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A
Hey
everyone.
We
are
here
to
discuss
chapter
fourth
of
the
staff
Engineers
path.
This
is
the
APAC
Americas
session
and
so
I'm
going
to
go
ahead
and
kick
it
off
today.
A
I
thought
this
chapter
was
super
interesting
all
about
time
management
and
one
line
that
stood
out
to
me
was
it's
possible
for
a
project
to
be
important,
but
not
actually
right
for
you
and
I
thought.
This
was
really
good
Insight.
A
One
of
the
things
that
I
was
familiar
with
before
this
book
was
the
Eisenhower
Matrix,
which
is
the
whole
urgent
versus
important
Matrix,
and
that's
something
I
often
kind
of
think
about
when,
when
looking
at
my
work,
but
usually
when
I
decide,
something's
important,
it's
kind
of
just
this
is
important.
I
should
work
on
it.
So
the
idea
that
sometimes
things
are
important,
but
not
right,
for
you
was
an
interesting
lesson
kind
of
maybe
centered
more
around
the
idea
of
Delegation
and
when
to
consider
delegation.
A
So
I
just
wanted
to
share
that
and
see
if
anyone
else
had
any
thoughts
or
comments
on
the
idea
in
general,.
B
Yeah,
so
that's
something
I've
been
doing
for
a
little
bit
and
I
used
I
started
out
with
using
Google
emails
to
use,
and
since
you
can
make
multiple
lists,
you
can
just
have
four
lists
for
each
quadrant
one
for
each
quadrant
and
it
works
really
well.
I.
Think
the
danger
of
this
method
is
you
just
sort
of
like
when
things
go
into
like
any,
not
urgent
category?
B
They
they
have
a
natural
tendency
to
not
get
done
so
I
think
I
think
it
really
is
part
of
the
you
really
do
have
to
schedule
it
and
like
carve
out
time
for
it.
B
But
I
also
think
delegating
is
hard,
but
also
like
the
deleted
aspect.
Didn't
sit
right
with
me,
so
I,
I
kind
of
think
of
that
as
a
sector
to
automate
or
to
find
a
way
to
stop
it
from
happening
again
rather
than
like
just
straight
up,
delete
it
because
I
think
right
now,
I
don't
have
the
scope
to
really
just
refuse
the
task
that
comes
to
me
as
a
senior.
A
Yeah
I
think
that's
a
really
good
point
that
it's
it's
especially
the
the
idea
that
you
mentioned
where,
as
soon
as
you
put
something
is
not
urgent,
it's
really
easy
to
not
do
it
and
that's
something
I've
definitely
struggled
with
and
I
have
found
the
the
idea
of
scheduling
things
to
help
which
also
ties
into
the
chapter,
because
there's
the
idea
of
like
filling
your
schedule
with
your
day-to-day
work,
not
just
your
meetings
but
yeah.
It's
definitely
a
skill
to
to
be
learned.
C
C
I
feel
like
I
try
to
follow
this,
but
at
the
same
time,
I
think
being
an
IC
versus
like
a
manager
with
the
director,
like
direct
reports,
I
find
it
difficult
to
delegate
and
I.
C
Imagine
in
other
departments
where
scheduling
of
issues
happens
consistently
and
more
strictly
like
development
and
possibly
infrastructure,
I,
don't
know
if
other,
if
other
departments
I
think
quality
does
a
lot
of
scheduling
of
their
issues
as
well,
and
it's
important,
we
don't
schedule
work,
so
it's
very,
very
difficult
to
understand
who
has
capacity
and
where
that
capacity
might
be
available.
So
asking
for
volunteers
sometimes
works,
but
of
course
sometimes
doesn't
and
I
usually
end
up
having
to
ask
specific
people
that
I
I
know
that
would
be
able
to
do
it.
C
But
again,
it's
very
difficult
for
me
to
understand
what
someone's
capacity
is
and
so
I
mean.
Obviously,
I
asked
them
if
they
think
they
have
capacity
and
if
not,
you
know,
I'll
try
to
find
someone
else.
Sometimes
I
will
ask
a
specific
manager
to
find
capacity
for
some
one
of
their
direct
reports
to
take
care
of
it
as
well.
C
Like
that's
another
way,
I
will
sometimes
do
it
if
it's
important,
but
not
like
so
urgent
that
it
needs
to
be
done
right
away,
but
yeah
in
at
least
in
where
I
am
because
we
don't
schedule
work
the
same
way
that
development
does
or
even
some
of
the
other
departments
I
do
definitely
struggle
with
the
delegation.
Part.
B
C
C
But
of
course,
those
often
just
end
up
sitting
around
and
collecting
dust
I
can
link
you
to
I,
don't
think.
There's
too
many
issues.
I
do
occasionally
find
I,
do
occasionally
kind
of
just
bring
up
this
label
to
see
what's
in
there
and
if
it's
been
sitting
around
long
enough,
and
we
really
don't
think
that
if
I
don't
think
it's
important
anymore,
I
will
usually
ask
the
person
who
authored
it
and
be
like
do.
We
still
need
this.
B
C
Yeah
and
we
could
like,
we
could
Implement
that
in
our
tracker,
but
these
are
these
are
kind
of
team
or
process
issues.
A
Do
you
think
the
the
idea
of
like
how
to
delegate
like
different,
like
like
not
just
in
different
departments
but
in
different,
like
levels
of
IC?
A
That's
an
interesting
topic
because,
because,
like
reading
about,
like
the
staff
engineer,
like
kind
of
mindset
or
whatever
like
it
makes
sense
that,
like
okay
once
you
have
this
sort
of
like
large
scope
and
everything
you'll
be
able
to
delegate
certain
types
of
work.
But
it's
not.
You
know
it's
not
necessarily
that
clear-cut
and
also
you
know
for
people
that
might
be
seniors
or
you
know
in
certain
areas
of
the
company
where
there's
not
necessarily
a
full
mix
of
Engineers.
A
Maybe
this
is
something
that
we
can
kind
of
like
ask
how
people
do
this
at
git
lab
or
how
people
view
it
in
different
parts
of
the
company,
because
I
think
that's
a
that's.
Definitely
one
of
the
more
difficult
skills
to
to
grow
as
you
kind
of
grow
leadership,
skills.
D
Yeah
and
another
staff
book
that
I
was
reading,
is
it
a
while
back
also
made
this
distinction
of
okay,
it's
important,
but
is
it
important
that
you
do
it
or
is
it
important
that
somebody
does
it
and
why
is
it
important
you
know?
Is
it
important
because
oh
the
product
needs
just
to
get
it
done
or
it
needs
to
get
done,
because
it's
visible
and
dividing
up
your
time
between
things
that
are
visible
versus
unnecessary
versus
things
that
are
invisible
and
necessary
is
another
facet
of
that
whole
discussion.
B
Yeah
and
I
I
have
received
feedback
that
I
do
not
the
work
that
I
do
that,
doesn't
have
high
visibility.
I,
don't
I
often
don't
do
enough
to
promote
that
those
efforts
which
is
difficult
to
do
because,
when
I
work
on
something
important
I,
just
assume
that
everyone
knows
how
important
it
is
because
I'm
working
on
it
and
obviously
I
think
it's
important,
so
I
don't
necessarily
see
I
I,
don't
necessarily
consider
if
it's
viewed
as
important
I,
don't
necessarily
yeah
I!
E
A
I
wondered
if
this
is
something
that,
like
part
of
being
remote,
like
hinders
a
little
bit,
because
you
know
like
there
is,
even
though
it's
not
like
someone's
looking
over
your
shoulder.
Looking
at
what
you
work
at.
If
you
work
in
an
office,
there
is
like
that
visibility
of
of
you
know
someone
sitting
there
for
a
few
hours
and
someone
asks
what
are
you
working
on
and
because
I
I
also
have
had
that
same
struggle,
where
I've
had
many
times
where
people
have
said
that
you
did
that.
A
When
did
you
do
that,
like
that
was
a
year
and
a
half
ago
like
and
one
of
the
things
that
I've
heard
a
lot
of
people
do,
but
it's
a
weird
Habit
to
get
into
is
like
during
one-on-ones
like
starting
the
one-on-one
with
a
list
of,
or
at
least
you
know,
having
having
on
the
agenda
at
some
point,
a
list
of
like
here's,
a
few
things
that
I
thought
were
interesting.
A
That
I
did
this
week,
which
it
seems
like
a
status
update,
but
it's
things
that
maybe
your
manager
was
completely
aware,
unaware
of
and
now
is
and
that's
kind
of
like
the
idea
behind
it
and
so
I've
started
doing
that.
But
it
definitely
feels
a
little
weird
at
first.
B
Yeah
I
agree,
I'm,
also
not
good
at
keeping
like
a
brag
document
for
like
the
longer
term
of
like
oh
I,
did
this
longer
term
project
into
this
longer
term
effort
it
it's
it's
kind
of.
It
feels
very
conceited,
I
guess
to
me.
I
know
it's
not,
but
yeah
I
think
I
think
it's
just
kind
of
like
it
feels
embarrassing
to
talk
about
yourself
and
and
kind
of
those
kind
of
Frank
terms
of
I.
Did
this
and
I
think
it's
worthwhile
that
I
did
it.
C
Do
you
think
that
it
would
feel
less
awkward
if
you're
not
vocalizing
it?
C
I
I
was
curious,
mostly
because
Steve
mentioned
like
like
talking
about
like
starting
a
meeting
and
I,
can
understand
why
that
might
feel
a
bit
weird
I
started
doing
something
similar.
Actually
after
attending
the
IR
remarkable
Workshop
that
the
women's
tmrg
held
the
first
one
they've
done
it
they've
done
quite
a
few
now
and
I,
don't
I,
don't
vocalize.
C
So
it's
in
the
dark,
it's
in
our
101
weekly
template
for
me
to
actually
for
me
and
my
manager
to
highlight
at
least
one
thing
from
the
or
since
the
last
one-on-one
we've
had
it
does
a
couple
things
for
me.
One
is
that
it
kind
of
forces
me
to
at
least
go
pick.
C
One
thing
that
I
did
and
that
helped
me
put
it
into
the
more
kind
of
long
term
document
that
I
have
to
track
what
work
I've
done
and
it
also
like
you
said
it
increases
the
visibility
of
the
work
that
I've
done
at
least
to
my
manager,
then
do
it
for
beyond
that,
but
at
least
to
my
manager
and
I.
Think
that
has
been
really
helpful
for
me.
I
would
personally
find
it
kind
of
awkward
to
vocalize
it.
Every
week,
but
often
I
just
leave
it
there,
we
don't
necessarily
talk
about
it.
C
B
Yeah
or
I
I
think
that
might
be
better.
We
do
async
issue
and
epic
updates
in
a
package
stage
or
and
those
help,
because
you
do
have
like
a
very
it.
Is
it's
not
necessarily
stuff
you've
done.
I
guess
is
the
thing
it's
it's
like
a
more
like.
B
What's
happened
just
to
like
raise
the
visibility
and
like
give
sort
of
and
like
an
executive
summary
they're,
pretty
they're,
pretty
short,
but
I
struggle
even
doing
those,
you
know
it's
just
like
I,
don't
know,
even
when
it's
sort
of
neutral
and
not
necessarily
about
myself
I.
This
is
a
personal
problem,
but
you
know.
A
I'm
curious,
if
if
if
it
came
from
the
other
side,
where
a
manager
said
hey,
this
is
how
I
like
to
run
my
one-on-ones.
A
Please
add
just
like
one
or
two
things
every
week
that
you
are
proud
of,
that
you
worked
on
and
and
so
it's
pretty
much
their
masking,
rather
than
you
telling.
A
Would
that
make
any
difference,
because
then,
in
that,
if,
if
it
did,
then
it
would
be
more.
You
know
instead
of
saying
I
want
to
tell
you
things.
I
did
every
week
you
could
say
like
hey.
We
were
talking
about
this
and
the
idea
of
having
this
section
in
a
one-on-one
made
sense.
What
do
you
think?
A
Maybe,
because
that's
how
I
originally
heard
about
it
was
that
another
manager
that
I
had
a
coffee
chat
with
said
that
like
oh,
this
is
what
I
do
for
all
my
one-on-ones.
Nobody
asked
for
it.
I
just
started
doing
it
and
then
now
people
understand
and
appreciate
it
when
it
comes
time
for
the
performance
reviews,
but
yeah.
D
Yeah,
in
my
case,
I
wound
up
being
impact
my
manager
and
are
still
working
on
that
right
now
is
we
added
into
the
one-on-one
meeting
a
quick
little
note
to
update
issues
with
status,
because
people
wanted
me
to
update
on
a
weekly
basis
what's
going
on
on
this
or
that
issue,
because
it's
not
exactly
easy
to
track.
What
I'm
working
on
and
I've
started.
D
Just
putting
notes
in
under
there
of
you
know
basically
the
same
note
that
I'm
putting
onto
the
issues,
but
maybe
giving
it
a
little
more
flavor
or
something
that's
more
tuned
to
something.
My
manager
would
be
interested
in
in
hearing
about,
and
it's
just
a
line
item
at
the
bottom
of
the
agenda
that
we
never
really
talk
about,
but
it's
there
for
if
she
sees
something
she's
interested
in.
E
Especially
if
it's
like
a
smaller
part
of
a
larger
effort
like
if
you
get
to
the
end
of
an
epic
or
something
you
can
be
like,
yes,
I
have
completed
the
Epic,
but
if
you're,
if
you're,
halfway
through
or
something
you're
like
what
did
I
do
this
week.
That
made
substantial
progress
on
this
month's
long
thing.
That
I
could
be
proud
about.
D
E
C
D
B
Yeah
well,
I
had
I
had
a
someone
I
think
a
manager
mentioned
like
me,
helping
people
out.
You
know
who
asked
issues
in
slack.
You
know
who
had
to
like
ask
questions
in
slack
about
registry
or
or
like
jumping
on
support
tickets
to
be,
like
you
know,
stuff
that
I
didn't
really
have
to
investigate,
but
just
be
like
you
know
it's
this
this
or
this
right.
B
Something
I
can
just
rattle
off
real
quick
and
when
they
brought
it
up,
I
thought
I
was
getting
in
trouble
for
doing
it,
but
it
was
actually
something
they
were
like
very
pleased
with,
but
I
was
just
like.
Oh
so
I
thought
I
was
about
to
get
like
in
trouble,
but
you
know
it
actually
was
like
good.
That
I
did
the
things.
A
And
a
lot
of
it
ties
into
like,
like
the
previous
chapter,
talking
about
like
strategy
about
how,
in
reality,
it's
like
very
boring
to
just
kind
of
like
write
out.
What
you
already
know
is
happening
a
lot
of
the
time,
and
so
there
are
a
lot
of
times
where
it's
like
something
that
seems
very
like
boring
or
straightforward
is
actually
the
thing
that
should
be
showing
off
as,
like.
You
know
like
something
that's
unique
and
worth
like
making
visible
I
guess.
C
It
was
my
like
for
me
I,
don't
and
when
other
people
that
I've
talked
to
I
brought
this
up
and
like
we,
we
all
struggle
a
little
bit
about.
You
know
talking
about
ourselves
in
a
way
that
we
perceive
as
potentially
boastful
and
so
when
I
added
it
to
my
one-on-one
as
a
way
to
even
prompt
for
myself,
because
you
know
kind
of
like
what
some
of
you
are
saying.
C
Sometimes
it's
really
small
or
sometimes
it's
something
that
I
think
is
kind
of
boring
and
no
one
would
be
interested
in
so
I
do
know
that
for
myself,
the
way
that
I
phrased
it
in
my
one-on-one
was
really
important
for
me
to
make
sure
that
I
The
Prompt
was
appropriate
for
me
to
not
think
that
it's
something
that
I'm
kind
of
boasting
about.
But
it
was
just
like
to
highlight
something,
and
it
wasn't
necessarily
to
highlight
like
my
work.
C
Sometimes
it
was
just
something
that
I've
you
know
was
it
I
felt
good
about
or
where
someone
thanked
me
for
something
where
I
was
like.
Oh,
that
was
actually
kind
of
surprising
that
someone
thanked
me
for
this
kind
of
thing,
and
so
I
don't
know
if
that's
helpful,
for
the
other
people
on
the
call
that
I
think
like
it's
like
when
you're
adding
something
like
this
to
your
one-on-one
I.
C
C
Maybe
you
need
a
different
scope
for
what
you're
adding
one
of
the
examples
I
sometimes
use
through
people
is
that
one
of
the
highlights
I
actually
put
in
my
documents
was
the
fact
that
one
of
the
PMS
mentioned
in
slack
that
when
they
search
Google
for
OCTA
skim
demo,
not
putting
the
word
gitlab
in
there
just
putting
the
words
OCTA
skin
demo,
they
find
my
video
and
it
apparently
wasn't
the
first
time
that
they
found
my
video
while
doing
a
Google
search
for
this
and
I.
C
That
was
just
really
that
was
kind
of
funny.
More
than
anything
to
me,
but
I
put
that
in
the
dock
anyways,
because
I
was
like
hey
I
thought
you
might
be
interested
on
this
random
Timbit.
That
made
me
smile
and
laugh.
E
A
All
right,
we
can
jump
to
this
next
one
with
our
last
few
minutes
here,
we'll
see,
I,
don't
know
how
much
experience
people
have
with
working
groups,
but
there
was
a
couple
paragraphs
on
working
groups
and
the
summary
was
joining
a
working
group
or
joining
a
group
like
this
can
be
a
way
to
work
with
interesting
people
and
have
huge
impact,
but
it
can
also
be
a
tremendous
waste
of
time
and
so
I'm
curious
if
anyone's
worked
in
working
group
at
git,
lab
and
kind
of,
what's
been
your
experience
on
How
We,
Do,
It
I've
been
in
one
working
group,
and
my
experience
was
that
it
did
have
a
large
impact,
but
there
were
definitely
times
where
it
kind
of
felt
like
there
were
either
like
Wheels,
spinning
or
not
much
happening,
which
was
not
necessarily
how
I
thought
it
was
going
to
go.
A
It
was
kind
of
like
this
slow,
like
chipping
away
kind
of
progress,
but
I
do
think.
The
way
we
have
them
set
up
were
generally
like
a
senior
manager
or
above
is
kind
of
the
dri
or
the
person
kind
of
facilitating
it.
A
They
keep
things
moving
and
and
keep
things
actionable,
which
I
thought
was
was
quite
good
Cynthia.
You
have
a
comment
there.
C
Yeah
I
would
say
that
at
least
at
getlam
I
would
find
that
it's
been
more
on
the
impactful
side.
I
do
think
that
through
the
facilitator
is,
can
make
a
big
difference,
but
also.
C
I
think
I
think
you
need
to
evaluate
for
yourself
sometimes
like,
if,
like
as
a
as
a
staff,
Plus
I
think
you
should
be
a
manager
one
of
your
time
and
sometimes
it
might
be
like
hey.
This
working
group
is
really
important,
but
I'm,
not
the
right
person
and
evaluating
that
and
talking
to
whoever
you
report
to
to
say
either
we
find
someone
else
on
the
same
team
that
might
either
find
it
more
interesting
or
is
more
appropriate
to
them.
Or
you
talk
to
the
facilitator
and
say:
hey:
do
you
like?
C
Do
you
think
we
need
someone
from
like
my
team
or
whatever
it
is?
If
it's
just,
we
need
someone
from
engineering
right
or
development.
You
know
any
team
from
development
or
something
like
that
or
you
know
whether
it's
infer
or
development
like
again
there
might
be
a
more
appropriate
sub
team.
There
might
be
a
more
appropriate
person,
you
know
Andrew
I'll,
let
you
talk
to
your
account.
E
It
was
mostly
a
waste
of
of
my
time
as
there
was
little
that
I
could
had
time
to
give
input
on
or
feedback
on
aside
from
sitting
quietly
in
the
working
group,
meeting
and
kind
of
nodding,
along
which
I
think
I
probably
should
have
recognized
earlier
but
yeah
well,
it
was.
It
was
fun
to
see
the
progress
anyways.
B
B
How
will
we
staff
this
right,
which
you
know,
became
a
factor
and,
of
course
you
know
as
an
IC
like
I've,
never
thought
of
that
before
you
just
write
an
issue
and
if
you're
feeling
really
spicy
you're
at
an
ethic
and
that's
it,
but
so
to
see
like
you
know,
be
surprised
in
that
way
it
was.
It
was
was
very
helpful
to
me.
A
All
right
does
anyone
have
any
other
points
or
things
they
wanted
to
chat
about.
From
this
chapter.
A
All
right:
well,
we
can
go
ahead
and
wrap
it
up.
Then,
thanks
for
attending
everyone
and
see
y'all
next
week
for
chapter
five.