So the key difference is that in London the rules are more clearly shared for newcomers?

The goal is to travel through the fewest countries possible, not the most direct land route.

This reads like satire.

> Why eat vegetables when you can eat testicles?

Attention-grabbing nonsense.

> Both things are hard to do well IMHO

That's not really a factor in determining what's eligible for copyright protection.

Indeed. They’re both eligible.

I met Kevin at a conference in Manchester where he cloned my HID access card and made an amazing demo of how easily this can get a company's workstations compromised with keyloggers. It was like watching a magician - he was a very skilled, funny, intelligent man with a wealth of knowledge. He gave me his business card (which is also a lock-picking kit) and I will treasure it.

Thanks for all you taught us Kevin, and thanks for being a beacon of curiosity and exploration.

It's definitely not about being friends - it's about being able to rely on each other.

You relationship with your manager is like your relationship with the company at large - it's a symbiosis, a contract, something that benefits both parties... until one day when it inevitably doesn't.

One day you will either leave the company or the company will leave you. Once the arrangement isn't mutually beneficial any more, the relationship is finished. There's nothing personal about that. In the meantime, you expect your manager to support and help you, set clear expectations, resolve disputes, etc and they expect you to meet the expectations of your role.

It's been online for 2 weeks already.

Yes, for settings personal goals it can be helpful.

KRs are just "things you can do to achieve the goal", so my process goes:

- What do I wish was different? - What would happen if that thing changed? - What's stopping it from changing? - How can I get over those obstacles?

The answers to "how can I get over those obstacles?" become the KRs that help achieve the O ("What do I wish was different?").

KR stands for "Key Result". They're definitely not "things you do to achieve your goal".

That's kind of the point of OKRs (in theory): To stop upper managers from dictating process to lower managers. (Which is a big problem.) Instead, ignore their process and evaluate them on how well whatever process they chose delivered. IE, give someone an objective, let them find their own solution, and evaluate them on only how well it worked.

Managers are accountable for seeing this is done, but the whole team should be co-responsible for setting goals.

I worked as a software engineer for 12 years before becoming a manager and I can promise you that a team works better when everyone has input on what goals the team commits to and how the team plans to achieve those goals.

You never never never NEVER want to work on a team where your manager decides all of that and then just throws tickets at you. Screw that sideways.

I did understand the comment differently. More that at some level OKRs are not important and the decision that a product/module is needed is everything a good working development team needs to do it’s job.

That has nothing to do about the creation of tickets imo. Ofc the team will find a way to organise ITS OWN WORK.

Exactly. Thanks for this.