selecsosi

Cauchy path integration feels like a cheat code once you fully imbibe it.

Got me through many problems that involves seemingly impossible to memorize identities and re-derivation of complex relations become essentially trivial

I view it as more a single system of constant improvement and understanding ability to execute in the environment. Nothing hurts credibility more than late commms, and missed deadlines due to over commitments.

I'm not personally engineering my career in leadership around moving up, but building teams of people that can do exceptional things tends to be the driving factor that allows me to continue up the track.

Said another way, I don't say no a lot, I put prioritization up front and tell them that we are sacrificing other deliver items.

That is a decision that an exec can work with, mediate between teams, and builds mutual respect for senior leadership as you don't break promises you've already made, unless there is mutual agreement from the business.

To me, that means 1. To identify the issue that occurred (especially when you caused it), and much more importantly, 2. Put systems into place that prevent it from happening again.

Employees can feel very clearly when a manager lacks accountability and as part of mid and especially high level management (if your goal is actually improving both output and quality of people's lives) to not just say you did something wrong, but actually put your skin in the game ensuring what happened will not happen again (usually it means being better at saying no or aggressively managing prioritization rather than heaping additional tasks on people).

Picked up a commercial license about 3 months ago, service is amazing and have been using it for helping to provide runtime data analysis and anomaly detection for smart home thermostats.