyone
writing
database
code.
So
it
it's
like
it
seems
like
it
can
add
up
over
time
into
like
a
snacking
form.
F
And
I
mean
it
can
be
kind
of
specific
to
here
where,
where
there's
a
really
heavy
documentation
culture
because
of
the
Asic
nature
of
of
how
we
operate
that,
like
at
another
company,
updating
the
docs
would
be
like
when
you
get
to
whatever
and
like,
but
not
here,
that's
really
high
impact,
so
I
mean
relatively
speaking,
so
it
could.
You
know
you
have
to
think
about
that
context
too.
I
think
at
least
so
far.
H
I
think
this
does
kind
of
go
back
to
time.
Management
too,
and
I
personally
appreciate
that
I
have
an
okr
which
keeps
me
focused
on
like
the
larger
projects
and
then
I
have
but
I,
but
we
specifically
make
it
so
that
my
Au
care
doesn't
like
take
up
all
my
time
right,
like
I,
have.
The
reality
is
especially
in
support
things
always
come
out,
and
so
I
at
least
have
some
bandwidth
and
I
know.
H
I
have
some
family
to
take
on
these
things
that
people
are
asking
about
and
much
like
Ben
I
like
the
approach
where,
if
you
know
it's
going
to
be
something
bigger
or
more
than
just,
you
know
five
ten
minutes
of
your
time
that
you
create
an
issue,
and
then
you
know
yeah.
If
someone
else
asks
about
it,
you
stumble
on
it
again
and
then
you
kind
of
work
on
it.
At
that
point,.
G
Oh
yeah
I
had
another
point
at
the
bottom,
which
is
just
that
this
idea
of
kind
of
walking
past
things
in
order
to
focus
on
larger
goals.
It
brought
me
back
to
the
chapter
on
the
three
pillars
which
were
I,
don't
know
like
long-range
thinking,
right
about
projects
like
mentoring,
others
and
Technical
leadership
are
those
the
three
I
can't
really
remember,
and
basically
I
think
this.
G
Of
course,
mentorship
can
be
organized
and
she
talks
about
putting
that
in
your
calendar,
but,
like
I,
really
value,
you
know
being
able
to
kind
of
help,
people
in
a
more
one-off
basis,
and
of
course
you
can't
do
that
all
day
every
day
it
would
be
easy
to
it'd
be
easy
to
lose
your
whole
year
to
helping
people
get
their
Mrs
fixed
up
that
are
unrelated
to
anything
you're
working
on,
but
also
like
I.
Think.
G
That's
a
valuable
exercise,
so
it's
a
tricky
balance,
and
maybe
the
solution
is
just
the
kind
of
the
point
around
leaving
some
room
in
your
calendar
like
not
being
so
committed
that
every
hour
of
every
day
is
accounted
for.
So
if
you
do
anything
else,
it's
going
to
result
in
you
working
overtime
or
working
extra,
but
kind
of
leaving
some
slack.
So
you
can
pick
up
little
things
along
the
way,
whether
it's
a
documentation,
task
or
helping
somebody
get
their
Mr
emerged
or
something
like
that.
People.
A
And
I
think
that's
like
like
at
some
point,
I
think
in
one
of
the
footnotes
here
it
talks
about
how
like
like
it's
using
the
word
projects
Throughout
the
chapter,
but
it's
talking
about
like
any
kind
of
work
and
so
I
think
that's
kind
of
like
one
of
the
ideas
is
that
like
when
you
decide
to
spend
your
time
on
anything
you,
you
know
you're
deciding
to
not
spend
out
anything
else
or
something
else
so
like
deciding
to
spend
your
time
like
helping
someone
and
mentoring.
Someone
with.
D
A
A
Think
at
gitlab
at
least
my
experience
is
that
it
is
very
good
for
the
the
higher
level
Engineers
to
be
doing
a
lot
of
those
things,
because
that
is
the
role
model
example
and
I
know
I've
got
like
you
know
the
engineers
that
I
look
up
to
and
I
see
like
I
see
the
things
they're
doing
every
day
that
are
at
least
visible
to
me
and
I.
Think
like
oh
I,
should
be
doing
some
of
those
things,
and
so
I
do
think.
G
I
added
another
question
to
the
doc,
also
happy
to
let
somebody
else
ask
a
question:
if
you
want
to
pop
ahead
of
me,
I
guess
the
question
I
had
here
I
feel
like
the
main
strategy
that
I
saw
discussed
in
this
chapter
was
like
use
your
calendar
to
kind
of
like
indicate
what
you're
working
on
and
when
which
is
like
a
you
know,
a
time
management
strategy
that
I've
heard
from
different
areas
like
schedule.
Your
weekend
schedule
relaxation
time
on
the
weekend.
Put
it
in
your
calendar.
J
Yeah
I
actually
struggle
with
this
recommendation,
like
I
I
personally
have
like
three
calendars:
that
I
use
to
manage
my
personal
family
life
like
in
my
life,
which
is
mostly
empty
and
then
work
the
idea
of
trying
to
like
schedule
more
stuff
on
there.
It
does
not
resonate
with
me,
but
I,
think
that's
because
I'm
already
feel
like
I'm
like
very
regimented
and
scheduled
and
I
I
do
schedule
a
lot
of
things.
I
don't
know.
J
I
don't
have
time
to
schedule
anymore,
but
I
am
definitely
interested
to
see
what
other
folks
say,
because
I
keep
support.
I
use
the
calendar
to
a
point,
but
I,
don't
put
you
know,
I
use
it
for
meetings
at
work,
sometimes
on
Fridays
I've
been
trying
to
put
in
like
training
and
blocking
that
to
like
make
sure
I
do
it.
I
H
I
feel
like
to
get
a
lot
of
ways
to
measure
results
and
not
time
spent
so
I
actually
don't
use
anything
I'm,
not
sure
this
is
a
good
thing
or
a
bad
thing,
but
I.
My
director
and
I
like
Focus
way
more
on
metrics
right
so
to
measure
your
results,
so
I,
don't
I,
don't
know
if
it's
a
good
thing
or
nothing
but
Steve
I'll.
Let
you
well.
G
Well,
I
have
a
question
about
that
or
sorry
can
I
ask
something
so
like
my
question
about
that
is
then,
as
you
plan
your
week
like
knowing
your
various
okr
and
you're,
trying
to
reach
certain
goals,
how
do
you
even
to
like
think
about
how
you're
spending
time
like
do
you,
wake
up
and
go
okay,
I'm
gonna
spend
two
hours
on
this
task
and
then
two
hours
on
this
or
you
like.
What
is
the
prioritization
model
in
that
world.
H
So
I
do
have
a
form
of
a
to-do
list
being
in
support.
Things
are
very
reactive.
Things
come
up
all
the
time.
Escalations
emergencies,
you
name
it.
So
my
goal
is
simply
to
try
to
work
through
at
least
the
top
three.
Sometimes
two
things
on
my
to
do
and
at
least
get
progress
on
those
and
get
it
to
the
point
where
I'm
like
okay.
This
is
now
less
of
a
priority
compared
to
these
other
things
right,
so
yeah,
I
I
have
that
and
I
think
that's
true.
H
Actually
I
spoke
with
our
chief
of
staff,
the
CEO
Stella
a
little
while
ago,
and
she
said
that
she
kind
of
uses
that
same
sort
of
thing,
because
she's
always
being
pulled
in
so
many
different
directions
that
she
has
a
to-do
list
and
similarly
she'll
try
to
get
through
at
least
the
top.
You
know
three
or
whatever
in
a
day
and
I
don't
I.
She
I
think
she
writes
it
down.
H
A
To
add
on
that,
my
my
to-do
list
is
the
git
lab
to
Do's
I
work
exclusively
on
to-do's
I
abandoned
email
like
pretty
much
when
I
became
a
maintainer,
because
you
just
get
flooded
with
constant
threads
of
everything.
You've
ever
been
tagged
on,
so
it's
interesting
to
hear
how
other
people
work
on
some
of
these
things.
A
As
for
like
trying
the
whole
like
scheduling
on
your
calendar,
I've
tried
that
multiple
times
I've
tried
the
whole
like
just
setting
a
focus
time
block
or
setting
up.
You
know
all
of
that
kind
of
stuff,
and
it
doesn't
really
work
because
I
I
definitely
am
what
I
at
least
I've
decided
to
call
a
mood
driven
person.
So
it's
kind
of
at
any
given
time
during
the
day.
A
But
if
I
schedule
that's
going
to
be
my
like
Focus
time
for
my
big
project,
that's
not
going
to
work
for
me
because
I,
just
like
can't
change
my
mindset
in
that
same
way,
so
I've
mostly
abandoned
that
general
idea.
I
do
know
that,
like
I,
think
it's
about
understanding
your
own
habits
and
like
I
know
that
if
I
have
scattered
meetings
throughout
the
day
and
never
give
myself
more
than
a
one
or
two
hour
chunk
of
time,
uninterrupted
then
I'll
never
work
on
the
big
project.
A
So
I
do
kind
of
pay
attention
to
to
some
of
those
types
of
patterns
and
then,
as
for
like
tracking
time
spent
on
things,
yeah
I'm
in
the
same
boat,
where
I
don't
track.
Anything
in
particular,
I
have
a
sense
of
It
kind
of
like
how
I
have
a
sense
of
a
weight
of
an
issue
being
like
small
medium.
Large
I
can
also
say,
like
I
spent
a
little
time
a
lot
of
time
or
a
whole
lot
of
time
on
something
but
I've
never
dug
in
past.
That.
D
It
does
help
when
I
know,
I
have
large
a
large
task
to
work
through
and
I
need
to
take
a
break,
but
I
I've
also
like
every
morning.
I
try
to
note
down
the
top
three
things.
If
I
can
come
up
with
them,
the
important
things
that
I
need
to
work
on,
but
they're,
the
usually
the
high
level
things
and
there's
always
being
a
maintainer
and
a
reviewer
for
other
projects
like
there's,
always
Mrs
that
come
up
and
with
the
with
the
requirement
to
get
those
turned
around.
D
Pretty
quick
I,
often
find
myself
gravitating
towards
trying
to
knock
some
of
those
out.
Just
Like
Jesse
notes
down
below
I,
usually
try
and
start
my
day
with
that,
because
it's
kind
of
an
easy
way
to
ease
into
it
and
I
find
that
I'm
easier
I
find
it
easier
to
focus
on
bigger
things
like
in
the
early
to
mid
afternoon.