“Benefit of the doubt”


  • BATNA: Best Alternative to a Negotiated Agreement

Bad faith negotiation = pretend to reason to reach settlement, but have no intention to do so


Good reading:

My note:

  1. Always process insider referral
    • “Give face” to insider
    • Motivate the insider to submit more referral
  2. Always send rejection notice with manner and feedback at positive framing
    • Open the opportunity to the candidate to reapply in the future
    • Good exercise for interviewer/recruiter to make objective reason for rejection
  3. Best assignment is a complete the project
    • From the code, we see problem solving skill, logic, design and attitude of candidate
    • Reviewing the assignment also good exercise

Performance Management


5 Developer metrics Every Software Manager should care about:

  1. Lead Time: time period between the beginning of a project’s development and its delivery to the customer.
  2. Code Churn: he percentage of a developer’s own code representing an edit to their own recent work.
  3. Impact: a measure of the effect that code changes have on your project, and a way to consider the cognitive load they place on the developer who implemented them.
  4. Active Days: a day in which an engineer contributed code to the project
  5. Efficiency: the percentage of an engineer’s contributed code that’s productive, which generally involves balancing coding output against the code’s longevity.

Culture Trend

Competency Metric

Extreme Ownership


  • Part I: Winning the War Within
    • Chapter 1: Extreme Ownership
    • Chapter 2: No Bad Teams, Only Bad leaders
    • Chapter 3: Believe
    • Chapter 4: Check the Ego
  • Part II: Laws of Combat
    • Chapter 5: Cover and Move
    • Chapter 6: Simple
    • Chapter 7: Prioritize and Execute
    • Chapter 8: Decentralized Command
    • Chapter 9: Plan
    • Chapter 10. Leading Up and Down the Chain of Command
    • Chapter 11: Decisiveness and Uncertainty
    • Chapter 12. Discipline Equals Freedom – The Dichotomy

A good leader must be (The Dichotomy of Leadership):

  • confident but not cocky;
  • courageous but not foolhardy;
  • competitive but a gracious loser;
  • attentive to details but not obsessed by them;
  • strong but have endurance;
  • a leader and follower;
  • humble not passive;
  • aggressive not overbearing;
  • quiet not silent;
  • calm but not robotic, logical but not devoid of emotions;
  • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge.
  • able to execute Extreme Ownership, while exercising Decentralized Command.

A good leader has nothing to prove, but everything to prove.

Lean Management



Six Sigma

  • Kaizen
  • Poka Yoke: any mechanism in a Lean manufacturing process that helps to avoid mistakes. (Zero Quality Control)
  • 5 Whys Method

Safe To Fail

  • Do we encourage this “safe to fail” environment in our team?
  • Do we as a leader regularly giving and receiving feedback?
  • Do I create an environment where my team can give any feedback to me?
  • If someone in my team makes mistakes, as a leader what do I do?
  • As a leader, if I made mistakes, what did I do?