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A
All
right
welcome
to
the
staff
Engineers
path
book
club.
This
is
the
final
session
for
the
APAC
and
America's
time
zones
and
we're
discussing
chapter
nine,
which
is
what's
next
I,
can
give
a
quick
overview
of
what
the
chapter
was
all
about.
A
It
was
all
about
taking
a
look
at
your
future
and
the
different
paths
that
you
consider
or
can
consider
and
kind
of
coverage,
the
ideas
of
being
deliberate
with
your
choices,
as
you
are
entirely
responsible
for
your
career
and
deciding
what's
important
opportunities
increase
as
you
gain
experience
and
build
relationships
and
skills
and
taking
time
to
look
back
at
where
you've
been
and
where
you
are
and
where
you're
going
and
seeing.
A
So
I
wanted
to
start
off
with
the
first
point,
which
actually
is
not
necessarily
totally
related
to
this
specific
chapter.
But
given
this
is
the
last
session
I'm
curious
how
this
book
or
book
club
has
changed
your
perspective
on
being
or
becoming
a
staff
engineer.
B
C
Yeah,
so
I
I
definitely
thought
that
a
staff
engineer
was
a
more
senior
senior
at
the
beginning,
which
I
think
is
like
the
first
thing
that
she
talks
about
it
not
being
so
I
suppose
that's
common
and
I
was
really
shocked
with
how
wide
the
role
is,
and
it
kind
of
reminds
me
of
and
I
have
an
idea
and
like
from
philosophy
of
like
the
family
resemblance,
where
you
know
a
concept
like
two
members.
C
Two
concrete
examples
of
the
same
idea
might
not
have
anything
to
do
with
each
other
and
I
feel
like.
You
could
definitely
have
that
with
like
a
the
staff
engineer,
role
where
you
could
have
two
staff
Engineers,
whose
job
descriptions
you
know
have
no
overlap
but
they're
both
still
staff
engineers.
D
I'm
sorry
I
was
like
I,
think
I
feel
a
bit
guilty
reading
this
section
because
I
have
like
especially
the
part
where
it's
like
be
delivered
about
your
choices
on
your
career
and
deciding
where
to
go
to
and
like
I
I,
don't
I,
don't
think
I
know
what
I
want
to
do
now
that
I've
stopped
and
people
sometimes
ask
me
it's
like.
So
what's
next
and
I'm
like
what
is
next
I,
don't
I
don't
know
like
for
one.
There
is
nothing
about
staff
officially
and
support.
So
there's
no
there's
no
principle.
D
There's
there's
nothing
about
stuff
in
support
at
the
icy
level,
so
it's
potentially
creating
a
role
about
that
which
would
take
a
long
time
and
a
lot
of
work
or
going
on
a
management
track
or
going
to
a
different
team
where
they
have
something
about
stuff
so
like
when
people
ask
me
I'm,
like
I,
don't
I,
don't
know
and
also
I
still
feel,
like
I'm
still
sort
of
figuring
out
with
staff
means,
like
I
think
this
actually
goes
back
kind
of
to
the
beginning
of
the
book.
D
For
me,
where
they
say
that
staff
can
look
very
different
at
different
organizations
depending
on
the
needs
of
the
organization
like
staff
plus,
that
is
I
feel
like
in
that's
still
true
in
support,
where
even
within
support,
sometimes
what
we.
What
we
need
is
such
a
broad
range
of
things
that
you
know
one
staff
might
look
very
different
from
another
staff
and
that's
actually
a
good
thing.
That
means
that
we
have
diversity
and
coverage
on
those
different
topics
but
yeah.
E
And
that
was
one
thing
that
I
always
found
useful
and
interesting
and
at
the
staff
level.
You're
you've
got
a
lot
more
self-control
on
where
your
your
path,
you're
expected
to
to
be
figuring.
That
out
and
the
answers
that
you
you
may
not
have
there
may
not
be
there
isn't
an
easy
path
forward.
Once
you
hit
staff
of
where
Chris
goes,
you
sort
of
have
to
be
prepared
to
figure
that
out
as
you
go,
and
sometimes
that
means
driving
the
company
in
in
a
Direction.
A
Yeah
I
think
the
overall,
like
my
perspective,
I
feel
like
I
I
had
started
to
get
a
feel
for
you
know.
I
I
had
maybe
before
I
started,
looking
at
stuff
engineering
more
seriously,
I
at
the
whole,
it's
a
more
senior
senior
person
in
my
mind
and
as
I've
come
to
like
uncover
those
different
aspects
of
leadership
and
different
ways
of
you
know
like
of
what
the
role
can
look
like
beyond
the
technical
aspects.
A
I
I
think
the
book
did
a
really
good
job
of
breaking
down
like
what,
like,
at
a
more
General
level,
of
what
tools
are
like
expected
of
a
staff
engineer
almost
and
so
I
I
thought
that
my
perspective
kind
of
changed
in
that,
like
there's
aspects
of
Staff
engineering
that
I'm
more
excited
about,
because
I
didn't
necessarily
think
that
that's
what
what
it
meant
to
be
a
staff
engineer
and
then
there's
aspects
that
I'm
like
still
more
Curious
in
learning
more
about,
especially
in
the
scope
of
git
lab
and
how
we
do
friends.
E
You
know
I
found
an
interest
in
reading
this
book,
because
I'd
read
another
staff
engineering
book
for
another
book
club
before
earlier,
and
that
one
was
more
because
more
than
half
the
book,
which
is
case
studies
of
various
staff
engineers
at
various
companies-
and
they
are
all
basically
saying
exact,
same
concerns
and
uncertainties
that
we've
talked
about.
E
But
this
one
was
more
information
rather
than
just
case
studies.
So
it's
interesting.
Comparing
the
two
books.
F
Yeah
I
mean
that's,
one
is
it's
it's
good,
even
I
knew
that
already
it's
going
to
get
validation
that
for
this,
as
in
most
things
in
life,
there's
no
single
right
answer
or
or
simple
answer
it's
it
depends.
It
depends
what
your
company
looks
like
what
you
look
like
what
the
job
looks
like
and
that
could
all
change
you
know
quickly
even
and
follow
ourselves
constant.
F
Sure
yeah
I
followed
charity
Majors
for
for
years
when
I
went
to
the
observability
conference
here
a
few
years
ago,
I
had
the
opportunity
of
meeting
her
and
several
of
the
other
people
at
honeycomb
and
I've
followed
her
on
Twitter
and
she's
just
a
brilliant
line.
F
This
is
a
brilliant
engineer:
she's,
a
brilliant
manager
founder
like
her
how
the
Bots
contrarian
thinking
on
so
many
things,
including
observability,
is
awesome.
I've
learned
a
lot
from
reading
her
and
like
mapping
as
she's
ever
written
have
I
really
disagreed
with
it
all
resonates
deeply
with
me.
It's
someone
with
experience
about
the
industry
and
the
the
first
link.
F
There
is
Sarah
May
she's
shared
a
couple
of
tweets
from
from
Sarah
in
that
first
article
that
was
linked
and
yeah
I
used
to
work
with
Sarah
she's
brilliant
too
good
good
to
follow
people
like
that.
If,
if
you
can
stand
Twitter
nowadays,
I
know
it's
changed,
but
just
a
lot
of
wisdom
to
be
gained
just
by
reading
people's
thoughts
on
things.
In
addition
to
books
like
this.
A
F
The
pendulum
metaphor
is
really
really
good,
just
like
a
new
song
and
I'm
into
high
red,
it's
about
mental
health.
My
life,
that's
the
metaphor.
He
uses
for
mental
health.
It's
like
a
pendulum
that
constantly
swings.
It's
not
a
battle,
it's
a
pendulum
and
when
the
light
shines,
the
brightest,
that
is,
when
the
shadow
that
it
casts,
is
the
darkest
and
you
just
have
to
accept.
That's
that's
the
nature
of
life.
That's
the
nature
of
humanity.
F
B
F
Okay,
I
mean
to
monopolize
the
meeting
yet
again,
but
yeah
as
I'm
definitely
tending
towards
the
long
term,
and
definitely
the
stagnation
in
a
lot
of
cases
like
the
stated
places
for
you
know
five
years
over
a
decade
in
some,
even
though
I've
still
had
several
jobs
over
a
30
plus
year
career
and
yeah,
there's
a
lot
to
be
said
for
just
learning
and
organization
learning
its
processes.
Learning
a
system
deeply.
F
You
can
be
really
impactful
that
way,
but,
like
I,
said,
I've
I've
left
three
jobs
involuntarily
in
my
career,
for
various
reasons
they
offer
whatever,
and
it's
always
led
to
just
tremendous
opportunities
and
growth
to
the
place
that
I
landed.
Next
and
I
never
had
a
problem
because
I,
you
know,
still
kept
my
skills.
Parents
still
kept
everything
current,
so
change
is
scary,
but
so
you
have
to
know
when
to
to
embrace
it
and
make
that
jump.
When
it's
going
to
be
the
right
decision
for
you.
C
Yeah
thing
I
thought
about
reading
this
reading.
Reading
that
was
I
did
music
in
school
in
college
for
a
bit
and
the
dangerous
thing
with
playing
an
instrument
is
that
you
can,
if
your
instrument
allows
it
mine
couldn't
so,
but
if
you're
playing
the
piano
or
something
where
you
can
play
for
many
hours
a
day,
it's
very
easy
to
play
for
12
hours.
Well,
it's
not
easy
to
play
for
12
hours
a
day,
but
if
you
there
are
people
who,
like
will
practice
12
hours
a
day,
but
you
can't
really
progress.
C
You
know,
but
you
do
feel
like
you're
doing
something
and
I
think
that
is
sort
of
one
of
the
dangers
with
with
music,
because
you
can
spin
your
wheels
and
it
can
feel
like
you're
making
progress
that
you're.
Not
that
I
think
engineering
is
is
similar
because
you
know
the
50th
time.
You
write
the
same
kind
of
interface
and
go.
It's
you've
really
learned
nothing,
even
though
it
takes
you
about
the
same
amount
of
time.
As
you
know
the
10th
time
you
did
it
so,
but
it
can
feel
like
it
can
feel
like.
F
F
You
know
I've
done
that
for
also
for
for
30
years,
but
the
period
is
when
I
really
forced
myself
to
grow
like
do
something
new
and
hard
like
every
day
for
30
minutes
an
hour
like
I
could
just
see
my
my
skill
and
competence
really
rise
rather
than
just
plateauing.
So
that's
a
really
good
metaphor.
Yeah.
C
C
That
has
like
a
there's
sort
of
a
heroic
struggle
to
that,
but
like
being
deliberate
and
like
saying
like
I
identified
a
problem
area
in
my
playing
I,
listened
to
a
recording,
I
wrote,
notes:
I,
you
know
specifically
didn't
exercise
it.
Doesn't
it
doesn't
have
that
same
sort
of
ring
to
it,
and
it
doesn't
it's
hard
to
convince
yourself
that
you're
really
dedicated,
because
you
can
just
say
oh
I,
did
a
big
number
of
you
know:
I
put
big
numbers
on
the
board
as
far
as
practicing.
F
A
Yeah
I
think
that
that's
actually-
and
that
comes
back
to
a
lot
where
there
was
like
discussion
about
like
like
stepping
back
and
trying
to
look
at
like.
Why
are
you
are
in
a
more
objective
way
because
I
know
that's
something
that
I've
always
struggled
with
like
I
know
the
the
best
example
that
I
can
think
of
is
like
I
wanted
to
I
was
working
towards
being
like
a
database
maintainer
and
at
the
time
I
was
like
I'm.
A
So
far
away
from
this
I
I'm,
like
I,
haven't
made
any
progress
on
exactly
where
I
was,
but
then
I
went
through
and
looked
over
like
a
year
and
a
half
with
My
Views
and
actually
could
see
the
progress
that
I
wasn't
aware
of
so
I
guess
it's
almost
like
the
opposite
of
what
you
were
kind
of
describing
and
like
it's
it's
worth
taking
the
time
sometimes
to
to
go
back
and
like
make
yourself
like
believe
what
you've
been
doing
is
worthwhile,
because
then
you
can
course
correct.
If
maybe
it
wasn't.
C
One
of
the
things
that
is
great
about
working
at
git
lab
for
that
is
that
you
can
go
back
to
old
issues
and
see
what
you
really
thought
and
were
really
doing
at
the
time.
So
I
did
that
I
did
that
with
the
first
Sheen
we
put
together
for
the
registry
database
and
I,
it
was
very.
It
was
very
funny
to
see
how
simple
we
thought
it
was
and
how
much
how
much
was
not
there.
That's
there
now
that
needed
to
be
discovered,
so
that
was
very
I.
Think
that
was
helpful.
C
B
A
Like
it's
like
obvious,
but
it
it
kind
of
to
me
when,
when
I
read
that,
like
it
aligns
with
the
idea
that
nobody,
you
know
like
there's
the
idea
like
nobody
knows
what
they're
really
doing
like
everyone's
kind
of
Faking
it
until
they're
good
at
it
and
I,
really
like
that
kind
of
mentality
of
like.
If
you
believe
you
can
do
something
and
just
start
working
on
it
or
trying
to
learn
it.
A
Then
at
some
point
he
will
then
be
the
person
that
can
do
that
thing
and
that's
like
it's
just
like
a
mentality
that
I've
I've
enjoyed
and
appreciated
over
many
years
of
software
development
or
even
in
personal
life
of
like
you
know,
like
I,
wanted
to
be
a
runner
one
year
and
I
was
like
how
do
I
do
that
and
then
you
just
start
running
every
day
and
then
eventually,
you're
gonna
run
it
there's
not
like
a
trick
to
it,
so
that.
C
Yeah
I
I
can't
find
the
the
talk
right
now.
It's
got
It's
one
of
those
things
that
just
has
like
a
name,
that's
ungoogleable,
but
one
of
the
things
I
liked
about
the
the
in
chapter
was
that
it
said
like
hey.
These
are
some.
C
C
Like
my
my
real
vocation-
and
you
know,
I
had
things
that
are
not
like
necessarily
good
reasons
to
have
to
want
the
job,
I
suppose
or
things
that,
like
you'd,
put
on
an
industry
blog
or
nothing
you'd
put
on
LinkedIn
I
guess
is
what
I'm
gonna,
how
I'm
gonna
phrase
it,
but
I
think
I
think
it's
it's
good
to
have
like
that.
Certain
honesty
to
like
like.
C
Why
am
I
really
doing
this
because
I
think
it's
important
to
have
you
know
if
you,
if
you're
fooling
yourself,
I,
think
you
can
like
get
into
the
wrong
sort
of
Groove
in
a
way
and,
like
you
know,
there's
I
just
like
that.
C
It
had
like
it's
acceptable
to
have
this
job,
not
because
you
think
engineering
is
BL
end
all,
but
because,
like
you're
trying
to
do
a
hobby,
Farm
or
whatever-
and
this
is
a
way
to
get
money
for
that,
I
think
somebody
who
has
that
sort
of
like
aspiration
is
going
to
do
differently
than
somebody
who
you
know
wants
to
work
for
an
impressive
signing
company.
You
know
they're
going
to
do
different
things.
A
B
A
Thoughts
about
this
chapter
or
I
mean
even
the
entire
book
in
general,.
A
C
F
Even
though
people
got
behind
like
I
think
this
was,
this
is
a
pretty
accessible
book
it.
It
wasn't
a
slide
and,
like
the
chapters
were
digestible
enough,
that
you,
you
could
sort
of
cram
them
at
the
last
minute
or
at
least
give
them
and
still
get
a
good
experience
from
it.
A
Yeah
I
think
the
book
as
a
whole
like
I,
never
felt
like
there
was
a
slow
part
or
a
part
that
didn't
belong
like
I've,
seen
that
in
some
other
books,
where
we've
read
a
chapter
or
two,
and
this
doesn't
really
make
sense.
Why
they've
included
this
in
this
management
broker
engineering
book.
C
Yeah
I
was
I
was
really
like.
The
the
author
is
just
really
has
a
really
good
writing
style.
I
was
you
know
very
a
lot
of
type
books
are
not
necessarily
bad,
but
they're,
not
something
you
can
always
sit
down
and
and
get
something
out
of
if
you're,
not
in
the
right
sort
of
headspace
and
I
feel
like
this
one.
Definitely
you
could.
F
Yeah
I,
like
the
all
of
the
metaphors
and
like
the
just
the
the
conversational
and
very
informal
style
like
talking
about
games,
connect.
That's
also
why,
like
I,
really
like
charity,
Majors,
writing,
like
it's
completely
honest
like
she
drops
F
Bombs
all
the
time,
but
it's
like
she's
talking
to
you
as
a
friend
she's
like
look
there's
an
OBS.
This
is
the
way
it
works
and
I'm
telling
you
the
truth
on
that
kind
of
sugar
coat
at
all,
which
is
like
that's
gold.
D
And
yet,
at
the
same
time,
I
appreciate
that
it's
not
like
I,
think
kind
of
really
anyone
in
like
the
engineering
space
could
relate
to
it.
It's
not
like
I'm,
actually
reading
a
different
book
right
now,
where
I'm
just
like
Okay.
Can
you
stop
talking
about
how
it
works
at
your
company,
because
this?
This
is
not
how
it
works
at
my
company
and
I,
don't
know
how
to
apply
it
so,
like
I,
I,
appreciated
that
it
was
like.
D
You
know,
agnostic
in
terms
of
what
company
or
environment
it's
in
and
like
there
was
this
recognition
that
it
works
very
differently
depending
on
the
company
you're
at
but
like.
Overall,
this
is
like
here
are.
Some
strategies
in
here
is
like
a
bit
about
like
here
are
some
of
the
things
that
are
common
across
the
current
companies
and
and
kind
of
how
it
works,
and
even
though
there
were
some
things
that
were
fairly
engineering
or
kind
of
text
specific
it
like
at
the
beginning
of
the
book.
D
You
know
it
talks
a
bit
about
like
how
you
could
apply
a
bunch
of
these
strategies
to
any
position
kind
of
at
the
at
a
at
that
kind
of
higher
level
of
the
IC
track,
like
kind
of
Stack
plus.
Even
if
it's
not
engineering
or
kind
of
tech
company
oriented
that
like
it's,
it's
you
could
apply
a
bunch
of
these
I
really
appreciate
it
that
about
this
book.
Aside
from
you
know
the
other
things
that
were
already
mentioned.
A
D
A
Totally
agree:
I
thought
it
was
very
applicable
for,
like
most
levels
of
engineering
like
you,
can
take
away
a
lot
of
different
aspects
of
how
to
look
at
projects
or
how
to
look
at
you
know
your
company
and
how
to
navigate
your
company
and
different
parts
of
business.
A
Cool
well,
I.
Think
we're
just
about
a
time
here.
So
I
want
to
say
thanks
again
for
joining
the
club
and
I
do
have
a
small
survey
that
I
put
together.
If
you
know
on
mind
doing
that
at
some
point,
I'll,
probably
post
it
again
in
slack
I,
think
once
all
the
book
clubs
are
complete,
but
just
to
get
some
feedback
on
what
worked
and
what
didn't
work
with
the
book
club
and
then
also,
if
there's
any
resources
or
things
that
are
lacking.
When.
D
A
Comes
to
staff
engineering
at
Care,
lab
I'd,
appreciate
it
all
right.
Well
have
a
good
week.
Everyone
and
I'll
see
you
all
around.
Thank.