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A
All
right
welcome
to
the
last
session
of
the
America's
anemia
time
zone
for
the
staff
Engineers
path
book
club
today
we're
discussing
chapter
nine,
which
is
what's
next
and
this
chapter,
to
give
a
quick
summary,
is
all
about
taking
a
look
at
your
future
and
the
different
paths
that
you
can
consider.
A
So
it
talks
about
being
deliberate
with
your
choices,
as
you
are
entirely
responsible
for
your
career
and
deciding
what's
important
to
you
along
the
way
talks
about
how
opportunities
increase,
as
you
gain
experience,
and
build
relationships
and
skills,
and
also
taking
time
to
look
back
at
where
you've
been
where
you
are
and
where
you're
going
to
see.
If
it
aligns
with
what
you
really
want,
and
it
reminds
you
to
make
sure
that
you're
thinking
about
your
future
at
multiple
different
levels,
not
just
beyond
your
current
role,
but
possibly
also
beyond
your
current
company.
A
So
with
that,
we
can
kick
things.
B
A
Does
anyone
have
I,
don't
there's
nothing
on
the
agenda
yet,
but
anyone
has
anything
they
wanted
to
start
with
and
take
some
notes.
Here.
C
There
was
one
quote
in
that
chapter
that
I
really
liked
I
can
paste
it
and
wait
a
second
here.
C
The
quote
is
Majors.
That's
the
name.
Majors
emphasizes
that
management
should
never
be
seen
as
a
promotion.
It's
a
change
or
profession,
with
a
different
set
of
skills
to
learn
and
I
really
like
that
quote,
because
it
captures
what
I
like
about
I
guess
management
culture
at
gitlab.
It
very
much
doesn't
feel
like
a
hierarchy
like.
Oh,
this
is
my
boss,
who's
telling
me
what
to
do.
It
really
just
feels
like
we
are
working
in
tandem
as
a
team.
C
A
I
totally
agree,
I've
always
found
it
interesting
I
mean
gitlab
is
the
largest
company
I've
worked
for
and
I
feel
like
it's
the
first
company,
where
I've
really
seen
people
with
with
true
management
skills
like
as
a
skill
set
of
its
own,
not
just
sort
of
like
a
mixture
of
management
and
IC
skills,
kind
of
working
along
the
way
and
I've
come
to
really
appreciate
that
skill
set,
and
it's
it's
really
nice
that
we
haven't
set
up
that
way.
D
I
think
the
like
relative
flatness
of
the
organization
helps
that
kind
of
what
came
to
my
mind
with
this
quote
is
like
servant
leadership,
which
is
a
little
bit
of
a
weird
phrase,
but
I
looked
my
manager
to
help
make
it
easier
for
me
to
just
do
my
job
like
ask
the
dumb
block
just
get
things
out
of
my
way.
Not
hey,
please
don't
you
be
the
person
that's
in
the
way,
and
that's
what
I
really
like
about
my
manager
here,
like
it's
amazing.
A
I
was
gonna,
say,
I
I've,
actually,
I've
heard
that
style
of
management
servant
leadership
come
up
quite
a
few
times
at
get
loud,
so
I
do
think
that's
one
of
the
management
styles.
That's
certainly
favored
in
various
departments.
I
get
loud.
D
A
All
right
well
I'm
curious.
This
is
more
of
a
general
question,
since
we're
kind
of
you
know
at
the
end
of
the
book,
but
like
what
are
different
ways
that
your
perspective
on
staff,
engineering
or
becoming
a
staff
engineer
or
being
a
staff
engineer,
have
changed
like
after
reading
through
the
book.
D
It's
a
lot
less
nebulous,
like
I
feel
like
the
whole
point
of
the
book
is
it
depends,
and
we
don't
really
know
and
there's
no
like
layout.
This
book
did
a
really
good
job
of
saying,
like
here's,
some
here's,
a
framework
that
you
can
put
that
thinking
in
and
I
feel
like
I
know
what
to
do
to
take
the
next
steps,
whereas
before
it
was
just
like
this
giant,
Big
Blob,
so
it
helped
provide
some
structure.
I
think.
C
C
Like
how
how
can
I
use
the
skip
level
meetings
that
we
already
have,
for
example,
to
to
make
that
difference?
Help
me
in
career
growth
as
well
right,
it's
also
the
first
time
I'm
working
at
a
bigger
company
where
skip
levels
are
just
by
default.
They
exist.
I
didn't
even
know
what
the
word
means.
Like
I
had
my
my
first
skip
level
meetings
and
then
later
I
asked
someone,
hey
I,
see
you
have
a
skip
level
meeting
or
you
can.
C
B
I
think
my
I
I,
the
a
lot
of
the
things
that
that
she
covered
in
the
book,
I
kind
of
implicitly
had
had
known
or
learned
somehow,
but
first
having
it
explicitly
called
out,
was
helpful,
especially
like
the
the
feelings
of
shortcomings
or
overwhelm
or
imposter
syndrome.
B
It's
it's
nice
to
know
that
it's
not
weird
to
be
at
to
get
to
the
staff
level
and
still
feel
like
you.
Don't
really
belong
here,
and
so
so
a
lot
of
that
was
kind
of
like
I.
B
Don't
know
that
make
me
making
me
feel
better,
but
also
also
made
me
feel
more
overwhelmed
with
how
much
like
the
details
that
I
hadn't
thought
through
with
regard
to
kind
of
like
what
what
Manuel
said
like
taking
into
consideration,
who
you're
talking
to
taking
into
consideration
what
teams
you
reach
out
to
how
you
I
mean
it
gets
back
to
one
of
my
one
of
the
previous
meetings
where
we
talked
about
like
soft
skills,
where
soft
skills
are
a
big
part
of
being
at
this
level,
and
while
I
have
kind
of
internalize
some
soft
skills
at
this
at
the
more
senior
level
like
going
up
to
this
level,
it
expands
it
and
makes
me
really
uncomfortable
with
having
to
do
that,
but
also
having
it
called
out
as
necessary
is
helpful.
A
Yeah
I
think
for
me,
A
lot
of
it
was
kind
of
seeing
like
there
were
some
good
examples
of
like
how
those
soft
skills
like
what
it
kind
of
looks
like
when
you're
actually
applying
them,
because
I
felt
similarly,
where
I'm
like
I'm
aware
of
all
these
things,
so
it
doesn't
seem
like
new
information,
but
it's
it's
like,
for
example,
leading
a
big
project.
A
That's
like
big
cross
team
project
at
the
surface
level,
I'm
like
oh
I,
can
do
that
and
then
they
kind
of
describe
like
oh
there's,
all
of
this
sort
of
advocating
that's
involved
and
getting
people
together,
and
it's
kind
of
stuff
that
I
didn't
necessarily
think
about
or
wouldn't
really,
structure
or
organize
in
such
a
a
you
know,
a
nicely
organized
Manner
and
and
seeing
that
kind
of
written
out.
A
It
was
super
helpful
to
to
just
realize
that,
like
that's
a
skill
that
you
need
to
to
build,
you
can't
just
say
like
I
kind
of
understand
how
to
do
a
big
project.
You
have
to
like
work
your
way
up
to
being
able
to
to
work
through
all
those
different
steps.
B
I
think
one
of
the
other
things
that
struck
me
was
that,
like
for,
for
the
first
part
of
my
career,
I
kind
of
let
things
go,
I
wasn't
very
explicit
about
my
decisions
and
thinking
through
from
a
strategic
standpoint
and
in
the
past
couple
of
years,
like
I've
started
doing
that
more
I've
realized
that
I
was
kind
of
coasting
on
this.
B
This
kind
of
implicit
decision
making
and
trying
to
look
at
it
more
as
a
strategic
Choice,
and
this
book
really
laid
out
how
many
more
choices
like
I've
accidentally
made
without
realizing
it
and
it
kind
of
kind
of
going
back
to
the
overwhelm
it
like
overwhelms
me
to
be
to
think
about
how
on
I
have
to
be
throughout
the
day
like
every
day.
B
Thinking
about
this
stuff,
or
at
least
that's
that's
the
feeling
I
got
in
order
to
avoid
having
accidentally
made
some
poor
implicit
decisions.
B
Yes,
it
does,
we
can
do
it,
yeah,
yes,
we
can,
and
it's
and
it's
one
of
those
things
that
I
I,
the
the
other
thing
that
the
book
kind
of
to
me,
reiterated,
often
and
kind
of
helped
me
believe,
was
that
they're
all
skills
to
learn
like
nobody
is
born,
knowing
how
to
strategically
choose
their
career,
pass
in
every
every
day
or
whatever,
but
it's
some
people
are
better
better
at
it.
Some
people
are
more
strategic
thinkers
than
I
am
apparently
but
I
yeah.
A
Yeah
I
think
that's,
maybe
something
that
that's
something
that's
like
worth
kind
of
working
on
is
I.
Think
it's
easy
to
see.
Okay,
I
need
to
be
thinking
about
these
things,
which
can
be
overwhelming,
but
like
what's
the
first
thing
we
can
do
now
like.
What's
that
first
step
of,
like
you
know,
think
about
only
these
few
things
to
start
until
it
becomes
automatic
and
then
pull
in
some
other
things.
B
So
I'll
I'll
I'll
pipe
in
with
what
I've
tried
to
do
over
the
last
couple
of
years,
and
that
is
and
it's
worked
it
I'm
getting
better
but
breaking
down
kind
of
goals
and
I'm,
starting
with
the
high
level
like
yearly
goals
like
everybody.
B
Does
that
or
or
even
like
five
year
goals,
and
then
how
to
do
those
five-year
goals,
break
down
into
yearly
goals
and
only
keeping
them
really
like
one
to
three
and
focusing
I
TR
I've
tried
like
personal
and
career
and
all
that
and
that
hasn't
worked
so
well
for
me,
but
kind
of
breaking
those
down
into
yearly
goals
and
quarterly
and
monthly.
B
So
on
and
so
forth
and
I,
just
at
the
beginning
of
every
year,
I
reflect
on
A,
Five-Year,
Plan
and
set
up
this
year.
The
next
year
reflect
on
the
last
year
and
then
same
with
every
beginning
of
every
month,
every
quarter
every
week
ever
and
then
it's.
It
feels
like
a
lot
when
I'm
saying
it,
but
it
like
I
I,
keep
it
short,
because
I
started
out
like
this
huge
template
of
of
daily
and
weekly
and
monthly
reviews,
and
all
this
and
I
I
didn't
get
it
done.
B
I
didn't
like
it,
it
didn't
work
so
I
keep
it
really
short.
So
it's
like
these
are
the
top
three
things
at
most
three
things
that
I
want
to
make
progress
on,
and
that
has
helped
guide
my
decisions
and
feels
like
potentially
a
good
way
to
focus
on
these
things.
B
Like
pick
one
skill
or
one
thing
that
that
we
want
to
work
on
towards
our
next
to
staff
level
or
becoming
principal
or
whatever,
and
make
that
break
that
down
into
those
those
level
goals
and
slowly
chip
away
at
it,
and
then
boy
I,
don't
know
and
prioritize
those
skills
at
the
beginning.
So
you
know
which
ones
you
want
to
work
on
in
what
order
and
slowly
chip
away
at
it.
B
But
I
would
love
to
hear
other
ideas
or
thoughts
on
how
to
keep
those
things
in
mind
and
I'll.
Just
real
quick
go
back
and
the
reason
I
break
it
down.
B
That
way
is
because
I
forget
I,
forget
about
what
I'm
focusing
on
so
reviewing
it
every
day
like
at
the
beginning
of
the
day,
it's
nice
because
I
set
it
up
what
I
want
to
work
on
that
day,
so
I
don't
have
to
like
put
a
lot
of
effort
into
it
throughout
the
day
and
then,
at
the
end
of
the
day,
I
just
reflect
on
how
it
went,
but
I,
always
in
my
template.
B
I
have
like
the
weekly
goals
up
at
the
top
of
it
on
of
every
daily
check-in
kind
of
review
or
whatever,
so
that
I
keep
like
I
can
reflect
review
those
at
the
same
time
that
I'm
thinking
of
what
I'm
gonna
do
this
today
to
further
those
and
the
same
thing
with
the
weekly
template
and
the
monthly
template,
and
all
that
it
kind
of
rolls
up,
but
I
found
that
that's
a
good
way
for
me
to
keep
those
higher
level
goals
in
mind
and
having
those
checkpoints
like
every
week.
B
It
kind
of
has
you
reflect
on
the
monthly
ones
every
month
it
has
you
reflect
on
the
yearly
or
the
quarterly
ones,
and
so
on
and
so
forth,
and
it
kind
of
I
find
it
easier
to
course
correct.
Breaking
it
down
that
way
and
reflecting
and
reviewing
them
at
a
regular
pace.
A
I
really
like
that
system,
I
feel
like
it's.
A
It's
a
good
habit
that
that
I
need
to
to
make
one
of
the
things
I've
noticed
about
myself,
and
this
is
going
to
be
kind
of
a
selfish
question,
I
suppose,
but
like
I'm
good
at
coming
up
with
the
yearly
plans
and
our
goals
and
and
sometimes
I'm
good
at
coming
up
week
week,
levels
that
may
or
may
not
align
with
them
but
like
taking
a
yearly
goal
and
then
breaking
it
down
into
like,
like
those
sort
of
monthly
kind
of
sections,
is
always
tricky,
because
it's
kind
of
what
I
always
have
difficulty
seeing
what
you
know
can
contribute
to
it
at
that
scale.
A
B
I'm
I
am
also
that's
a
that's
a
skill
that
I'm
still
working
on
and
it's
taking
practice
and
it's
I've
found
that
it's
yeah
I
think
part
of
the
way
part
of
the
thing
I
like
about
the
system
as
it
stands
now,
is
that
I'm
forced
to
break
down
stuff
all
the
time
for
every
week,
so
I'm
I'm,
starting
small
things
like
I,
can
see
how
like,
if
I,
want
to
make
progress
on
this.
B
This
one
project
at
work
by
the
end
of
the
week
like
what's
that
gonna
take
day
to
day
and
then
that
kind
of
okay,
great
I,
have
that
Weekly
goal.
How
does
that
feed
into
like
my
monthly
one
and
so
I
I
get
practice
and
I'm
still
not
good
at
it?
I
don't
always
I
can't
always
think
it
all
the
way
through,
but
one
of
the
things
that
I
with
the
bigger
goals,
I,
try
and
think
from
like
I
want
to
be
here
in
a
year.
B
I'm
making
it
up
but
like
what
I
have
gitlab
is
laid
out
like
what
you
need
to
do
for
principal
engineer,
so
I
have
kind
of
a
guiding
principle
there,
but
I
start
from
the
end
like
what
is
it
what's
the
last
step
I
would
need
to
get
to
there
and
then
what
about
the
the
step
before
that
kind
of
the
backwards
planning
and
and
step
back
and
sometimes
I've
found
this
a
number
of
times
where
it
doesn't?
It
doesn't
work
out
in
the
time
frame
that
I
picked
like
if
I
think.
B
Oh,
it's
going
to
take
me
a
month
to
kind
of
pick
up
this
skill.
If
I'm
able
to
devote
15
hours
a
month
or
whatever
to
it
and
so
on
and
so
forth,
it
doesn't
work
out
so
I
have
to
I
have
to
reflect
and
review
whether
or
not
that
goal
is
reasonable
within
the
time
frame.
I
picked
so
the
yeah
the
backwards
planning
is
my
best
tool
that
I've
used
and
I
like
I
said
I'm
still
not
great
at
it.
D
Let
me
ask
you
a
question
about
that:
Steve
yeah
to
Youth,
and
you
can
decline
to
answer.
Do
you
think
that
the
trouble
that
you
might
have
is
like
your?
The
goal
that
you
have
in
mind
is
like
not
specific
enough.
So,
of
course
you
can't
break
it
down
and
really
what
you
need
to
work
on
is
change
the
goal
a
little
bit
differently,
get
more
clear
on
what
the
goal
is
or
that's
not
it.
It.
A
It's
that
might
be
part
of
it
is
that
the
goal
might
be
broad
like
too
broad
for
for
the
specific
timeline
or
or
yeah.
It
might
need
some
more
specifics.
A
I
think
like
one
of
the
skills
that
I
know
that
I
kind
of
have
is
I
am
like
I,
do
kind
of
like
have
a
natural
tendency
to
to
prioritize
work
in
certain
ways
that
that
seems
to
work
out
pretty
well,
but
it's
kind
of
like
a
like
for
me.
It
just
feels
like
I'm
working
reactively,
but
then
it's
kind
of
like.
A
Those
things
were
important,
so
that
was
good.
So
then
it
like,
but
then
connecting
those
dots
to
you
know
quarterly
goals
or
yearly
goals
is,
is
where
I
run
into
trouble,
because
I
can
easily
say.
I
want
to
achieve
this
long
term,
and
this
is
the
kind
of
stuff
I'm
doing
every
day,
but
like.
B
A
Know
where
those
sort
of
like
middle
Milestones
is
where
I
run
into
trouble.
C
It's
interesting
that
you
say
that,
because
I
feel
very
similar
and
reactive
I
guess
describes
it
very
well.
I
think
that's
in
part,
because
at
my
former
job,
which
was
my
first
longer
really
serious
job,
there
was
just
nothing
really
in
place
for
growth,
in
the
sense
that
we're
talking
about
here
so
I
would
just
have
said.
Yes,
of
course,
I
want
to
advance
my
career.
I
have
no
idea
what
that
looks.
Like
I'm,
just
I,
don't
know
I
work
on
stuff
and
make
things
work
and
everybody
is
happy
and
likes
my
work
yay.
C
So
now
it's
the
first
time
that
I
even
have
to
think
about
these
things
and
I
think
with
the
skills
that
I
that
I
already
developed
at
that
old
job,
like
I
mean
it's
not
like,
I
didn't
grow
there
it
just
there.
There
was
no
structure
for
it
right.
So
when
I
arrived
here,
I
I
pretty
much
was
at
senior
level
already,
but
I
didn't
start
as
a
senior,
because
I
had
no
real
concept
of
all
these
structures.
C
But
it
was
very
easy
for
me,
as
as
you
described
it
Steve
to
to
just
well
do
whatever
I
think
work
is
and
should
be
be
successful.
By
doing
that,
and
suddenly
everyone
says:
hey,
you
should
be
a
senior
and
yeah
I.
Guess
I
should
so
it's
very
interesting
for
me
that
I
will
I
I
guess
I
have
I,
don't
know
reached
the
point
where
I
will
have
to
be
much
more
deliberate
about
all
that
and
have
to
think
about
these
things,
and
the
other
thing
I
find
interesting.
C
Is
that
Ethan
what
you
described
about,
how
you
break
it
down
and
then
set
these
goals?
It's
funny
to
me
because
I
kinda
I,
don't
do
it
currently
anymore
kovitz,
but
I
used
to
do
that.
Just
for
my
personal
life
actually
like
at
the
end
of
the
year
and
I
guess
kind
of
cliche
way.
I
sat
down
and
I
wrote
down
a
list
of
stuff
like
next
year.
I
want
to
do
these
things
and
it
wasn't
necessarily
everything
list.
C
Just
if
I
look
at
this
list
once
a
month,
I
will
want
to
see
these
things.
Maybe
I
will
decide
after
three
months.
Oh
actually
nope,
but
I
wanted
to
still
be
remindable
and
I've
never
really
done
that
for
work
stuff
in
in
that
way,
but
it
it
and
it
worked
fairly
well
for
me
in
my
personal
stuff,
it's
really
nice.
A
And
it's
funny
you
mentioned
or
describe
it
that
way,
I'm
similar
with
the
long-term
goals,
where
I'll
have
my
list
that
I
check
in
on
and
and
when
it
comes
to
career
goals.
I
will
say
that,
like
my
five-year
goals,
it's
most
common
that
I
never
reach
them
and
have
like
changed
Direction
by
the
time,
I'm
getting
anywhere
close
and
have
reset
to
a
different
goal
along
the
way
which
I
think
is.
Is
you
know
that's
a
fine
thing
to
do.
B
I
think
I
have
my
problem
with
with
my
long-term
goals
is
like
really
being
sure
what
I
want,
especially
like
five
years
out
like
I.
Have
no
idea
I,
don't
really
have
a
good
grasp
of
what
it
means
to
be
like
a
principal
engineer
here
seems
like
five
years
is
probably
a
good
time
frame.
If
I
do
everything
right
to
be
a
principal
engineer,
but
I,
don't
know
what
that
means
and
I
don't
know
if
I
want
it
and
like
I,
there's
a
lot
of
technical
skills.
B
That
I
would
like
to
pick
up
because
I
find
that
stuff
fun,
but
what
I
actually
want
to
be
doing
like
there's
so
much
about
gitlab,
that
I
love
from
a
company
and
the
culture
and
the
people
and
everything
but
I,
don't
know
what
I'm
gonna
feel
like
in
five
years,
so
it's
I,
I
kind
of
go
into
it,
knowing
that
these
are
kind
of
these
are
guideposts
and
I'm,
going
to
kind
of
Point
myself
in
that
direction
and
with
the
full
understanding
that
it's
really
broad,
it's
specific
enough,
so
that
I
know
if
I
met
it.
B
But
I
also
know
that
it's
very
hand
wavy
and
that
I'm
probably
going
to
change
as
I
get
further
along
the
path
and
I
realize.
Oh,
no
I,
don't
like
this
or
I
I,
prefer
this
other
related
thing
or
I'm
I,
don't
know,
gonna
be
a
beef
farmer
or
something
so
it's
yeah,
I
think
the
way
I've
started
to
view
goals
is
not
like
achievements,
but
their
guidance
they're,
not
necessarily,
and
did
the
end
the
end
of
the
end
of
the
race.
B
It's
just
you
know
kind
of
a
North
star
of
where
I'm
going
to
focus
while
it
makes
sense
and
that's
why
I
kind
of,
like
my
review
process
and
like
Oh
and
next
year,
I'm
just
going
to
review
and
see
if
I
still
think
that
this
is
a
worthwhile
path,
if
not
I
change
my
four-year
or
five-year
goal
or
whatever.
A
Yeah
I
think
in
the
book
The
the
author
kind
of
goes
into
that
with
having
your
map
and
then
being
able
to
like
expecting
to
go
off
Trail
a
lot
and
possibly
stay
off
Trail
to
find
a
new
map.
So
that's
a
good
way
to
put
it.
A
D
C
You
all
for
joining
Rita.
It
was
really
really
cool.
Personally
I
think
the
issuing
sessions
were
the
most
amazing
part
participated
in
two
time
zones
because
they
were
so
so
nice
yeah,
really
nice.
Seeing
you.
C
A
I
wonder
if
there's
a
way
to
like
create
that
kind
of
a
setup.
You
know
in
other
formats,
like
outside
of
book
clubs,
to
get
that
kind
of
collaboration
going.
B
B
Like
yeah
a
meet
up
a
regular
Meetup
or
a
Mentor
Circle,
where
you're
not
necessarily
a
mentor
mentee
but
you're,
all
mentoring,
each
other
I
forget
what
Benjamin
Franklin
called
the
he
had
up
or
something
like
that.
It
was
like
he.
He
got
together
with
with
peers
and
discussed
their
problems
and
they
all
try
and
figure
out
their
own
issues.
A
I'm
not
aware
of
any.
That
seems
like
something
that's
worth
opening
an
issue
and
sharing
it,
because
yeah
I'd
be
interested
in
joining
meetings
like
that
from
time
to
time,
foreign.
A
Thanks
again
for
joining,
and
there
is
a
survey
at
the
top
of
the
doc,
if
you
don't
mind,
filling
that
out,
to
give
some
feedback
on
book
clubs
in
general
and
also
on
staff
engineering
resources
and
things
like
that,
I'd
appreciate
it
yeah
otherwise
enjoy
the
rest
of
your
day.
Everyone.